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The circumstances of local government are changing rapidly. So it is important for local government to respond to the environmental changes effectively. In this regards, I study the local administration, especially planning administration. This stusy consists of 5 chapters, the main contents of which are as follows: Chapter 1 is the introduction of this study to contain the purpose, scope and method. Chapter 2 is to study the importance of planning administration in local government. Chapter 3 is to analyse the phenomena and problems of planning administration in local government. Chapter 4 is to suggest some ideas to improve the planning administration. Chapter 5 is to summarize this study. The results of this study are as follows: First, it is necessary to establish the new office to take care of the regional administration in local administration system. Second, it is needed to strenthen the educational cource to advance the ability of planning staff in training center of public services. Third, it is necessary to link planning with budgeting to enhance efficiency of policy. Finally, it is necessary to participate the civilians in planning process to ensure the legitimacy of public administration.

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This leading article to the special symposium ("Pragmatic Public Administrations in Still the Century of Ideology") discusses on the significance of studying the ideological and philosophical settings of modern public administration and the applicability of pragmatic approaches to solving the possible ideological conflicts. The discussions on the Korean case are followed by the introductory summaries on three country studies: i.e., the United States (written by Ho-Seob Kim), the United Kingdom (by Kwang-suk Lee), and France (by Jaeho Eun).

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This study analyzes participation status of public organizations in multi-departmental joint planning project that is research and development project of public sector by Ministry of Science and ICT with perceptive of collaborative public administration. Collaborative public administration means that it solves the public issue with inter-organization collaboration in order to solve wicked problems that can¡¯t be handled by only a single organization. It focuses on 26 selected project from 2014 to 2021 with using social network analysis involving centrality analysis and cohesion analysis. In degree analysis, it utilizes degree centrality, betweenness centrality, and eigenvector centrality. In cohesion analysis, it utilizes k-core, component, and modularity. According to results of social network analysis, it revealed that Ministry of Science and ICT, Ministry of Trade, Industry and Energy, Ministry of Health and Welfare, and Ministry of Maritime Affairs and Fisheries are the main organizations of collaborative network and drew policy implications based on the results. First, Ministry of Science and ICT should broaden understanding of various research and devdelopment. Second, it needs to make diversification of participating institution in the project. Third, it should encourage local governments to engage in the project.

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This study tried to find out three questions with the change between organizational units and its functions and tasks in the Busan Metropolitan City Office of Education: First, how does the organizational units" change affect the functional change? Second, if they have relations, how does the organizational units" change accompany the functional change? Third, how extend is the Kaufman"s definition "the functions performed by the agencies were even more enduring than the organizations themselves," explained? Practical implication of this study is as fllows: First, the creation of organizational units strengthen the functions and the abolition of organizational units weaken the functions. Second, the functional changes on the organizational units" change appear on the change of workload, manpower, concern, and importance by the mediation of affair. Third, as to the Kaufman"s definition that the functions performed by the agencies were even more enduring than the organizations themselves, the most of functions are maintained in spite of the organizational units" abolition.

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 ÀÌ¿Í °°Àº ¿¬±¸°á°ú´Â Áö¹æÁ¤ºÎ ÀÎÅͳݹæ¼Û ÇÁ·Î±×·¥ÀÇ »õ·Î¿î Æз¯´ÙÀÓÀ» ¼±º¸ÀÏ °ÍÀ¸·Î º¸ÀδÙ. ¹«¾ùº¸´Ù Áö³­ 5³â°£ ¹æ¼ÛµÇ¾îÁø Àå¼ö È«º¸ ÇÁ·Î±×·¥À¸·Î¼­ Á¦¸ñºÎÅÍ °æ±âµµ°¡ ¾Æ´Ñ °³ÀÎ ÁøÇàÀÚ¸¦ ³»¼¼¿î´Ù´Â °íÁ¤°ü³ä Å»ÇÇ´Â ±ÇÀ§ÀûÀÎ °ø°ø±â°ü¿¡¼­ ÀÌ·ï¾ßÇÒ ´ö¸ñÀÌ ¾Æ´Ò±î ÆǴܵȴÙ. ÀÌ·Î ÀÎÇØ Áö¹æÀÚÄ¡ 20³âÀ» ¸Â´Â Çö ½ÃÁ¡¿¡¼­ ´Ù¾çÇÑ Áö¹æÁ¤Ã¥µéÀÌ ¼Õ½±°Ô Áֹε鿡°Ô Àü´ÞµÊÀ¸·Î¼­ »ýÈ°¿¡ º¸ÅÆÀÌ µÇ°í ÁֹεéÀº ÇØ´ç ÀÚÄ¡´Üü¿¡ ´ëÇÑ Ä£¹Ðµµ°¡ ´õ »ý°Ü³²À¸·Î¼­ »óÈ£ ¼ÒÅëÀÌ Àß µÇ´Âµ¥ ÀÌ ÇÁ·Î±×·¥ÀÌ °ßÀÎÂ÷ ¿ªÇÒÀ» ÇÒ °ÍÀ¸·Î ±â´ëµÈ´Ù.

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Systematic approach regards organization as a system which is made of energy's input and output. In this respect, government organization consists of organizational units interrelated subsystems and functions for the goal of the organization. Government organization as a system is classified with organizational units and functions, so organizational change should be discussed in two sides organizational units and functions. This study tried to find out three questions with the corresponding change between organizational units and functions in the Busan Metropolitan City Office of Education : First, how does the organizational units' change affect the functional change? Second, if they have relations, how does the organizational units' change accompany the functional change? Third, how extend is the Kaufman's definition ¡°the functions performed by the agencies were even more enduring than the organizations themselves.'explained? Innovation-Planning team in Busan Metropolitan City Office of Education had been endured from 2004. Oct. to 2009. Feb and performed 22 functions. When Innovation-Planning team was built, 8 functions were transferred from other teams, and 14 functions were initiated. As this team was terminated, 15 functions were transferred to other teams, and 7 functions were abolished. This changes show the birth of Innovation-Planning team strengthen the innovation functions by creating affairs, while the death of this team weaken that functions. However abolished 7 functions have the characteristic which is expected to be demolished because these functions were focused on innovation. That is, Innovation functions have been existed in the organization except 7 functions. The results of a survey on the change of innovation function show that 79% of people think innovation function is strengthened when Innovation -Planning team initiated, and 55% of people think innovation function is weakened when Innovation-Planning team terminated. In other words, people aware that the establishment of organization has relation with it's functions. When Innovation-Planning team initiated, workload, manpower, concern, and importance are strengthened by the process of affair's creation and it strength innovation function. When Innovation-Planning team terminated, converse situation appears. Practical implication of this study is that : First, the creation of organizational units strengthen the functions and the abolition of organizational units weaken the functions. Second, the functional changes on the organizational units' change appear on the change of workload, manpower, concern, and importance by the mediation of affair. Third, as to the Kaufman's definition that the functions performed by the agencies were even more enduring than the organizations themselves, the most of functions maintain in spite of the organizational units' abolition.

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The research is a comparative study that expands the differences and perceptions associated with occupational identity among primary tribal art administration groups that consists of administrators, planners, and artists.In terms of research methodology, this study conducted in-depth interviews with each group of administrators, planners, and artists to identify their perceptions of occupational identity and the established social perceptions regarding each other¡¯s occupations. The participants of this study comprised of artists who work in administrative, planning, or artistic sectors in the government organization of the Ministry of Culture, Sports and Tourism, the Korean Culture and Arts Committee, a secondary arts support organization, the Seoul Foundation of Arts and Culture and major national performance venues and art organizations that partake through contractual relationships.As variables affecting job identity, role recognition, job motivation, and value factors considered important were comparatively analyzed. Also, the difference in customer perception by group according to the difference in job identity was examined. The contribution of this study is an attempt to expand mutual understanding among the groups of administrators, planners, and artists participating in art administration.

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This study empirically analyzed the value conflicts of cultural administration based on the needs of axiological discussions and the differences in intersubjectivity among the cultural administration groups and the contradicting attributes of culture and administration. The study classified the stakeholders into administrative staff, planners, and artists to compare their value priorities of publicness in cultural administration.A classification analysis was also conducted based on the normative by each group and the value distribution on a 2¡¿2 value matrix between autonomy and accountability and fairness and efficiency. Based on the results of the quantitative study, the awareness of the relationships among the groups and cause and effects of value conflicts was analyzed through in-depth interviews.Thus, the study aimed to identify the directions for value distribution wherein the values of administration and culture can coexist and determine the implications of expanding this mutual understanding.The results revealed that in the conflict between autonomy and accountability, all groups had a greater awareness of accountability. In terms of normative aspects, it was possible to see a normative value line with an emphasis on autonomy, rather than on accountability from the lower stages on the budget hierarchy (administrators at the top, followed by planners and artists). In the conflict between autonomy and accountability, the size of dissonance between appropriateness and reality was the largest among the groups in the lower stages of the budget hierarchy, and became larger along the order of administrators, planners, and artists.In the conflict between efficiency and fairness, all groups had a greater awareness of efficiency . In terms of fairness in normative aspects, emphasis was placed on was artists, administrators, and planners, in that order. The size of dissonance between efficiency and fairness by groups became larger along the order of budget hierarchy administrators, planners, and artists.Based on the results, the study compared and analyzed the 2¡¿2 value matrix between the normative and actualities by groups. The normative value distribution emphasized Type 1 (accountability x fairness) as seeking communitarianism values through culture and Type 2 (autonomy x fairness) as seeking balanced values of cultural freedom of individualsonabalance .However, in actualities, although the communitarianism values of Type 1 were considered important, there were no distributions to the liberal values of Type 2, rather to the economic values of culture from Type 4 (accountability x efficiency). In summary, the Korean cultural administration isunderapressureof value distribution to emphasize the communitarianism and economic rather than liberal values, through bureaucratic control in actualities compared with the normative.This study will have significant implications on value distribution decisionmaking by groups and political implementations within the purview of cultural administration.

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º» ¿¬±¸´Â Çѱ¹°ú ¹Ì±¹¿¡¼­ ÁøÇàµÇ°í ÀÖ´Â ÇàÁ¤°³ÇõÀ» üÁ¦·ÐÀû °üÁ¡¿¡¼­ ºñ±³ÇØ º¸°í, Çѱ¹¿¡ ÀûÇÕÇÑ °³Çõ ¹æÇâÀ» ¸ð»öÇÏ°íÀÚ Çϴµ¥ ¸ñÀûÀÌ ÀÖ´Ù. ¾ç Á¤ºÎ´Â ¿©·¯ »óȲÀÇ Â÷ÀÌ¿¡µµ ºÒ±¸ÇÏ°í ÇàÁ¤°³ÇõÀÇ ÁÖµÈ ¸ðÇüÀ¸·Î ½ÅÀÚÀ¯ÁÖÀÇ¿¡ ÀÔ°¢ÇÑ ±â¾÷°¡Àû Á¤ºÎ¸¦ Ãß±¸ÇÏ°í ÀÖ´Â °ÍÀ¸·Î ³ªÅ¸³µ´Ù. ±â¾÷°¡Àû Æз¯´ÙÀÓ¿¡ ÀÔ°¢ÇÑ °³Çõ¸ðÇüÀÌ ¿î¿µÀû ¼öÁØ¿¡¼­´Â ¾î´À Á¤µµ Àû½Ç¼ºÀÌ ÀÖÀ½¿¡µµ »óÀ§ ¼öÁØ¿¡ Àû¿ëÇÏ´Â °æ¿ì¿¡´Â ¹®Á¦Á¡ÀÌ ÀÖ´Â °ÍÀ¸·Î ³ªÅ¸³µ´Ù. ƯÈ÷ Çѱ¹°ú °°ÀÌ ¹ÎÁÖÁÖÀÇ¿¡ ´ëÇÑ °ø°íÈ­°¡ ¹ÌÈíÇÏ°í, Á¤Ä¡Àû »óȲÀÇ ºÒ¾ÈÁ¤¼ºÀÌ ÀÜÁ¸ÇÏ°í, »çȸ°æÁ¦Àû Åä´ë°¡ Ãë¾àÇÑ »óȲ¿¡¼­ ±â¾÷¹®È­¿¡ ±âÃÊÇÑ Æз¯´ÙÀÓÀ» °­¿äÇÏ´Â °ÍÀº ¿ÀÈ÷·Á ºÎÀÛ¿ëÀ» ¾ç»êÇÒ °¡´É¼ºÀÌ ³ô´Ù. µû¶ó¼­ ±è´ëÁß Á¤ºÎ°¡ Ãß±¸ÇÏ´Â ±â¾÷°¡Àû Á¤ºÎ¸ðÇüÀÇ È®´ë´Â ½ÅÁßÇÒ ÇÊ¿ä°¡ ÀÖÀ¸¸ç, À̺¸´Ù´Â ¹ÎÁÖÈ­ÀÇ °ø°íÈ­, ºÎÆÐ¿Í ÇàÁ¤±Ç·ÂÀÇ ³²¿ëÀ» ÅëÁ¦ÇÒ ¼ö ÀÖ´Â Á¦µµÀû ÀåÄ¡ÀÇ ¸¶·Ã, ±×¸®°í °ü·á¿Í ½Ã¹ÎÀÌ ÇÔ²² Âü¿©ÇÏ´Â °³ÇõÀÌ ÀÌ·ç¾îÁú ¼ö Àִ ȯ°æÀû Á¶°ÇÀÇ Ã¢ÃâÀÌ ½Ã±ÞÇÏ´Ù. ³¡À¸·Î °³ÇõÀÇ ÁöÁö¼¼·Â°ú ÀÌÀÇ ÃßÁø¼¼·ÂÀ» ²÷ÀÓ¾øÀÌ È®´ë Àç»ý»êÇØ¾ß ÇÒ °ÍÀÌ´Ù.

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This study aims to explore 'needs assessment' as a social program planning models. Needs assessment means a tool for social program models which include needs identification and prioritization, solutions identification and prioritization, and implementation planning. The generic model of the needs assessment is the three -phase model which are composed of preassessment, assessment, and postassessment, and various methods can be used for each step.On the other hand, this article intends to apply needs assessment to 'service improvement program planning for public administration education'. The result of needs assessment which integrates educators' solutions into students' needs suggests that the expansion of practical education is a viable alternative to service improvement of public administration education. In addition, this article shows that adding the practical curriculum, resource investment, and work experience or internship are needed for solutions to expansion of practical education.

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