ポストコロナ社会に向けた公民館経営論の方向性

抄録

The purpose of this paper is to clarify directions for Kominkan management theory in post-corona society. The coronavirus pandemic led to the development of new projects for Kominkan, including the use of online services. Among the challenges that arose were the need to come up with management policies for the coronavirus pandemic as well as to enhance the organizational capacities of Kominkan to respond to emergencies. In order to ensure that Kominkan responses to the coronavirus pandemic would not be limited to being a one-time occurrence, but would continue to be linked to their day-to-day management practices, it has become necessary to examine post.coronavirus management theory that takes these two points into consideration.

Regarding the first point, there are two approaches to Kominkan management: one based on organizational management, the other based on a community approach. Considering the organizational characteristics of Kominkan, it is the latter approach that should be placed at the core. If it adheres to a community approach, a Kominkan’ s management policy can be defined from the perspective of "understanding the actual situation," which is the starting point for the process of solving local problems.

Next, three organizational characteristics can be identified: “an organizational structure open to the local community,” “a breadth of management entities,” and “the fragility of management resources.” Based on these characteristics, it becomes necessary to review the role of the Kominkan director, the system of resident participation, and the roles of local governments and foundations, as well as to establish a broader view of the networks created by the Kominkan.

In conclusion, management theory for Kominkan in our post-corona society should have as its focus the building of a democratic process of sustained dialogue amongst staff, users, and residents about what the Kominkan should be, based on an understanding of the actual situations of the local community.