韓.日 經營文化 比較 : 傳統文化的 特性을 중심으로

다국어 초록 (Multilingual Abstract)

There exist traditional traits and historical traits behind one national organizational culture.
This study in this regard is an effort to find out the best Korean management style by comparing the Korean organizational culture and Japanese organizational culture derived from central traits of two defferent traditional cultures.
of course, there are many varieties of organizational cultures in one nation not only by the scale and type of business but by the top managers managerial attitude and philosophy. But on the whole these defferences in organizational cultures in one nation become converged one centriepetal point which is called one national organization culture.
The methodology of this study is a literature research through the collection and analysis of various books, journals and statistical materials that have been published in Korea, Japan, America and other countries.
There are five important traits of Korean organizational culture mainly derived from Korean traditional culture. They are 1) an unegual inheritance in extreme favor to the first born son 2) closed system to outsiders that are not related by blood 3) age seniority in the distribution of dear items 4) paternal execution of authority and "wha” (harmony and benevolence) 5) the obedience and loyalty of family members. These traits are respectively reflected in Korean business in 1) business succession 2) power structure in the company 3) personnel policy 4) superior’s leadership and 5) follower’s subordination.
But Korean business in its management style and employees attitude is slowly deviating from the central traits of traditional culture. The western management style with high emphasis on rationality was the initial direction. Straight forward imitation of western management style, unfortunately, brought about many side effects.
Currently the Korean business is laid an two counterpoising powers of: 1) growth vs stability 2) rationality vs stability 3) rationality vs affection and 4) organization vs individual. These counterpoising powers are sometimes contradicting and sometimes complementary. In other words, the Korean business in its transitional stage is at a loss of its clear direction.
And there are six important traits of Japanese organizational culture mainly derived from Japanese traditional culture. They are 1) life time employment 2) non- specialized career path 3) collective organizational constitution 4) slow promotion and personnel evaluation 5) collective behavior of organizational constituents 6 ) dispersion of responsibility due to collective decision making.
Japanese managerial system enjoys a high value from foreign countries because of its lifetime employment system and strong orientation to the collective values, wholistic concern for people, especially collective sense of responsibility and the harmonious relationship between labor and capital .
But there are many problems with which the Japanese enterprise enter-prise are now facing. For example, it is necessary to extend the retirement age limit, to set the evaluation and promotion system not by the years but by the ability, and to train the many more specialists focussing on a single specialty.
The differences between the two organizational cultures are mainly derived from Korean traditional family system and Japanese traditional collective system. In Korea, they cherish the family related blood most, but in Japan they cherish the collective value most.
So comparing the differences and similarities between the two different organizational cultures, We find that there are similarities in micro levels of employee’s viewpoint but the higher the macro levels the greater the differences are.
And both two countries are now laid slowly deviating from the central traits of traditional culture.
Finally as a limitation of this study I find that:
First, although there appear fundamental differences in organizational cultures between the countries based on the traditional cultures and values, such a dimension could not soley explain the managerial differences between the countries. There also operates the principle of economy and efficiency.
Second, it is desirable to stady comparative management based on the contingency theory. For example situational variables such as technology, type of industry, scale of business and market conditions should be considered in comparative management study.
Third, the longitudinal study is especilly required for Comparative management study.
And finally, The methodological development of comparative management is a pressing need.

목차 (Table of Contents)

• 목차
• 第1章 硏究의 目的과 方法 = 5
• 第1節 硏究의 目的 = 5
• 第2節 硏究의 方法과 範圍 = 6
• 第2章 文化와 經營 = 9
• 第1節 文化獨立論 = 10
• 第2節 文化決定論 = 12
• 第3節 文化收斂論 = 14
• 第3章 韓國의 傳統文化的 特性 = 16
• 第1節 集團文化와 家門, 個人 = 17
• 1. 儒敎文化의 傳統 = 18
• 2. 個人과 家族 = 22
• 3. 家門과 集團 = 24
• 第2節 外侵에 의한 試鍊과 家族 = 25
• 第3節 人間關係의 깊이와 넓이 = 27
• 第4章 韓國의 經營文化의 特性 = 32
• 第1節 構造的 特性 = 35
• 1. 長子爲主의 企業承繼 = 35
• 2. 閉鎖的인 權力構造 = 37
• 3. 屬人的인 人事政策 = 42
• 第2節 行動的 特性 = 46
• 1. 家父長的인 리더쉽(上位者) = 46
• 2. 上向的인 意識構造(下位者) = 49
• 第5章 日本의 傳統文化的 特性 = 54
• 第1節 日本 集團文化의 特性 = 54
• 1. 家門과 마을, 그 關係 = 54
• 2. 集團의 리더 = 56
• 3. 全體와 個人에 대한 認識 = 58
• 第2節 水稻作 文化가 형성한 組織體質 = 60
• 第3節 日本文化 雜種型 純粹性 = 63
• 第6章 日本의 經營文化의 特性 = 69
• 第1節 構造的 特性 = 71
• 1. 終身雇傭制 = 71
• 2. 非專門的인 經歷制 = 74
• 3. 組織의 集團的 構成 = 76
• 4. 緩慢한 人事考果와 昇進 = 78
• 第2節 行動的 特性 = 80
• 1. 集團主義 = 80
• 2. 集團的인 意思決定과 그에 따른 責任分散性 = 83
• 第7章 韓·日 經營文化의 相異性과 類似性 比較 = 86
• 第8章 結論 = 90
• 參考文獻 = 94
• ABSTRACT = 99