지원사업
학술연구/단체지원/교육 등 연구자 활동을 지속하도록 DBpia가 지원하고 있어요.
커뮤니티
연구자들이 자신의 연구와 전문성을 널리 알리고, 새로운 협력의 기회를 만들 수 있는 네트워킹 공간이에요.
초록· 키워드
오류제보하기
Although the disaster management of Korea such as mitigation of disasters, preparedness for them and recovery from them. It should be considered based on the failures of the disaster management and the past experimental knowledge, it is believed that the repetitive occurrence of similar disasters is caused by absence of learning of disaster management organizational. That is, non-learning of the management organs due to experimental errors indicates that the organization themselves are not able to adjust to environment and the same kinds of disasters may happen in the future. Therefore, this study identifies repetitive failures by analysing reasons of the failures in terms of organizational learning in order to prevent from repetition of similar failures, and presents suggestions on the policy of disaster management.
A mechanism of the system should be incorporated. This study confirms that the nature of system thinking can be identified through wide and multi-angled thinking. Absence of systematic thinking may work as a factor which makes active organizational learning impossible. That is, it is desirable that organizational system and management of the organs in charge of disaster management should be planned to secure incorporated functions instead of individual identification of each disaster.
The safety culture and shared vision should be secured. This study focuses on the safety consciousness as a common vision of whole society. The reason of emergency mitigation failed is that organizations as subjects of learning were unconscious of safety.
The learning of experiences and reflection is necessary for prevention of repetitive disasters. So far, we have experienced similar types of disasters, That is, it indicates that there are factors that distort effective organizational learning which induce experiences, accumulation of knowledge, reflection and prevention.
For improvement of learning capability, exact reasons of disasters should be precisely and objectively identified and analysed. And enough financial support is necessary, In the future, the learning for prevention against disasters should include exact judgement and evaluations presented by experts, Specifically, as distribution of learning should guarantee long-term effects and be consistent, enough financial support is necessary, In addition, networks between the government, industry, civil associations, disaster experts should be prepared and under the assumption that organizational structures should be changed to have good results of learning, management organizations should be organized as teams.
The professional knowledge and devotion for disaster management should be promoted. That is, standards on development of professionals should be prepared by institutes of policy and management, Professional and effective countermeasures on safety management should be developed, and skillful human resources who are able to produce data on policy development while keeping and managing information should be cultivated. For the purposes, the personnel systems should be renovated and the personnel should be professionally educated through repetitive training based on scenarios.
The actions should be adjusted according to roles through mind training, It is designed to draw assumptions on present mechanics from mind in the process of planning possible scenarios on future, Possible scenarios can be memories of shared future. They are imaginary stones of prediction, correspondence and recovery stages and can be presented when there are reflective recognitions on roles of individuals. Also for effective management of scenarios, recognition on two roles should be clear other than roles and recognition of individuals. Discussion on necessary information, management and negotiation should precede the recognition, It is suggested that such basic requirements should be included in basic plans rather than they are prepared whenever disasters happen.
A mechanism of the system should be incorporated. This study confirms that the nature of system thinking can be identified through wide and multi-angled thinking. Absence of systematic thinking may work as a factor which makes active organizational learning impossible. That is, it is desirable that organizational system and management of the organs in charge of disaster management should be planned to secure incorporated functions instead of individual identification of each disaster.
The safety culture and shared vision should be secured. This study focuses on the safety consciousness as a common vision of whole society. The reason of emergency mitigation failed is that organizations as subjects of learning were unconscious of safety.
The learning of experiences and reflection is necessary for prevention of repetitive disasters. So far, we have experienced similar types of disasters, That is, it indicates that there are factors that distort effective organizational learning which induce experiences, accumulation of knowledge, reflection and prevention.
For improvement of learning capability, exact reasons of disasters should be precisely and objectively identified and analysed. And enough financial support is necessary, In the future, the learning for prevention against disasters should include exact judgement and evaluations presented by experts, Specifically, as distribution of learning should guarantee long-term effects and be consistent, enough financial support is necessary, In addition, networks between the government, industry, civil associations, disaster experts should be prepared and under the assumption that organizational structures should be changed to have good results of learning, management organizations should be organized as teams.
The professional knowledge and devotion for disaster management should be promoted. That is, standards on development of professionals should be prepared by institutes of policy and management, Professional and effective countermeasures on safety management should be developed, and skillful human resources who are able to produce data on policy development while keeping and managing information should be cultivated. For the purposes, the personnel systems should be renovated and the personnel should be professionally educated through repetitive training based on scenarios.
The actions should be adjusted according to roles through mind training, It is designed to draw assumptions on present mechanics from mind in the process of planning possible scenarios on future, Possible scenarios can be memories of shared future. They are imaginary stones of prediction, correspondence and recovery stages and can be presented when there are reflective recognitions on roles of individuals. Also for effective management of scenarios, recognition on two roles should be clear other than roles and recognition of individuals. Discussion on necessary information, management and negotiation should precede the recognition, It is suggested that such basic requirements should be included in basic plans rather than they are prepared whenever disasters happen.
목차
Ⅰ. 서론
Ⅱ. 재난관리의 필요성 및 과정
Ⅲ. 조직학습에 관한 이론적 검토
Ⅳ. 재난관리 조직학습의 전략방안
Ⅴ. 결론
參考文獻
ABSTRACT
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