Theoretical reflections on 'New Farm Management'

In this article, we define 'new farm management,' but not according to the elements concerned with business size and management's level of performance. Instead, we use the following two sets of points. The first are those concerned with management purpose, management philosophy, the management strategy of the traditional farming firm, and its manager. This first set of points is concerned with changes in farming firm structure and the direction of those changes. The second set of points is concerned with (1) diversification of the direction and the territory of changing farm management (2) intensifying chain relationships among territories associated with the change (3) continuity and durability of the change. The object of farm management analyses which examines the above mentioned attributes is to clarify the following aspects. (1) The structure and the role of the manager under the development of a farming firm. This includes the purpose, preference and 'attitude' of the manager. (2) The mechanism of the source and the performance (growth and stability under the development of a farming firm, as well as the mechanism of continuity and durability of that development. (3) The performance phases of growth and stability during the development of a farming firm. This incorporates the meaning of those phases and the process of interaction among those phases. (4) The factors which confine the development of a farming firm. Especially, this concerns the cost that is generated under the process of change that is accompanied with the development. This is abbreviated as 'the cost of development'. (5) Diversification of the process of change during the development of a farming firm. In particular, this includes the diversification of 'direction' and 'velocity' of the development of a farming firm. (6) The generality and specificity of the development of 'small scale human organization' and 'farming firm.'