The Kalamari Union: Middle Class in East and West by Markku Kivinen

Author:Markku Kivinen [Kivinen, Markku]
Language: eng
Format: epub
ISBN: 9781138350809
Barnesnoble:
Publisher: Taylor & Francis
Published: 2020-12-07T00:00:00+00:00

Table 6.1. Formation of managers in 1976, older cohort

Table 6.2 Formation of managers in 1993, younger cohort

We discovered a relatively high percentage of service and trade workers moving into managerial positions in the younger age group. Mobility from other social strata into managerial positions was very rare in both age groups. Our results do not fully confirm the hypothesis about different mobility patterns into the manager stratum for older and younger age groups.

The transition period to a market economy in the former socialist countries can best be described as a clash between two opposing developments (Mach, Mayer and Pohoski 1994). One of them is a continuation of tendencies characteristic of state socialism. A significant proportion of the state economic sector allows the preservation of divisions: firstly, in terms of power with a hierarchic structure, and secondly, in terms of a powerful political and economic elite. The other development concerns the direct consequences of moving away from planned economy. The process of privatization brings about the emergence of private, public and municipal ownership.

We hypothesized that the process of mobility into the stratum of managers should be different for the private and state sectors. To verify this hypothesis, we divide the younger age group into three groups — persons working in the public sector, in state-owned enterprises and in the private sector— and study the process of entry into the stratum of managers in these subgroups, using segmentation modelling. Figure 1 displays tree diagrams.

In the public sector 39 % of managers were managers by the age of 24. Note the high inflow from the category of out of labour force. Respondents from other social strata are divided into two subgroups on the basis of their level of participation in social life. Active participants in social life had a significantly higher probability of mobility into managerial positions than did non-active participants.

For managers who worked in state-owned enterprises, a highly significant factor was belonging to the stratum of managers at the age of 24. Main inflows into managers hired in these enterprises were from the strata of professionals and service workers and from out of the labour force.

Figure 1. Formation of managers in different sectors, younger cohort

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