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[µµ½Ä] °æ¿µÇÐÀÇ Æ¯¼º»ó µµ½ÄÀº ÀûÀýÈ÷ È°¿ëÇÏ¸é ±âº» °³³ä°ú ³»¿ëÀ» Á» ´õ ¿ëÀÌÇÏ°Ô ¼÷ÁöÇÒ ¼ö ÀÖ°í Àç¹ÌÀÖ°Ô °øºÎÇÒ ¼ö ÀÖ´Â µµ±¸°¡ µÉ ¼ö ÀÖ½À´Ï´Ù. ´Ù¸¸, µµ½Ä ±× ÀÚü¸¸À¸·Î´Â ±âº» °³³ä ÀÌ»óÀÇ ÁÖµÈ(main) ³»¿ëÀÌ µÉ ¼ö´Â ¾ø½À´Ï´Ù. ±×·¯³ª µµ½Ä¿¡ ´ã°ÜÀÖ´Â Àǹ̸¦ ÆľÇÇÏ°í ±×°ÍÀ» ÀûÀçÀû¼Ò¿¡ µå·¯³¿À¸·Î½á ´ä¾È ³»¿ëÀ» ÀÛ¼ºÇÑ´Ù¸é º¸´Ù Â¥ÀÓ»õ ÀÖ°í Á¤È®ÇÑ ´ä¾ÈÀÌ µÉ °ÍÀÔ´Ï´Ù.
ÀÚÅõ¸® ½Ã°£(À̵¿ ¹× ½Ä»ç ½Ã°£ µî)¿¡ ¸Þ¸ð¸®Ä«µå¸¦ ÈÞ´ëÇϸ鼭 ¾Ï±âÇϰųª ½ºÅ͵ð ±×·ìÀ» ±¸¼ºÇÏ¿© Å×½ºÆ®¸¦ ÁøÇàÇÑ´Ù¸é ±âº»ÀûÀÎ °³³ä°ú ³»¿ëÀ» ºü¸£°í È¿À²ÀûÀ¸·Î ¼÷ÁöÇÒ ¼ö ÀÖÀ¸¸®¶ó ±â´ëÇÕ´Ï´Ù.

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001. Á¶Á÷È¿°ú¼º¿¡ ´ëÇÑ ÀüÅëÀû Á¢±Ù¹ý
002. ÀÌÇØ°ü°èÀÚ Á¢±Ù¹ý (stakeholder approach)
003. ±ÕÇü¼º°úÇ¥ Á¢±Ù¹ý(Balanced Score Card approach : BSC approach)
004. °æÀï°¡Ä¡ Á¢±Ù¹ý (competing values approach : CVA)
005. °³ÀÎÇൿÀÇ ¿µÇâ¿äÀÎ
006. ´Ù¾ç¼º(diversity)
007. âÀǼº(creativity)
008. âÀǼº¿¡ ¿µÇâÀ» ¹ÌÄ¡´Â Á¶Á÷¿äÀεé
009. Áö°¢(perception)
010. Áö°¢ÀÇ ¿µÇâ¿äÀÎ
011. ÀλóÇü¼ºÀÌ·Ð(impression formation theory : IFT)
012. ½ºÅ°¸¶(schema)ÀÇ °úÁ¤
013. ±ÍÀÎÀÌ·Ð(attribution theory)
014. ³»Àû ±ÍÀΰú ¿ÜÀû ±ÍÀÎ(Rosenbaum, Weiner)
015. KelleyÀÇ ±ÍÀο¡ ´ëÇÑ °øº¯¸ðÇü(covariation model) ±âÁØ
016. KelleyÀÇ ±ÍÀο¡ ´ëÇÑ °øº¯¸ðÇü(covariation model) »ç·Ê
017. ÇàÀ§ÀÚ - °üÂûÀÚ¿¡ µû¸¥ ±ÍÀÎÀÌ·Ð(actor - observer bias)
018. °íÁ¤°ü³ä(stereotyping) (=»óµ¿Àû ŵµ)
019. °ü´ëÈ­ °æÇâ(leniency error)¡¤Áß½ÉÈ­ °æÇâ(central tendency)¡¤°¡È¤È­ °æÇâ(harsh tendency)
020. ¿ÍÀ̳Ê(B. Weiner)ÀÇ ±Í¼Ó ¸ðµ¨
021 ÇDZ׸»¸®¿Â È¿°ú(Pygmalion effect) ¸ðµ¨
022. ÀÚ±âÈ¿´É°¨(self-efficacy)
023. ¼º°Ý(personality)
024. ¼º°ÝÀÇ °áÁ¤¿äÀÎ
025. MBTIÀÇ 16°¡Áö ¼º°ÝÀ¯Çü
026. Big FiveÀÇ ¿äÀÎ
027. ArgyrisÀÇ À̷п¡ µû¸¥ °³ÀÎÀÇ ¼º¼÷°úÁ¤
028. ³»Àç·ÐÀÚ(internal)¿Í ¿ÜÀç·ÐÀÚ(external)
029. SchneiderÀÇ À¯ÀÎ-ÅðÃâ ÀÌ·Ð
030. HollandÀÇ RIASEC ¸ðµ¨
031. °¡Ä¡°ü(value)
032. ·ÎÅ°Ä¡(Rokeach)ÀÇ °¡Ä¡°ü ºÐ·ù
033. ¾ËÆ÷Æ®(Allport)ÀÇ °¡Ä¡°ü ºÐ·ù
034. È©½ºÅ×µåÀÇ ¹®È­ Â÷¿ø(cultural dimensions) ¿¬±¸
035. ŵµ(attitude)
036. Áö°¢-ŵµ-ÇൿÀÇ °ü°è
037. ŵµÀÇ ±¸¼º¿ä¼Ò
038. ŵµÀÇ ±â´É
039. LewinÀÇ Åµµº¯È­°úÁ¤
040. ÀÎÁöºÎÁ¶È­ ÀÌ·Ð(cognitive dissonance theory)
041. HerzbergÀÇ 2¿äÀÎÀÌ·Ð(two factor theory)
042. Á¶Á÷¸ôÀÔÀÇ ¼¼ °¡Áö ±¸¼º¿ä¼Ò(Â÷¿ø) (Meyer & Allen, 1991)
043. Á¶Á÷½Ã¹ÎÇൿ(Organizational Citizenship Behavior : OCB)
044. ½Å·Ú(trust)
045. ½Å·Ú(trust)ÀÇ Çü¼º¿äÀÎ
046. ½É¸®Àû °è¾àÀÇ À¯Çü
047. Á¤¼­(affectivity)ÀÇ Á¾·ù¿Í ±â´É
048. ±àÁ¤½É¸®ÀÚº»(positive psychological capital : PsyCap)
049. Á¤¼­(affect), °¨Á¤(=°¨¼º)(emotion), ±âºÐ(mood) ÀÇÀÇ
050. Á¤¼­Àû »ç°Ç ¹ÝÀÀÀÌ·Ð(affective event theory : AET)ÀÇ °³³ä
051. °¨¼ºÁö´É(emotional intelligence : EI)ÀÇ ±¸¼º¿ä¼Ò
052. °¨Á¤³ëµ¿(emotional labor)
053. °¨Á¤Ç¥ÇöÀÇ ¼¼ °¡Áö ºÐ·ù
054. ½ºÆ®·¹½º(Stress)
055. SelyeÀÇ ÀϹÝÀû ÀûÀÀ ÁõÈıº(General Adaptation Syndrome : GAS)ÀÇ 3´Ü°è ÁøÇà ¸ðÇü
056. Á÷¹« ¿ä±¸-ÀÚ¿ø ¸ðÇü(Job Demands-Resources model, JD-R¸ðÇü)
057. ½ºÆ®·¹½º¿Í ¼º°ú¿ÍÀÇ °ü°è : ¿ªUÀÚÇü Ä¿ºê
058. ½ºÆ®·¹½º ¸ðµ¨
059. µ¿±âºÎ¿©(motivation)ÀÇ °³³ä°ú 3¿ä¼Ò
060. MaslowÀÇ ¿å±¸´Ü°èÀÌ·Ð(=¿å±¸°èÃþÀÌ·Ð) (hierarchy of needs theory)
061. MaslowÀÇ ¿å±¸´Ü°èÀ̷п¡ µû¸¥ ¿å±¸ÀÇ ÃâÇö°ú °­µµ
062. AlderferÀÇ ERGÀÌ·Ð
063. McGregorÀÇ XY·Ð
064. McClellandÀÇ ¼ºÃ뵿±âÀÌ·Ð(achievement motivation model)
065. ¼ºÃë¿å±¸, Á÷¹«³­À̵µ(risk), Á÷¹«¼º°úÀÇ °ü°è
066. VroomÀÇ ±â´ëÀÌ·Ð(expectancy theory)
067. Æ÷ÅÍ(L. W. Porter)¿Í ·Ñ·¯(E. E. Lawler)ÀÇ ¼öÁ¤ ±â´ëÀÌ·Ð(¼º°ú-¸¸Á· ÀÌ·Ð)
068. J. S. AdamsÀÇ °øÁ¤¼º ÀÌ·Ð(equity theory)
069. Á¶Á÷°øÁ¤¼º(organization justice)ÀÇ ¸ðÇü
070. LockeÀÇ ¸ñÇ¥¼³Á¤ÀÌ·Ð(goal setting theory)
071. ¸ñÇ¥¿Í ÀÚ±âÈ¿´É°¨ÀÇ °áÇÕ(Locke, Latham)
072. Á÷¹«Æ¯¼º ¸ðµ¨ (job characteristics model : JCM)
073. ÀÎÁöÆò°¡ÀÌ·Ð(cognitive evaluation theory : CET)
074. ÀÚ±â°áÁ¤ÀÌ·Ð(self-determination theory : SDT)
075. ÀÚ±â°áÁ¤ÀÇ Â÷¿ø
076. ÀÚ±â°áÁ¤À̷п¡ µû¸¥ ȯ°æÀû Áö¿ø ¹æ¹ý
077. ÇнÀ(learning)
078. °íÀüÀû Á¶°ÇÈ­(classical conditioning)ÀÇ ±âº»¿ø¸®
079. Á¶ÀÛÀû(=ÀÛµ¿Àû) Á¶°ÇÈ­(operant conditioning)ÀÇ ±âº»¿ø¸®
080. ¼Õ´ÙÀÌÅ©(Thorndike) ½ÇÇè
081. ½ºÅ°³Ê(Skinner)ÀÇ ½ÇÇè
082. »çȸÇнÀÀÌ·Ð(Social Learning Theory : SLT) - ¹ÝµÎ¶ó(Bandura)
083. ¸ð¹æÀ̳ª °üÂûÀ» ÅëÇØ ÇнÀÀÌ ÀÌ·ç¾îÁö´Â °úÁ¤
084. °­È­¹ýÄ¢µé °£ÀÇ Â÷ÀÌ
085. °­È­ÀÇ ¹æ¹ý°ú °ü¸® : °­È­ ½ºÄÉÁÙ(reinforcement schedule)
086. Á¶Á÷»çȸȭÀÇ ¹ßÀü´Ü°è(Feldman(1978))
087. ¼Ò½Ã¿À±×·¥(sociogram)
088. ¼Ò½Ã¿À¸ÞÆ®¸¯½º(sociomatrix)
089. Á¶Çϸ®ÀÇ Ã¢(Johari¡¯s window)
090. Áý´Ü Ư¼ºÀÇ ±¸¼º¿ä¼Ò
091. »çȸÀû Ÿ¸(social loafing) °ü·Ã ½ÇÇè : ¸µ°Ö¸¸ÀÇ ·ÎÇÁ ½ÇÇè(Ringelmann¡¯s rope-pulling experiments)
092. °ø½ÄÁý´Ü(formal group)ÀÇ Á¾·ù
093. °ø½Ä Áý´Ü°ú ºñ°ø½Ä Áý´ÜÀÇ ºñ±³
094. ÅÍÅ©¸¸(Tuckman)ÀÇ 5´Ü°è Áý´Ü ¹ßÀü¸ðÇü(five-stage group-development model)
095. °Ô¸£½Ä(Gersick)ÀÇ ´ÜÀý ±ÕÇü ¸ðµ¨
096. Áý´Ü ±Ô¸ðÀÇ ¿µÇâ
097. Áý´ÜÀÀÁý·Â(group cohesiveness)ÀÇ °³³ä
098. Áý´ÜÀÀÁý·Â°ú ¼º°ú °£ÀÇ °ü°è : SchacterÀÇ ¿¬±¸
099. Áý´ÜÀÀÁý¼º, ¼º°ú±Ô¹ü, »ý»ê¼º »çÀÌÀÇ °ü°è
100. Áý´ÜÀÀÁý¼º°ú Á¶Á÷¼º°úÀÇ °ü°è
101. Áý´ÜÀÀÁý·ÂÀÇ °áÁ¤¿äÀÎ
102. Áý´Ü ±Ô¹ü¿¡ ´ëÇÑ AschÀÇ ½ÇÇè(1951)
103. Áý´Ü°ú ÆÀÀÇ Â÷ÀÌ
104. ÀüÅëÀû ºÎ¼­¿Í Çö´ëÀû ÆÀÀÇ Â÷ÀÌ
105. ÆÀÀÇ À¯Çü
106. È¿°úÀûÀÎ ÆÀ ¸¸µé±â : ÆÀ È¿°ú¼º ¸ðÇü
107. °¥µî(conflict)ÀÇ °³³ä
108. °¥µî¿¡ ´ëÇÑ »ó¹ÝµÈ °üÁ¡
109. °¥µîÀÇ ¿øÀÎ
110. °¥µî °úÁ¤(conflict process)
111. °¥µî ó¸® Àǵµ
112. °¥µîÀÇ ¼ø±â´É°ú ¿ª±â´É
113. °¥µîÀÇ ¾ç°ú ¼º°ú °£ÀÇ °ü°è
114. °¥µîÀÇ ¿¹¹æ Àü·«
115. Çù»ó(negotiation)
116. Çù»ó°á°ú¿¡ ´ëÇÑ ÃÖ°í ´ëü¾È(BATNA)
117. ¹èºÐÀû Çù»ó°ú ÅëÇÕÀû Çù»óÀÇ Æ¯Â¡ ºñ±³
118. ±Ç·Â(power)
119. ±Ç·ÂÀÇ Æ¯Â¡ : »çȸÀû °ü°è(social relationship)°¡ Á¸ÀçÇÔÀ¸·Î½á ¹ß»ý
120. ±Ç·ÂÀÇ ¿øõ(source) - °³ÀÎ ¼öÁØ(individual level)
121. ±Ç·ÂÀÇ ¿øõ(source) - Áý´Ü ¼öÁØ(group level)
122. ±Ç·Â Àü¼ú(power tactics) (=±Ç·Â Çà»çÀÇ Àü·«, YukI(2006))
123. ±Ç·ÂÇà»ç Àü·«¿¡ µû¸¥ »ó´ë¹æÀÇ ¹ÝÀÀ
124. ÀÓÆÄ¿ö¸ÕÆ®(empowerment)
125. ½É¸®Àû ÀÓÆÄ¿ö¸ÕÆ®ÀÇ 4°¡Áö ±¸¼º¿äÀÎ
126. Á¶Á÷ Á¤Ä¡ÀÇ ¹ß»ý ¿øÀΰú °á°ú
127. Àλó°ü¸®(impression management : IM)
128. ÀÚ±â¹æ¾î(self-protection)
129. Ä¿¹Â´ÏÄÉÀ̼Ç(communication)ÀÇ °³³ä
130. Ä¿¹Â´ÏÄÉÀÌ¼Ç °úÁ¤
131. Ä¿¹Â´ÏÄÉÀÌ¼Ç ³×Æ®¿öÅ© À¯Çü
132. Ä¿¹Â´ÏÄÉÀÌ¼Ç ³×Æ®¿öÅ© À¯Çüº° È¿°ú
133. °ø½ÄÀû Ä¿¹Â´ÏÄÉÀ̼Ç(formal communication)ÀÇ ¹æÇâ
134. ºñ°ø½Ä Ä¿¹Â´ÏÄÉÀ̼Ç(±×·¹ÀÌÇÁ ¹ÙÀÎ) ³×Æ®¿öÅ©ÀÇ À¯Çü
135. »óȲ¿¡ µû¸¥ ¸ÅüµéÀÇ Ä¿¹Â´ÏÄÉÀÌ¼Ç È¿°ú
136. Ä¿¹Â´ÏÄÉÀ̼ÇÀÇ Àå¾Ö¿äÀÎ
137. Àû±ØÀû °æûÀ» À§ÇÑ È°µ¿ : HURIER model
138. ¸®´õ½Ê(leadership)
139. ¸®´õ½Ê Ư¼ºÀÌ·Ð(leadership trait theory) (1930~40³â´ë) : ¸®´õ´Â Ÿ°í³ª´Â °Í(nature), ¸®´õ¿Í ºñ¸®´õÀÇ ±¸º°
140. ¸®´õ½Ê ÇൿÀÌ·Ð(behavioral theory of leadership) (1940~60³â´ë) : ¸®´õ´Â À°¼ºµÇ´Â °Í(nurture)
141. ¸®´õ½Ê »óȲÀÌ·Ð(contingency theory of leadership) (1970³â´ë ÀÌÈÄ)
142. ¾ÆÀÌ¿À¿Í ´ëÇÐ(University of IOWA) ¸®´õ½Ê ¿¬±¸ (1938³â)
143. ¹Ì½Ã°£ ´ëÇб³(University of Michigan) ¸®´õ½Ê ¿¬±¸ (1940³â´ë ÈĹÝ~1950³â´ë ÃʹÝ)
144. ¿ÀÇÏÀÌ¿À ÁÖ¸³´ëÇÐ(Ohio State University : OSU)ÀÇ ¿¬±¸ (1945³â)
145. °ü¸®°ÝÀÚ ¸ðµ¨(managerial grid model) (1964³â)
146. Çǵ鷯(Fiedler)ÀÇ ¸®´õ½Ê »óȲ ¸ðµ¨
147. Çã½Ã¿Í ºí·£Â÷µå(Hersey & Blanchard)ÀÇ »óȲÀû ¸®´õ½Ê ÀÌ·Ð(situational leadership theory : SLT)
148. ÇϿ콺(R. J. House)ÀÇ °æ·Î-¸ñÇ¥ ÀÌ·Ð(path-goal theory)
149. ºê·ë(Vroom)¡¤¿¹Æ°(Yetton)¡¤Á¦ÀÌ°í(Jago)ÀÇ ¸®´õ½Ê ±Ô¹üÀÌ·Ð(leadership normative theory)
150. °ü°èÁß½ÉÀÇ ¸®´õ½Ê ÀÌ·Ð : ¸®´õ-±¸¼º¿ø ±³È¯ÀÌ·Ð(Leader - Member Exchange theory : LMX theory)
151. Ä«¸®½º¸¶Àû ¸®´õ½ÊÀÇ ÇÙ½É ±¸¼º¿ä¼Ò
152. º¯ÇõÀû ¸®´õ½Ê(transformational leadership)
153. º¯ÇõÀû ¸®´õ½Ê(transformational leadership)°ú °Å·¡Àû ¸®´õ½Ê(transactional leadership)°úÀÇ ºñ±³
154. ¼­¹øÆ® ¸®´õ½Ê ÀÌ·Ð(servant leadership theory)
155. ÁøÁ¤¼º ¸®´õ½Ê(authentic leadership) (=Áø¼º ¸®´õ½Ê)
156. À±¸®Àû ¸®´õ½Ê(Ethical leadership)
157. ¼öÆÛ ¸®´õ½Ê(super leadership) : ÇϱÞÀÚÀÇ Àھưü¸® ¿ª·®¿¡ ÃÊÁ¡
158. Æȷοö½Ê(followership)
159. °¨¼º ¸®´õ½Ê(emotional leadership)
160. ¸®´õ½Ê ±ÍÀÎÀÌ·Ð(leadership attribution theory)
161. ¸®´õ½Ê ´ëüÀÌ·Ð(Leadership replacement theory)
162. ÀÇ»ç°áÁ¤(decision making)
163. °³ÀÎ ÀÇ»ç°áÁ¤°ú Áý´Ü ÀÇ»ç°áÁ¤ÀÇ ¼±ÅÃ
164. Áý´Ü»ç°íÀÇ ¸ðµ¨
165. Áý´Ü¾ç±ØÈ­(group bipolarization)
166. ÇÕ¸®Àû ÀÇ»ç°áÁ¤ ¸ðµ¨ÀÇ À塤´ÜÁ¡
167. Á¦ÇÑµÈ ÇÕ¸®¼º¿¡ ÀÇÇÑ ÀÇ»ç°áÁ¤ °úÁ¤
168. Ä«³×±â ¸ðÇü(carnegie Model)
169. Á¡ÁõÀû ÀÇ»ç°áÁ¤ ¸ðÇü(incremental decision process model)
170. ¾²·¹±âÅë ¸ðÇü(garbage can model)
171. ÀûÇÕÇÑ ÀÇ»ç°áÁ¤ ¸ðÇüÀÇ ¼±ÅÃÀ» À§ÇÑ ºÐ¼®(Daft)
172. ¿À´Ã³¯ Á¶Á÷°ü¸® À̷еéÀÇ °øÁ¸
173. °úÇÐÀû °ü¸®·Ð(scientific management) : F. W. Taylor
174. ÀϹݰü¸®·Ð(general administrative theory) : H. Fayol
175. ÀÌ»óÀûÀÎ °ü·áÁ¦(bureaucracy)ÀÇ Æ¯¼º : M. Weber
176. Àΰ£°ü°è·Ð(human relation theory)
177. BarnardÀÇ Á¶Á÷ÀÇ Á¸¼ÓÀÌ·Ð-Á¶Á÷±ÕÇü·Ð
178. SimonÀÇ ÀÇ»ç°áÁ¤Ã¼°è
179. McGregorÀÇ X, Y·Ð
180. ½Ã½ºÅÛ ÀÌ·Ð(system theory)
181. »óȲÀûÇÕ·Ð(contingency theory)
182. Àü·«°áÁ¤·Ð(strategic imperative)
183. Àü·«Àû ¼±ÅÃÀÌ·Ð(strategy choice theory)
184. ÀÚ¿øÀÇÁ¸ÀÌ·Ð(Resource Dependence Theory : RDT)
185. °Å½ÃÁ¶Á÷ÀÌ·ÐÀÇ ºÐ·ù
186. Á¶Á÷ °£ °ü°èÀÇ ºÐ¼® Ʋ(Daft)
187. Á¶Á÷±º »ýÅÂÇÐÀÌ·Ð(population ecology theory)
188. °Å·¡ºñ¿ëÀÌ·Ð(Transaction Cost Theory : TCT)
189. ±¸Á¶Àû »óȲÀÌ·Ð (structural contingency theory) = »óȲÀÌ·Ð
190. SelznickÀÇ ÃʱâÁ¦µµÈ­ ÀÌ·Ð
191. Á¦µµÈ­ÀÌ·Ð(institution theory)
192. Á¶Á÷°ú Àΰ£ÀÇ °üÁ¡¿¡ µû¸¥ ÁÖ¿ä Á¶Á÷ÀÌ·Ð
193. SengeÀÇ ÇнÀÁ¶Á÷ ¸ðÇü
194. MintzbergÀÇ Á¶Á÷¼ºÀå°æ·Î ¸ðÇü
195. Á¶Á÷ÀÇ ´Ù¼¸ °¡Áö ±âº»ºÎ¹®
196. ¹ÎÃ÷¹ö±×ÀÇ Á¶Á÷±¸Á¶ À¯Çü
197. ±â´É½Ä Á¶Á÷(functional organization) (= Á÷´ÉºÎÁ¦ Á¶Á÷)
198. »ç¾÷ºÎÁ¦ Á¶Á÷(divisional organization)
199. ¸ÅÆ®¸¯½º Á¶Á÷(matrix organization)
200. ¾Öµåȣũ¶ó½Ã Á¶Á÷(adhocracy organization)
201. ÇÁ·ÎÁ§Æ® Á¶Á÷(project organization)
202. ³×Æ®¿öÅ© Á¶Á÷(network organization)
203. ¿ªÇǶó¹Ìµå Á¶Á÷(upside-down organization)
204. »ç³»º¥Ã³ ºÐ»çÁ¶Á÷
205. È¥ÇÕÇü Á¶Á÷
206. Á¶Á÷¼³°è(organizational design)
207. Á¶Á÷¼³°è¸¦ À§ÇÑ Â÷¿ø
208. ±ÇÇÑ °èÃþÀÇ °³³ä (= ÅëÁ¦ ¹üÀ§(span of control)) : °ü¸®ÀÇ Æø
209. Á¶Á÷ÀÇ ÅëÁ¦¿Í Á¶Á¤¼ö´Ü
210. Á¶Á÷ ÅëÁ¦ Àü·«ÀÇ À¯Çü : William Ouchi
211. ¼öÆòÀû ¿¬°á°ú Á¶Á¤ ¸ÞÄ¿´ÏÁò
212. È¿À²¼º ÁöÇâ Á¶Á÷°ú ÇнÀ ÁöÇâ Á¶Á÷¼³°è
213. »óȲº¯¼öÀÇ ±¸ºÐ
214. ȯ°æºÐ·ùÀÇ 3Â÷¿ø ¸ðµ¨
215. ȯ°æºÐ·ùÀÇ ÅëÇÕÀûÀΠƲ : Duncan°ú Thompson
216. ȯ°æƯ¼º°ú Á¶Á÷ ´ëÀÀÀÇ °ü°è
217. ±â°èÀû Á¶Á÷(mechanistic organization)°ú À¯±âÀû Á¶Á÷(organic organization) : Burns¿Í Stalker
218. »ê¾÷º° ȯ°æÀÇ ºÒÈ®½Ç¼º Á¤µµ
219. WoodwardÀÇ Á¦Á¶±â¼ú ¿¬±¸
220. À¯¿¬»ý»ê±â¼ú°ú ÀüÅë±â¼úÀÇ Â÷ÀÌÁ¡
221. ´ë·®»ý»ê°ú À¯¿¬»ý»êÀÇ Á¶Á÷Ư¼º ºñ±³
222. Á¦Á¶ ±â¼ú°ú ¼­ºñ½º ±â¼úÀÇ Â÷ÀÌÁ¡
223. Æä·Î¿ì(Perrow)ÀÇ ¿¬±¸
224. ThompsonÀÇ »óÈ£ÀÇÁ¸¼º(interdependence) ¿¬±¸
225. »çȸ¡¤±â¼ú½Ã½ºÅÛ ¸ðÇü (sociotechnical system model)
226. Á¤º¸±â¼ú(information technology : IT)
227. ITÀÇ Á¶Á÷¿¡ÀÇ ÀÀ¿ë
228. ±Ô¸ð°áÁ¤·Ð ¹× ÀÌ¿¡ ´ëÇÑ ºñÆÇ
229. 5 forces model
230. Michael E. PorterÀÇ Àü·«À¯Çü
231. Miles and Snow¡¯s Strategy Typology
232. ±¹Á¦Àû °æÀï¿ìÀ§¿Í Á¶Á÷±¸Á¶ °£ÀÇ ÀûÇÕ¼º¸ðÇü
233. Á¶Á÷¼ö¸íÁÖ±â(Quinn and Cameron)
234. Á¶Á÷¼èÅð ÁøÇà 5´Ü°è
235. MillerÀÇ Á¶Á÷ ¼èÅð À¯Çü
236. Á¶Á÷¹®È­(organizational culture)
237. Á¶Á÷¹®È­ÀÇ Çü¼º°úÁ¤ (Á¶Á÷¹®È­¸¦ ¸¸µå´Â ÁÖüµé)
238. »þÀÎ(Schein)ÀÇ Á¶Á÷¹®È­ ¸ðµ¨
239. ÆĽºÄ®(Pascale)°ú ÇÇÅͽº(Peters)ÀÇ 7S ¸ðÇü
240. µô(Deal)°ú Äɳ׵ð(Kennedy)ÀÇ ¸ðÇü
241. Äý(Quinn)ÀÇ °æÀï°¡Ä¡ ¸ðµ¨(competing value model)
242. ÀÌÂ÷¿øÀû ºÐ·ù : Çظ®½¼(Harrison)°ú ÇÚµð(Handy) ¸ðÇü
243. ¿À¿ìÄ¡(Ouchi)ÀÇ ZÀÌ·Ð
244. Á¶Á÷¹®È­ÀÇ ±¸Ãà¹æ¹ý
245. À±¸®(ethics) ±â¾÷ÀÇ »çȸÀû Ã¥ÀÓ(CSR)
246. Carroll(1991)ÀÇ CSR ÇǶó¹Ìµå(The Pyramid of Corporate Social Responsibility)
247. µµ´öÀû ÇØÀÌ(moral hazard)
248. ´ë¸®ÀÎ ºñ¿ë(Agency cost)
249. Á¶Á÷º¯È­(organizational change)
250. º¯È­¿¡ ´ëÇÑ ¾ç´ë °üÁ¡
251. ¼¼·Â Àå ºÐ¼®(force-field analysis) ±â¹ý
252. ÄÚÅÍ(John Kotter)ÀÇ º¯È­½ÇÇàÀÇ 8´Ü°è °èȹ
253. Àü·«Àû ¿ìÀ§¸¦ ´Þ¼ºÇϱâ À§ÇÑ º¯È­ÀÇ À¯Çü
254. °ü¸®ºÎ¹®°ú ±â¼úºÎ¹®¿¡¼­ÀÇ Çõ½Å¹æ¹ý
255. ¾ç¸é¼º Á¶Á÷ÀÇ ¾÷¹«ºÐÀå
256. Á¶Á÷°³¹ß(OD : Organizational Development)
257. Çü½ÄÁö¿Í ¾Ï¹¬ÁöÀÇ ±¸ºÐ
258. Áö½ÄÀÇ º¯È¯
259. Á¶Á÷ÇнÀ°ú ÇнÀÁ¶Á÷ÀÇ ÀǹÌ
260. ÇÏÀÌÆÛÅؽºÆ® Á¶Á÷

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