Suchergebnisse

Višestruke krizne pojave u jugoslavenskom društvu zahvatile su i međunacionalne odnose i utječu na jačanje »regresivnih nacionalizma«. Polazeći od pretpostavke da jedan oblik »regresivnog nacionalizma« (partikularizam) izaziva reakciju drugog (unitarizam), autor opširno analizira rezultate istraživanja slovenskog javnog mnijenja 1982. godine povodom događaja na Kosovu, kako se ti događaji reflektiraju na etničku distancu u Sloveniji, stavove i informiranost o međunacionalnim odnosima. Oslanjajući se na te rezultate i na opservacije drugih autora o jugoslavenskoj krizi, autor zaključuje da je potrebno jačati netradicionalne mehanizme integracije; reorganizirati zatvorene i neadaptivne ekonomske sisteme bez konkurentskih sposobnosti, provesti složenu operacionalizaciju samoupravnih načela i integracijsku ulogu SK što više razvijati mimo administrativne sile. ; Multi-fold crises in the Yugoslav society have encompassed inter-ethnic relations and they have an impact on the strengthening of »regressive nationalisms«. Starting from the assumption of a form of »regressive nationalism« (particularism) provoking the reaction in the form of another (unitarism), the author attempts a detailed analysis of the results of public opinion survey in Slovenia of 1982 with respect to the events in Kosovo, emphasizing the reflection of those events on the ethnical distance in Slovenia, on attitudes and information with respect to inter-ethnic relations. On the basis of those results and observations of other authors in relation to the Yugoslav crisis, the author concludes that non-traditional mechanisms of integration have to be strengthened; closed and inadaptive economic systems :— having no competitive abilities — have to be reorganized; the complex operationalization of the self-management principles yet has to be implemented and the integrative role of the League of Communists has to be developed exempt from administrative powers.

Considering the System theory the author conceives the Yugoslav enterprise to be an open system. Moreover critically taking into consideration all the various definitions for the purpose of operationalization he defines the environment as a communicative influential domain, integrating in this way the theory of the environment and of the organization. Accepting the phenomenological hypothesis and considering the actual influence as equaling the perceptional one — the influence has been investigated, with a help of some innovations, by means of the graph of control on the top management in 55 industrial organizations. The difference between the external and internal, passive and active influences has been distinguished. Internal influence is the one within and the external is the one outside the relevant enterprise; passive is the one to which the respondent is subjected by other members of the organization and active is the one which is exercised by the respondent on other members of the organization. According to the indexes got in this way the enterprises seem to be influenced by the examined factors of the environment to a larger extant than vice versa. The grouping of the bodies of the environment has shown the dominant status of the bank and the trade organizations in their relation to the industrial enterprises. Still that environment is not very much like the system that was typical of eighteenth century liberal capitalism although it might appear so. Considering the system of the country itself we seem to be speaking of the seemingly liberal environment with the state itself appearing indirectly through the banks. The results seem to be confirmed and even more differentiated by the factor analysis. Regarding the internal influence it should be pointed out that the influence of the top management on the organizational groups in the enterprises is almost equal to the amount of the influence exercised on the top management by the organizational groups. Generally, the internal organizational relationships of influence are more intensive and more balanced. We can assume that the social relations between the organizational groups within the enterprises are more socialized and more integrated than the relations between the enterprises and their environment. Top management in an enterprise has a marginal relation towards the political representatives, a central relation towards the professionals and self-managing bodies and a firm-hierarchical-superordination-and-superordination-relation towards managerial groups. The analysis of the correlations has shown that the active and passive external influences make up a united system of power — if viewed from the standpoint of the top management. That does not mean that the top management are exposed to the system of total control because there is also a united system of influence, which is exercised by the top management on the bodies outside the enterprise. In the same way the uncontrolled power does not appear either in the influence of the top management on the organizational groups within the enterprise. So we claim the existence of only two integrated subsystems of the active and passive influences. The increasing influence of the top management on the environment and the organizational groups leads to the reverse influence, that is, the increasing influence of the environment and organizational groups on the top management, exhibiting thus clearly the logic of the reciprocal influence. The author has found out a considerably different influence of the environment within the work organizations than he expected. He expected the influence of the administrative-political environment to lessen the internal active influence of the top management, and the influence of the business professional environment to increase the internal active and passive influences of the top management, and the influence of the trade organizations to increase the active internal influence of the top management. He has found out that the redistribution of power within the work organizations is not influenced by the administrative political environment, and that the influence of the top management within the enterprise is even diminished by the trade-organizations. Moreover, though in a system of external- -internal power-relations the self-managerial bodies and political organizations are not reduced to being merely marginal factors, the backbone of the whole system of the external-internal power-relations still makes the influence of the top management on the leading organizational groups and the influence of the business organizations on the enterprises. That means that the business circle from other enterprises exercises a considerable influence on the internal status of the top management within individual enterprises, and thus on the interactions between the other managerial groups as well. This circulus vitiosus of power is uncontrolled and spontaneous product of the division of labor at the macro-level of the whole society and also at the micro-level of the work-organizations because it makes possible an intensive reciprocal influence between the external and internal managerial groups. This proves the functional autonomization of the management which will be sustained spontaneously up the time when a functionally adequate, and not only politically adequate redistribution of managerial function will be varied out.

In this paper an attempt is made by the author to assess whether the Self-management Industrial Relations System defined institutionally as a non-conflict pattern has the potentiality to regulate the industrial conflict undoubtedly existing in Yugoslav enterprises; and whether it is in its potentiality for conflict management matched to the American system of industrial relations based on the collective bargaining. Comparative theoretical analysis of the two systems on a number of major dimensions leads to the conclusion that the self-management system is inferior in regard to the potentialities for conflict management than Collective bargaining. This conclusion is even more valid if the great discrepancies between the real self-management organizations and the self-management pattern are taken into consideration. But, the available evidence on strikes in Yugoslavia during the last decade lends no support to such theoretical expectations. It is evident that some forms of conflict management do exist, although the institutional pattern has no built-in mechanisms of regulations at the level of manifest functions. In an attempt to explain the variance between the real course of the industrial conflicts and the theoretical expectations, the author formulates the main hypothesis: the self-management institutional pattern regulates the conflict on the level of latent functions. This central hypothesis is further elaborated into six particular hypotheses issuing form the specific properties of the self-management institutional pattern. These properties are: lack of legitimacy of managerial power and insecurity of managers' status, »political management«, insufficient revindicative orientation of syndicate, co-option of the potential worker leaders into management and the horizontal principle of organization. Examining the efficiency of conflict management at the level of latent functions the author points out some important qualifications: (1) possibility of the omission of catharsis effects after the strike, (2) such a "type of regulation does not lead to the systematic resolving of problems which are at the root of the conflict, (3) conflict management at the level of latent functions does not involve conflict resolving directly at the Working places. In accordance with these qualifications the author does not perceive such a type of regulation of conflict as a possible alternative to the institutionalization of conflict in modern industrial society. Nevertheless it has a great significance for the stability and survival of the global social system such as the one existing in Yugoslavia.

Using primary sources, the author has described Maček's meeting with Prince Paul and the Prime Minister Stojadinović. The meeting with the Prince was held on November 8, 1936. This meeting paved the way for Maček's later meeting with Stojadinović on Januar 16, 1937 in Brežice (Slovenia). At the meetings various question of external and internal policy were discussed. The Croatian question was the Central problem. The Prince and Stojadinović were of the opinion that it was impossible to change the September 3, 1931 Constitution, and that any agreement about the Croatian question could only be arrived at within the frame of that Constitution. This, in fact, meant retaining the unsatisfactory unitary establishment. Maček's opinion was that the solution of the Croatian question was possible only if the Constitution was abrogated and there was a new constitutional situation, based on a federal state. He proposed a procedure for attaining this new constitution. Although the views of the government and the Croatian opposition for the solution of the Croatian question were different, both sides were interested in maintaining contact, making concessions and pursuing a policy of compromise. Stojadinović's government had enemies on several sides. In such a situation it did not want to make relations with the Croatian opposition worse. That is why this opposition's activity was to a certain extent tolerated. These tactics were a result of the Prince's and Stojadinović's wishes for the government to show itself as following a new political course after the assassination of King Alexander. Maček, on the other hand, wished Stojadinović's government to remain in power because there was a danger of it being pushed aside by forces which upheld the earlier absolutist policy of King Alexander. The relatively tolerant policy of the government made the process of the renewal of the Croatian Peasant Party, and organizations under its influence, easier. Among the Contributiones is the report of the Ban of the Sava banovina on reactions to Maček's meeting with Stojadinović, and also two reports from which are seen Maček's secret contacts (through the Chief of Stojadinović's Cabinet) after the meeting in Brežice. In these reports their mutual wish to continue the policy of reciprocal concessions and compromise is affirmed.