岡山大学農学部Acta Medica Okayama0474-02548811999半島振興と協同組合の役割に関する事例的研究141152ENYasunobuKomatsuThe purpose of this article is to investigate the planned promotion of the first industry and the role of the cooperative society(agriculture cooperatives,forestry cooperatives,and fishery cooperatives)over the first industry.Our case region was the northern part of the Note penisule in Ishikawa Prefecture.Our aims were as follows.First,we wished to clarify that it is neccessary to pay attention to "promotion of wider area work"and"promotion of industry by the use of characteristics of the peninsula" in the peninsula promotion strategy which the National Land Agency had instituted.Secondly,there are four problems with vision concerning the first industry by the Ishikawa prefectural goverment.@The use of characteristics of the peninsule is not mentioned.A"Promotion of wider area work"is not mentioned.BThe cooperation of the first industry is not mentioned.CRecognition of the importance of marketing is overlooked,especially in forestry and fishery.Thirdly,"Cooperation between the cooperetive societies over the indusry"is a key phrase to contriute to peninsula promotion.For example, independent sales of rice in Suzu agri.co-op and the promotion of Japanese cattle(Noto-gyu) in OOzora agri.co-op should be carried out in wide area.Fourthly,the necessity for cooperation between the cooperative societies over the first industry should be mentioned. Therefore,it should be agreed that the parties concerned cooperate not as a movement but as a business.Finally,we would like to clarify that the cooperatve society over the first industry should practicipate aggressively in"Promotion of Tourism in the Peninsula".No potential conflict of interest relevant to this article was reported.岡山大学農学部Acta Medica Okayama0474-02548811999花壇苗を生産している企業的農業経営の財務管理に関する研究95103ENMasamitsuMugurumaIsaoYokomizoYasunobuKomatsuThe production of young plants for flower bed is reaching the stage of creation of facilities. The steady demand for young plants has enabled approval for enterprises which take use on employment.Howevr,the introduction of production plant and employment will enlarge the fixed costs within the total cost of the enterprise.Therefor,this enlarges the break-even point of the enterprise.The enterprise will result in a deficit if sales do not exceed this break-even point.In addition,the enterprize may be liable to fall into "Bankruptcy despite surplus,"even if sales exceed the break-even point.The increasing risk of "Bankruptcy despite surplus."Thus a tecnique for financial management to prevent "Bankruptcy despite surplus"is presented in this paper.Concretely,those tecniques involve making a cash-flow table and a casy-fow plan.Further,these tecniques were applied to H limited company producing young plants in Okayama Prefecture. As a result,we were able to crarify amount of short-term capital needing to be introduced from the outside in one year.How this short-term capital can be
procured from finantial institutions at low interest will become the main strategy financial management.Aiso the cash-fow table and cash-flow plan are indispensable for managers to grasp the financial situation where the enterprise is located,and to make competant decisions.Finally,the calculation of the effect of the fixed asset investment is a future problem to be investigated further.No potential conflict of interest relevant to this article was reported.岡山大学農学部Acta Medica Okayama0474-02549212003産地再編下における組織コンフリクトの発生と適応行動に関する実証的分析6774ENKengoNishiiYasunobuKomatsuIsaoYokomizoThe purpose of this article is to show the problems arising with unification of agricultural cooperative marketing which have occurred in the production districts, strongly pressed for reorganization, and is to examine the reorganizational direction of agricultural cooperative marketing. The main research results are as follows.
Firstly, the production district can be regarded as an organization, and it became clear that the double relationships which exist between principal and agent are established among farm households, shipment associations and the agricultural cooperative. Moreover, it became clear that Peach sectional meeting exists as an adjustmental organization between the shipment associstions and the agricultural cooperative.
Secondly, We examined the process of talks and their rupture concerning the integration of pooling among shipment associations based on March=Simon organization conflict theory. Especially, organizational conflict was generated over the conditions for the integration of pooling, and it became clear that there were three confrontational axes which : between a functional organization and territorial organizations, between leaders of shipment associations and general farm households, and between large-scale and small-scale territorial organizations. Thirdly, the action which each shipment took after such organizational conflict had arisen, can be regarded as the adapational action to such conflicts, and the shipment associations were generally reorganized into three large groups. As for the direction of agricultural cooperative marketing in the future, we pointed out that it is important for integration of pooling not to be aimed at by these three groups, but that each group should raise functionality through movements at the individual level.No potential conflict of interest relevant to this article was reported.岡山大学農学部Acta Medica Okayama0474-0254 9612007農業高校における経営者能力を育む起業家教育6570ENSeigoSasakiYasunobuKomatsuIsaoYokomizo Many farmers have put a special emphasis on improvements in production and cultivation techniques.
Recentry, however, excellent agricultural administrators in management have started to appear. Their common feature is that they have an entrepreneurial spirit. This entrepreneurial spirit is an important element in business. In this thesis, we take up an actual case at Takamatsu Agricultural High School, and consider it from the point of view of exposure to risk and a chance for gaining experiences
in failure. This consideration is based on the idea of “PDCA”.<br>
In this case, the risk was considered at the “Plan” stage. Extrinsic motivation shifted to intrinsic motivation. In addition, we pointed out that they failed at the “Do” stage, bat this was picked up at the “Check” stage, and they learned from the failure at the “Action” stage.<br>
An approach like this case links the academic training with the realworld, and it supplements vocational education at agricultural high schools. Moreover, it can be appreciated as an approach that goes back to the starting point of vocational education.No potential conflict of interest relevant to this article was reported.岡山大学農学部Acta Medica Okayama0474-0254 9512006Management of “Ba” through the Educational Activities for the Union Members in JA7581ENSeigoSasakiYasunobuKomatsuIsaoYokomizoIn JA, the education activities have already been obviously given an important position, and as its remarkable evidence, furthermore, here, is a well-known saying as follows; “The cooperative-society activities are, that is to say, educational activities themselves”. However, those edubational activities in many JA are not yet warking efficiently enough and are generally no better than superficial ones. This paper takes up the Hadanoshi Agricultural Cooperative association, in order to consider the task for developing educational activities which are especially designed for JA.<br>
For promoting the autonomy of the union members, we pointed out as following. It is essential for the executives and the staff members to do effective educational activities, which can motivate the union members for learning and make them take the initiative. In order to do so, it is also necessary for the executives and staff members to positvepy create the basis and the opportunities of “the emergence of germination”. Moreover it is also important for them to promote the union members' informational interaction and,properly as a facilitator, to take over the helm of the Ba Which promotes the union member's autonomy so that they can develop not ordinary “cantrolling”but new “supportive”educational activities.<br>
For the permanent development of JA, it is indispensable that the exccutives and staff members should place then educational activities into the first and most important position and furthermore to activate. In addition to that the executives and staff members need to renew their understanding of the fact the union members are groups of diversities, so it is necessary to spread educational activities for the union menbers which can rouse the union member's motivation for learning.No potential conflict of interest relevant to this article was reported.岡山大学農学部Acta Medica Okayama0474-0254 9512006Structure and Characteristic of Democratic Control in Agricultural Cooperatives6974ENKengoNishiiYasunobuKomatsuIsaoYokomizoIn agricultural cooperatives, each member has three characters of an owner, a user, and a management person. But today, the character of the member as a management person is weak. In oeder for agricultural cooperatives to develop stably, a management sustem based on active participation of the members must be built up. This paper takes up the Hadanoshi Agricultural Cooperative (abbreviated to JA Hadano in the following) as a case. In JA Hadano, direct democracy is aimed for and each member's activity is performed actively. The purpose of this paper is considering the reform direction of JA management through a case analysis.<br>
The conclusions are as follows.<br>
Firstly, the basic direction of management reform was clarified. The consciousness “JA cannot be reformed” is deeply ingrained in the members with broadening of JA, diversification of its members, etc. We pointed out that the educational activity as OJT was important for changing such consciousness.<br>
Secondly, the characteristic of the organizational management in JA Hadano was clarified. In this JA, direct democracy, such as adoption of a system of general meeting, the discussion meeting in spring and autumn, is aimed at. As the result, the organizational climate, such as “speaking”, “listening”, are formed. We point out that democratic control is practiced under these organizational climates in JA Hadano.<br>
Thirdly, the characteristic of the organizational management in the strawberry sectional meeting was clarified. In this sectional meeting, a sustem is built to give its members wide management responsibility. And the member is not dependent on the employee thoufhtlessly. We pointed out that this sectional meeting is managed by member's condominium under the strong awareness of member as a management person.No potential conflict of interest relevant to this article was reported.岡山大学農学部Acta Medica Okayama0474-02549412005A View of Co-operation and Collaboration in Sectional Meetings3137ENKengoNishiiYasunobuKomatsuIsaoYokomizoToday's agricultural cooperatives management is tending to be led by executives and employees. It has produced many unconsous members in the organic whole system of an owner, a user, and a management person. In such a situation, the sectional meeting has maintained members' high concentration power as a business management organization decentralized within agricultural cooperatives. However, while the heterogeneity inside members is deepened, independence and autonomy in sectional meetings tend to fall. This paper takes up the apple sectional meeting in Kita Shishu Miyuki Agricultural Cooperative, and co-operation among members and collaboration betwween members and employees are considered, based on social capital theory. There were two apple sectional meetings, the initiative type of employees and the initiative type of sectional meeting officers, in a case agriculturral cooperative, and the concentration power of the latter was high. Based on the difference, we pointed out as following. In order to reconstruct co-operation among members, it is necessary to create a network from the activity which focused on the specific field, or nearness and to lead to positive feedback which encourages mutual co-oepration by making selfsacrifice of an officer into driving force. Moreover, in order to build collaboration between a sectional meeting member and an employee, the latter as the connecting person between the market and the members has to try hard continuously so that development of co-operation activity can match development of farm management. The co-operation as a horizontal network and the collaboration as a vertical network are built, and the soul of mutual support must be penetrated in these networks. Then, the member' social capital as resources will become abundant, and sectional meetings will develop stably.No potential conflict of interest relevant to this article was reported.