||<論説>「国策会社」における社員団体の分析 : 満鉄のミドルマネジメントと満鉄社員会をめぐって
How Did Staff Manage the South Manchuria Railway Company?
コクサク シャカイ ニオケル シャイン ダンタイ ノ ブンセキ マンテツ ノ ミドル マネジメント ト マンテツ シャイン カイ オ メグッテ
104 , 2016-03-01
The purpose of this paper is to clarify the relationship between the middle management of the South Manchuria Railway Company (SMR) and the employees association, Mantetsu-Shain-kai, in order to better understand the characteristics of SMR’s in-house bulletin known as Kyowa. Why focus on middle management instead of upper management officials? The main reason is that the highest ranking company officials―the president and vice president―tended to be hired from outside the company and had rather short terms of office. Moreover, only a few of these people actually stayed for the duration of these relatively short terms. But middle level directors who were promoted internally often had careers of more than ten years either as department heads or chief managers of each section. That is the reason why we must analyze SMR’s middle management. On the other hand, those officers at the headquarters of Mantetsu-Shain-kai were selected in a democratic way. These officials were the chief secretary, the permanent secretary and the chief of section. Most of these people were SMR’s middle management officers at the same time, or would become chief managers of sections later on. Mantetsu-Shain-kai was a facility for the training of SMR’s middle management. According to the account settlement of Mantetsu-Shain-kai, ‘membership fees’ and ‘revenue from publication’ occupied most of the revenue, and ‘publication expenses’ accounted for most of the expenditure. Most ‘publication expenses’ were used to publish Kyowa. The main activity of the headquarters’ officers of Mantetsu-Shain-kai was to declare their own views in Kyowa in order to manage SMR as the key member. Understanding Kyowa is important in order to properly analyze the economic system in China in 1930-40s.