Korea Maritime Police Agency(KMPA) has been pressed by the following environmental factors. The changes in the international maritime legal system, such as the entry into force of the UNCLOS in 1994 and the promulgation of the Korea 200-mile EEZ, have radically expanded the mission of the KMPA. In addition, there is, among other nations, no such large size maritime agency, equivalent to the KMPA, except in the cases of USA, Canada, and Japan. And what is more, critics outside the KMPA, including some other government agencies and stakeholders such as maritime related associations may propose to dismantle the KMPA and transfer its duties to agencies such as Navy, Maritime Safety Office, Fishery Patrol Office, etc.
In this paper, the author highlights the internal and external issues facing KMPA, and he urges KMPA change the organizational culture for maintaining its identity and characteristics as a lead maritime agency by practising a scientific management system for maximizing cost-effectiveness of its administrative resources.
And the author suggests that KMPA should adopt the Total Quality Management System for quality improvements in services and greater efficiency in its organizational structure to meet the future competition in the changing political and legal environment and tries to assess the feasibility of TQM on KMPA. by using the Feasibility Assessment Technique.
The results of feasibility assessment show that it is suited for the KMPA to adopt TQM in its organization under the present situation as a new management technique, and the most influential stakeholder is the commissioner of KMPA and the second most influential party is assistant commissioner.
Therefore it is concluded that the feasibility of TQM Policy in KMPA entirely depends upon the high ranking officials' will and attitude toward the advancing organizational culture of KMPA.
Accordingly, this paper has been organized in the following order.
The second charter is the contents which have been set out to describe the concept, the historic background, the mission of the KMPA, mainly on the law, etc.
The third charter is concerned with introductions and discussions of TQM which is designed to make an organization more flexible, more efficient and better able to use its internal resources, of which cases were successful in the public sector.
The fourth chapter gives the descriptions of the necessity on adopting TQM in the KMPA. And also it shows the analysis of the probable impact of stakeholders in supporting or opposing the adoption of TQM by using the feasibility assessment technique before it shows the results of feasibility assessment of TQM policy in KMPA.
The conclusion is found that the search for improvement is never-ending specially in the public organization such as the KMPA. And even though there are the limitations mainly due to the difficulty in providing a systematic way of surfacing the assumptions and arguments that underlie subjective judgment, the feasibility assessment technique used in this thesis proved to be useful under conditions where the complexity of a problem cannot easily be grasped by using available theories or empirical data.