International market competition
intensified, and a Japanese company, manufacturing industry
in particular rebuilt personnel system to achieve corporate
strategy while globalization advanced after 1990's, and many
companies were able to go ahead through introduction of
personnel system to advocate the principle of result.
However, after the bubble collapses, they
have been pointing out a short-term point of achievements to
happen to expect the principle of result excessively or
motivation down of an employee with it as a problem of a
However, as a result of having performed
reflection of the principle of result that a Japanese company
is excessive, it may be said that the present age is the
times when long-term result is demanded from both an employee
and a company not together short-term result.
And, in a Japanese company, they
reconsider a way of thinking of human resources development.
They thought that a person of object of
education should have selected, or thought that an employee
had responsibility of ability development.
However, in late years the thought changes
somewhat, and they think human resources development to be
necessary I stand in a long-term field of vision, and to
wrestle in responsibility of a company again.
It may be said that a key for both a
company and an employee to achieve result to the maximum
together hangs for the management of a middle manager of each
place of work.
However, from a result of slimming and
personnel reduction of management, a middle manager comes to
carry a role as employment as a playing manager while
performing a conventional role to say with a manager of a
place of work.
In other words, as for them, it is
expected duties improvement, subordinate upbringing, the
achievement of duties aim and the management of the routine
that said and new problem discovery and solution, vision
construction, systems design and the management of the
innovation that said as a role of a middle manager at the
same time while oneself is in charge of some of a theme of a
place of work same as a subordinate.
Therefore we think that playing manager
ability development to perform for a middle manager too.
However, there is human network
construction as a problem of the personnel training that
cannot support by a conventional ability development program.
Construction of an unofficial network represented as a new
trial to solve it by an off site meeting and cross function
team is regarded as important.
We think that an unofficial network solves
what a check between members thought about for communication
by conventional IT and distrust and a saying evil produced.
In addition, it is thought that an
unofficial network becomes basic as for us as the place where
a place of exchange of necessary information and the new
problem formation are performed so that a manager
accomplishes a role.
We applied SEC-CIS combination model that
quoted an SECI model so that construction of an unofficial
network considered a background regarded as important and
considered a process of network construction in managers in
an off site meeting.
In other words S (socialization)