| This is a theoretical framework for a | | | | army leadership. He further argued that in |
| political situation where the Military and | | | | countries that are communally divided along |
| State struggles for control. This article | | | | religious, racial, ethnic, and other lines, |
| discusses the nature of praetorianism or the | | | | the rational achievement criteria becomes |
| politicization of the Military. It also | | | | problematic, because promotion and placement |
| discusses the level of Professionalism in | | | | tend to be read in communal terms. Also, |
| Huntington's framework such as officer's | | | | armies that are formed from guerilla forces |
| expertise, corporateness, and social | | | | into modern conventional armies, promotion, |
| responsibility of the Military structure. | | | | etc., tend to be read in political terms. |
| | | | |
| The first dimension is the officers' | | | | The second dimension is the military as a |
| expertise in the management of force and | | | | corporate body having its own corporate |
| violence. The officer corps is not a simple | | | | interests. Corporate interests refer to |
| collection of military professionals but a | | | | adequate budgetary support, autonomy in |
| hierarchically organized professional | | | | managing its own affairs, the preservation of |
| bureaucracy. If the military bureaucracy is | | | | its responsibilities in the face of |
| rationally organized, the recruitment, | | | | encroachments from rival interest groups, and |
| promotion, and placement of officers will be | | | | the continuity of its own institution. Thus, |
| based in accordance to their military | | | | when its corporate interests are threatened |
| expertise. However, this is rarely achieved, | | | | by outsiders, for instance, by the |
| the promotion and placement, especially of | | | | interference of civilian politicians in the |
| senior officers, are sensitive matters such | | | | promotion of officers, the military tends to |
| that their political and personal loyalties | | | | react and intervene in politics to defend |
| are taken into account, sometimes at the | | | | further and expand its corporate interest. |
| expense of their military expertise. | | | | |
| | | | The third dimension is the social |
| Since the recruitment, promotion, and | | | | responsibility of the officer corps. Like any |
| placement are of prime importance to career | | | | other professionals, the military has its own |
| officers, those who are professionally | | | | client. Just as doctors have their patients, |
| competent but sidelined by political, | | | | the military's client is the nation it |
| personal, and other irrational reasons may | | | | serves. However according to Huntington, the |
| develop strong emotional sentiment against | | | | nation is essentially an image and there is |
| the military leadership. Takashi cited the | | | | no such thing as military national interest. |
| Japanese Army in the 1920s when | | | | This implies two things. First, officers |
| professionally competent non-Chosu officers | | | | themselves decide who their client is |
| like Tojo and Nagata hated the army | | | | depending on the officers' ideology as formed |
| leadership dominated by the Chosu who blocked | | | | by their experiences in training. Second, the |
| junior officers of Non-Chosu origin from | | | | choice of client depends upon the legitimacy |
| entering the army college, the gateway to | | | | of civilian political civilian institution. |