Behavioral Characteristic of the Middle Management at the Japan National Railways from 1945 to 1970

1945年至1970年日本国铁中层管理人员的行为特征

• 批准号: 12630042
• 负责人: WOO Jongwon
• 金额: $ 0.77万
• 依托单位: Saitama University
• 依托单位国家: 日本
• 项目类别: Grant-in-Aid for Scientific Research (C)
• 财政年份: 2000
• 资助国家: 日本
• 起止时间: 2000 至 2001
• 项目状态: 已结题
• 来源: https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-12630042/
• 关键词: JNR(the Japan National Railways); middle management; organization; personnel administration; bargaining; 系統

The Japan National Railways (JNR) brought up broad tiers of middle management after the Meiji era. This middle management experienced a meaningful change in the aftermath of the Second World War. This research paper investigates the formation process and behavioral characteristic of the middle management from the perspective of internal bargaining.The middle management of JNR have made a "collective" bargain with not only the top management but also the rank and file for the purpose of strengthening their positions in the organization. The backgrounds of the bargaining are as follows:In the process of industrialization, JNR was structured departmentally. A kind of sectionalism originated from this departmental structure has made the foundation of the bargaining.An elite group ("career-group") of the middle management is clearly divided from the other groups at JNR. This division brings a kind of self-government of the non-elite group in the field of usual management.Only a small number of university graduates is adopted outside and lots of managers are fostered inside at the training center. The high school graduates compete against university graduates for the positions of the organization. This selection structure produces the voice of "non-career groups", but limit the power of voice by making the "mutual-checking" mechanism between the groups at the same time.

日本国家铁路（JNR）在明治时代之后培养了广泛的中层管理人员。第二次世界大战后，中层管理人员经历了一次有意义的变化。本研究从内部谈判的角度考察了日本JR公司中层管理者的形成过程和行为特征。日本JR公司中层管理者为了巩固自己在组织中的地位，不仅与高层管理者，而且与普通员工进行了“集体”谈判。谈判的背景是：在工业化过程中，日本铁道部是部门制的。从这种部门结构中产生的一种部门主义为谈判奠定了基础。在JNR中，中层管理人员的精英群体（“职业群体”）与其他群体被明确区分开来。这种分工带来了非精英群体在日常管理领域的一种自治，只有少数大学毕业生被外部所采用，大量的管理者则被内部的培训中心所培养。高中毕业生与大学毕业生竞争该组织的职位。这种选择结构产生了“非职业群体”的声音，但同时又通过群体之间的“相互制衡”机制限制了声音的力量。