사회복지조직의 전략적 관리를 위한 BSC(Balanced Scorecard) 적용에 관한 연구 －일본 시 · 정 · 촌 사회복지협의회 사례를 중심으로 -

• 영문명: A study on strategic management for social welfare organizations based on the balanced scorecard: a case study of a japan local council of social welfare
• 발행기관: 사회복지정책실천회
• 저자명: 배용준(Yong Jun Bae)
• 간행물 정보: 『사회복지정책과 실천』사회복지정책과 실천 4권 1호, 103~137쪽, 전체 35쪽
• 주제분류: 사회과학 > 사회복지학
• 파일형태: PDF
• 발행일자: 2018.06.30

국문 초록

본 연구는 사회복지조직의 전략적 관리를 위하여 일본 B시 사회복지협의 회를 대상으로 조직의 미션설정으로부터 전략적 성과 분석에 이르기까지 BSC의 적용을 통해, 그에 대한 성과와 한계를 분석하였고 단일사례연구와 전문가인터뷰의 질적연구방법을 사용하여 한국의 사회복지현장에의 BSC 적용에 대한 시사점을 제시하였다. 본 연구의 분석결과를 정리하면 다음과 같다. 첫째, 사회복지조직에 대한 BSC의 적용가능성에 관해서는 성과관리 시스템으로서의 가능성과 전략적 조직관리시스템으로서의 가능성이 보였다. 둘째, BSC의 적용은 사회복지조직을 학습하는 조직(learning organization)으로 발전시키는데 기여할 것으로 기대된다. 셋째, BSC는 조직내부의 효과적인 의사소통도구로서 활용되어 조직목표에 대한 공통된 이해와 활동목표에 대한 방향제시 및 모니터링을 가능하게 한다. 넷째, BSC는 성과관리의 도구로 활용되어 자원제공자와 보다 원활한 정보공유 및 의사소통이 가능하게 한다.

영문 초록

The purpose of this study is to achieve the implications of applying strategic management of the Balanced Scorecard(BSC) to Korea social welfare organizations by analyzing the process of applications, performances, and the factors of hindrance and success in application of BSC to a Japan local council of social welfare through a case study and interviews from the experts in Japan. The results of the analysis are as follows. First, the applications of BSC to the social welfare organizations show the potentials as the systems of performance management and strategic organizational administration. Second, the applications of BSC are expected to contribute to the evolution of the social welfare organizations into learning organizations. Third, BSC can be used as the effective communication vehicles among the inside of the organizations enabling appropriate monitoring and directions toward the specific activity goals under the common understanding of the objective of the organizations. Forth, the practice of BSC as a means of performance management facilitates active involvement in the communication and information sharing with resource providers. The suggestions based on the results of this study are like this. First, according to Kaplan and Norton, ‘the failures of the strategy occur in the process of performances rather than the stage of the establishment.’ The management of performance in BSC should be implemented through clarification of the organizational visions and strategies, and the balance of the ordinary tasks and the goals of the strategies. The importance of monitoring should not be neglected in that constant accomplishment of the performance is followed by monitoring the consistency in the process of goal achievement of individuals and the organization, the revision of the problems, decision making through the participation and teamwork. Second, the necessity of developing systems to reinforce the workers’ abilities and the learning organizations remains when managing the social welfare organizations with stable strategies. The administration of the organizations of social welfare depends on the abilities of the workers. Human resource development is the key factor of the satisfaction of the consumers and the contribution to the local communities. In that way, the social welfare organizations need to make all the workers recognize the facts that the stabilization of the management is accomplished by the results of the efforts to reach the direction points of the whole organization with the all members’ responsibilities and the visions for the future. An essential condition to cope with the dramatic change of the outside circumstances is the development of the learning culture of the organizations and the maintenance of the systems to consolidate individual capabilities. Third, in the aspect of the fact that the strategic management system of BSC is the administrative means to achieve the improvement of organizational assignments and promote the performances, the attention and support of the management is crucial. As this study shows, the crucial factors of the successful performance of BSC are the organizations and personnel taking full responsibilities of BSC, the development of expertise, and active participations with organizational support of the management

목차

I. 연구목적 및 연구방법

II. 일본 시· 정· 촌 사회복지협의회의 BSC적용사례 분석 및 논의

III. 한국지역사회복지조직에의 BSC 적용가능성과 한계

IV. 결론과 제언

키워드

사회복지조직의 전략적 관리 균형 성과표 학습조직 Strategic management of social welfare organizations, Balanced Scorecard learning organization