The Maintenance of Organizational Healthiness through Regular Organizational Culture Diagnosis: Focusing on Korea Forest Service

Abstract

This study conducts organizational diagnosis and analyzes changes in organizational culture of the head office of Korea Forest Service in the span of 2-year, from 2006 to 2012. Through the diagnosis this study looks for strategies for maintaining the organizational healthiness of KFS, which are centered on managing organizational culture sustainably. Comparative analysis of the first, second, third, and fourth diagnosis results on organizational culture of the public officials of KFS shows that market culture was strongest at the current level of the first diagnosis. On the other hand, adhocracy culture was the least perceived type. In the second, third, and fourth diagnoses, market culture is the strongest and adhocracy culture was the least perceived culture. high-ranked officials perceived clan culture as the strongest culture at the current level during the Roh Moo-Hyun Government and market culture during the Lee Myung-Bak Government. Except the third diagnosis in 2010, they perceived adhocracy culture as the weakest. Comparative analysis on lower position officials’ diagnosis on organizational culture shows that they perceived market culture as the strongest culture at the current level and adhocracy culture was weakest culture. As for future desirable culture, they hoped for clan culture to be the strongest culture and market culture to be the weakest culture. The measures to manage organizational culture based on the results of regular diagnosis and analysis on organizational culture with two years in cycle from 2006 to 2012 targeting the public officials of KFS are presented as follows: First, The consistent organizational cultural strength has an aspect bringing stability to the organization and merits that clear communication on policy and overall business becomes easier, and agreement or sympathy formation in decision making becomes easier, due to cultural homogeneity. Those merits are implied to work positively in KFS. Second, strength of gap between desirable future culture and current culture could be confirmed, and thus it was understood that measures to cope with such a phenomenon are needed. Third, organization’s head to recognize the need for simultaneously shaping sympathy of all the public officials regarding a direction for organizations to develop through organizational culture. Lastly, this study employs time-series analysis to study the change of organizational culture and confirms the continuous effort for organizational development.