老人綜合福祉館의 中間管理者리더십과 組織效果性 評價 硏究

Abstract

Korea has recently a new problem which resulted from the speedy entrance into an aging society. The population trend of the speedy entrance into an aging society has become a big social problem. It is true that the aged who spent their lives only working when young is now neglected in society. Even though our traditional consciousness of filial piety is a social and cultural power of action in comparison with other countries, we have come to realize its limitation in the realities of life. Therefore, we consider the effective use of old men's leisure as the primary element for raising the quality of the old men's life. In this respect, the general welfare facilities for the aged has drawn many attention because many people want to make sure that the facilities are doing its own function of the aged people's leisure facilities. So we become interested with the "organizational effectiveness evaluation". Also, it has an important meaning that a middle manager leadership actually functions well for the purpose of complementing the drawbacks of the system and the policy. This thesis will investigate into the middle managers leadership who are working for the general welfare facilities for the aged and suggest what are the leadership activity to increase the organizational effectiveness of the general welfare facilities for the aged in specific. We have used the 14 activities which Yukl's multiple linkage model, the situational approach of leadership, suggests and 12 activities Bass' renovative leadership suggests in order that we might understand the middle manager's leadership activity. Also we have availed ourselves of Lee & Cha's evaluation model structure of the organization efficiency of the general welfare facilities for the aged developed by the approach of competitive value. The targets of the research are 11 general welfare facilities for the aged and the middle managers(the director of the department, the chief of a section, senior/junior welfare consultant) working for the 11 general welfare facilities for the aged in Seoul. The question sheets used for the data analysis is 291 in total, and the rate of withdrawal is 100 in target facilities and 84% in individual respondents. In data analysis, we have utilized frequency analysis to investigate the general characteristics of the research respondents, and we have also used the canonical correlation analysis and redundancy analysis, the extended concept of regressive analysis and correlative analysis, in order that we might prove the hypothesis. The hypothesis is proved within attention level, 10%. The result of data analysis is as following; First, Yukl's 14 activities and Bass' renovative 12 activities explains well for the organizational effectiveness. The Yukl's 14 activities explains better 1) Staff's external flexibility and negotiation ability 2) establishing user's target, the reasonable evaluation, and reaching the output goal 3) the teamwork of the staffs in the organization, and Bass' 12 activities explains better 1) Staff's external flexibility and negotiation ability 2) the teamwork of the staffs in the organization 3) establishing user's target, the reasonable evaluation, and reaching the output goal, in order. Second, the leadership activities to increase the organizational effectiveness are expressed by 6 activities, which are informing, clarifying, consulting, problem solving, delegating, and developing, among 14 activities of Yukl. In case of Bass' renovative leadership activities, we found that 7 activities are essential; coping with the situation sensitively, suggestion of the basic values, confirmation of the faith and the ideal, suggestion of models, suggestion of the motivation, emphasis of work values, and inducement of the disregard of self-interest. Third, the average of leadership activity is high, but the 6 facilities is below the average. So it is necessary to increase the leadership activities in the 6 facilities. In the evaluation of the organization's efficiency, we found a somewhat good measure values, but we found a low measure values in two areas of 1) organization's external flexibility and 2) establishing user's target, the reasonable evaluation, and reaching the output goal. We suggest that various approaches should be executed to solve the problem. In conclusion, we propose that the middle managers working in the general welfare facilities for the aged should show the leadership activities we mentioned above in order to increase the organizational effectiveness.