PRODUCTIVITY MISSIONS,
THE INSTANCE OF
Terushi Hara
During the period W.W.II, due to the capital assistance
of the
The purpose of this paper will be to analyze the role of
the French productivity missions to the
The second section will include a look at the origin of
the missions, the preparations for the missions and their activities in the
The third section will include an analysis of the actual
condition of American management that the productivity missions saw. In this
section, I will describe the American management methods that appeared in the
reports of the missions; American management that was
observed by the missions and the American management as was seen by the
laborers. Each participant praised the American management system as being very
efficient.
The fourth section will be an examination of the changes
that the missions brought about in
THE DEVELOPMENT OF
POTTERY INDUSTRY AND THE LOCAL TRADE ASSOCIATIONS IN THE LATTER HALF OF THE
MEIJI PERIOD
Kazuhiro Omori
In this paper we examine the activities of the local
trade associations (dogyo kumiai)
in the case of pottery industry. In the latter half of the Meiji period, the
production of the pottery increased, and some traditional production districts
like
In Seto district a large
quantity of tableware was produced and the ratio of the export to the total
output was high. In Tokoname the earthen pipe for the
domestic market was mainly produced. And in
The trade association in Seto
carried out the inspection of manufactured goods, held exhibitions and
contests, assisted exhibition hall financially, and mined and distributed
potter’s clay. But tableware was not inspected by the trade association. In Tokoname the trade association inspected ear-then pipe and
conducted various researches. And in
These three trade associations did not act in the same
way. We find that the activities of these trade associations were influenced by
the difference of the markets for their products, the makeup of them and the
supply side conditions of the potter’s clay. And therefore the activities of
them contributed effectively to the development of pottery industry in each
production district.
THE FORMATIVE PROCESS
OF THE TOP-MANAGEMENT STRUCTURE OF A TRUNK-LINE RAILWAY COMPANY DURING THE 1880s
Naofumi Nakamura
In the 1880s, a lot of railway companies were established
in
The purpose of this paper is to investigate the formative
process of the top-management structure of Kyushu Railway Company from 1886 to
1890, and to shed light on the relationship between a railway company and local
communities in modern
The conclusion of this paper is as follows:
1. At the start, the top-management structure of Kyushu
Railway Company was a council system, where in the major directors represented
local communities. The first aim of the company president was to achieve independence
from the representative who disregarded making a profit.
2. At first, the president included stockbrokers in the
board of directors. There were two purposes for this. One was for smooth
fund-raising, and the other was to increase the number of board members opposed
to the representative of local communities.
3. But fund-raising was stymied by the panic of 1890, and
the supervision of local communities was difficult to overcome. Alternatively, the
railway president managed to enlist zaibatsu capitalists as stockholders and
brought them on to board of directors, moreover the president issue a bond for
new fund-raising. These measures achieved their purpose in 1900, after which
the Kyushu Railway Company was no longer dependent on the local communities.
COMPARISON BETWEEN MITSUI-BUSSAN
AND MITSUBISHI-SHOJI ON THE OIL BUSINESS AFTER WORLD WAR II
Gakuya Hirai
Before World War II, Mitsui-bussan
(MBK) was the biggest general trading company in
Instead of decling of MBK, Mitsubishi-shoji (MC) had kept the top position on
gross sales in 70% and 80%.
This contrast between two companies was represented on
fuel business, especially on oil business after the war. MC had gained gross
Sales on the oil business by building a close relationship with petroleum
exporting countries and international petroleum corporations, and MC succeeded
in importing LNG (liquid natural gas) from
Sales of MBK’s oil business
were always lower than that of MC. So BMK carried out the project of boring
petroleum and producing petrochemical materials at
The gap of two companies was derived from the result of
the re-unification. After World War II, MBK and MC were dissolved by Occupation
policy. Both of companies were divided in many companies. Later, MC
accomplished the re-unification in 1954, and MBK also did in 1959.
But, in the process of reunification, most of competent
person on oil division of former MBK organized General-bussan
company (General oil company now), and they also acquired all of trade rights
on oil business of former MBK. And they didn’t take part in the re-unification
of new MBK. Therefore new MBK failed to gather human resources and trade failed
to gather human resources and trade rights on oil business.
On the other hand, in MC, most of competent person on oil
division of former MC moved to other companies, too. But new companies which
were founded after dissolution revived many trade rights on oil business of
former MC. And they trained many men talented on oil business. Moreover most of
there companies participated in the re-unification of new MC. As a result, new
MC successed in gathering human resources and trade
rights on oil business.
COMPLEMENTARITY: AN
UNDERCURRENT IN THE HISTORY OF HUMAN RESOURCE MANAGEMENT IN
Kenji Okuda
The modernization of human resource management in Japanese
industry was realized by way of introduction of various systems from advanced
Western countries. The basic philosophy underlying such modern human resource
management systems is anchored in the concept of dichotomy.
Needless to say, F. W. Taylor’s scientific management
system is the foremost example of this: the status and role of those in
management and those subjected to management are sharply divided. Management
monopolizes the power to decide about every minute detail of operation: those
at the bottom of the hierarchy just are supposed to obey orders from above.
Introduction of
These engineers attached prime importance to the rich implicit
knowledge which workers naturally have on how to improve their own operations.
In other word, according to this group of engineers there ought to be no
dichotomy between the’ roles of shop-level workers and engineers; instead they
preferred considering these respective role as mutually complementary.
The author wondered what was the origin
of the concept of complementarity in
Section V, finally, stresses the author’s conviction that
the concept of complementarity is not unique to
DEVELOPMENT AND
STRATEGIES OF HIZEN PORCELAIN INDUSTRY IN 1870-90S
Takehisa Yamada
Since the Hizen Porcelain
Industry had started selling to European, American and Chinese merchants in
1860s, the Arita merchants conceived brands and
selected designs to be reflected in the products made by manufacturers. In
1870s, Hizen Porcelain Industry sold on World
Exhibitions and exported many products directly to European countries and
Around 1890, the Japanese merchants who lost their share
in foreign ‘markets gradually shifted to sales of both traditional and modern
porcelain products in various national districts. Under unfavorable exporting
conditions, Arita merchants united with manufacturers
in their production and export activities. This reaction resulted in an
integrated brand of Hizen Porcelain Industry which in
turn, implied higher competition within the Japanese porcelain market itself.