KBS가 변화하고 있다. 지난 8월 KBS는‘일과 현장 중심의 조직’, ‘유연하고 창의 적인 조직문화’라는 기치를 내걸고 창사 이래 최대의 조직개편을 실시했다. 이번 KBS의 조직개편은 크게 팀제 도입과 지역국 기능조정으로 요약할 수 있다. 전자가 직위중심의 관리 체제에서 직무중심의 체제로의 전환을 목표로 삼은 것이라면 후자 는 군소 지역국의 통폐합을 통해 지역방송을 활성화하겠다는 취지로 이루어졌다. 개편 전과 비교하면 본사는 166국/부, 지역국은 135국/부가 줄었고, 중간 관리자인 차장 이상 간부의 직위 정수는 1,198개에서 1,014개가 줄어 종전 대비 15% 수준인 184개가 되었다. 지역 방송국은 25개에서 6개가 줄어 9총국 9지역국의 체제가 되었 다. KBS 스스로‘제 2의 창사’또는‘혁명’이라고 부르는 조직개편의 배경과 내용, 그리고 현 단계에서의 문제점과 앞으로의 과제를 살펴본다.

This study explores the background, process and effect, and current state and task of the restructuring KBS carried out this August. KBS restructured itself largely centering on introducing team management system and adjusting the roles of regional network stations. While the former was to change the bureaucratic hierarchic structure of KBS to a flatter one, the latter was to abolish seven regional stations which had been transmitting only radio broadcasts. As the result of restructuring, over nine hundred executive members lost their posts and the number of departments became far fewer than before. The change of KBS reflected the external demands to be more efficient and the internal desires to become more agile and less bureaucratic. As the range and scale of the restructure was large, KBS now takes complementary measures to minimize the impact on the staff. To secure the intended purpose of the change, the management needs to increase social interactions among employees and encourage commitment to shared corporate goals. The change of KBS should be directed to provide good programmes in behalf of licence payers. As long as KBS is a public service broadcaster and is financed by licence fee, licence payers are entitled to ask KBS to be cost-effective, to reflect every opinion and every region equally and to concentrate on the types of programmes which would not be provided by commercial broadcasters. In this sense this restructuring of KBS is not an end but a beginning.

This study explores the background, process and effect, and current state and task of the restructuring KBS carried out this August. KBS restructured itself largely centering on introducing team management system and adjusting the roles of regional network stations. While the former was to change the bureaucratic hierarchic structure of KBS to a flatter one, the latter was to abolish seven regional stations which had been transmitting only radio broadcasts. As the result of restructuring, over nine hundred executive members lost their posts and the number of departments became far fewer than before. The change of KBS reflected the external demands to be more efficient and the internal desires to become more agile and less bureaucratic. As the range and scale of the restructure was large, KBS now takes complementary measures to minimize the impact on the staff. To secure the intended purpose of the change, the management needs to increase social interactions among employees and encourage commitment to shared corporate goals. The change of KBS should be directed to provide good programmes in behalf of licence payers. As long as KBS is a public service broadcaster and is financed by licence fee, licence payers are entitled to ask KBS to be cost-effective, to reflect every opinion and every region equally and to concentrate on the types of programmes which would not be provided by commercial broadcasters. In this sense this restructuring of KBS is not an end but a beginning.

KBS, team management system, regional station