韓.日 經營特性에 관한 比較硏究

다국어 초록 (Multilingual Abstract)

Today the Japanese management system has attracted a lot of attention from the business circles in the world so far. This study in this regard is an effort to find out the characteristics of Korean management by comparing the Korean organizational culture and Japanese organizational culture derived from.
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 differences in organizational cultures in one nation become converged one centripetal point which is called one national organization culture.
The methodology of this study is of a 1iterature research through the collection and analysis of various books, journals and statistical materials that been published in Korea, Japan, U.S.A. and other countries. It is pointed out that the characteristics of Korean management are drawn from the background of society and the culture.
The characteristics of Korean management is summarized as follows;
1) An unequal inheritance in extreme favot to the first born son
2) Closed system to outsiders who 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 management in 1) business succession 2)power structure in the company 3)personnal policy 4)superior's leadership and 5)fellow'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 immitation of western management style, unfortunately, brought about many side effects.
Next, the characteristics of Japanese business management is summarized as follows;
1) Collective management (group harmony)
2) Life-time employment and seniority system
3) Family member-oriented management and management of bottom-up communication
4) Regular recruiting and unique educational training
5) Grouping of small-size enterprises and the contracting business Japanese management system enjoys a high value comparing to those of foreign countries because of its lifetime employment system, strong orientation to the collective values and the harmonious relationship between labor and capital.
But there are many groblems with which the Japanese enterprise are how facihg. 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 focusing on a single specialty.
Some difference between the two organizational cultures are mainly derived from Korean traditional family system and Japanese traditional co1lective system.
In Korea they cherish the family related blood most but in Japan they cherish the collective value most. Therefore 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 micro levels the greater the difference are.
The Japanese management style caused lots of debate about its origin such as cu1ture-free theory, culture-bound theory, and convergence theory. But management technique of convergence theory, based on the Japanese society and culture, is usually recongnized widely. Accordingly it is not necessary for Korea to hurry UP in following and imitating japanese management and European style but to establish Korean management system suitable to Korea's tradtion and business climates.

목차 (Table of Contents)

• 목차
• 第1章 序論 = 1
• 第1節 硏究의 目的 = 1
• 第2節 硏究의 方法과 範圍 = 2
• 第2章 韓國的經營의 歷史的 背景 = 3
• 第1節 段階的 背景 = 3
• 1. 第1期(1945-1961) = 3
• 2. 第2期(1962-1971) = 5
• 3. 第3期(1972-1980) = 8
• 第2節 韓國의 傳統文化를 中心으로 한 背景 = 12
• 1. 集團文化와 家門, 個人 = 12
• (1) 儒敎文化의 傳統 = 12
• (2) 個人과 家族 = 13
• (3) 家門과 集團 = 13
• 2. 外侵에 의한 試鍊과 家族 = 15
• 3. 人間關係의 깊이와 넓이 = 15
• 第3章 日本的經營의 歷史的 背景 = 19
• 第1節 도꾸가와(德川)時代 = 19
• 1. 政治制度 = 19
• 2. 經濟制度 = 21
• 3. 封建制度 沒落 = 23
• 第2節 메이지(明治)維新에서 敗戰까지의 時代 = 23
• 1. 메이지(明治)維新과 産業化 = 24
• 2. 自由主義의 背景 = 26
• 3. 敗戰後의 日本事情 = 27
• 第3節 戰後 新經營 理念의 形成時代 = 30
• 1. 戰前의 經營理念 = 30
• 2. 家父長制의 登場 = 33
• 3. 戰後 新經營理念의 形成 = 36
• 第4章 韓國的經營의 構造와 特質 = 44
• 第1節 韓國的 經營의 構造 = 44
• 1. 構造的 側面 = 44
• (1) 年功序例的인 人事政策 = 44
• (2) 排他主義와 企業의 權力構造 = 45
• 2. 機能的 側面 = 49
• (1) 意思疏通과 意思決定 = 49
• (2) 權威의 尊重과 人和의 重視 = 50
• 第2節 韓國的 經營의 特質 = 53
• 1. 血緣重視의 企業承繼 = 53
• 2. 集權主義的인 意識構造 = 59
• 3. 長幼有序 意識과 服從心 = 62
• 第5章 日本的 經營의 構造와 特質 = 64
• 第1節 日本的 經營의 構造 = 64
• 1. 制度的 側面 = 64
• (1) 終身雇傭制 = 64
• (2) 年功序例制 = 69
• (3) 企業別 勞動組合 = 76
• 2. 機能的 側面 = 77
• (1) 團體的 意思決定 方式 = 77
• (2) 現場中心主義 = 79
• (3) 유연한 義務構造 = 79
• 第2節 日本的 經營特質 = 81
• 1. 經營家族主義 = 81
• 2. 知識의 開放性 = 82
• 3. 環境變化에의 適應性 = 83
• 第6章 韓·日 經營特性 比較 = 84
• 第7章 結論 = 90
• 參考文獻 = 93
• 英文抄錄 = 95