Study week on the econometric approach to development planning

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Monograph

Identifikator:: 1824422792

URN:: urn:nbn:de:zbw-retromon-217476

Document type:: Monograph

Title:: Study week on the econometric approach to development planning

Place of publication:: Amsterdam [u.a.]

Publisher:: North-Holland Publ. Co. [u.a.]

Year of publication:: 1965

Scope:: XLVII, 1259 S.; graph. Darst.

Digitisation:: 2022

Collection:: Economics Books

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Document type:: Monograph

Structure type:: Chapter

Title:: Selection and implementation the econometrics of the future / Ragnar Frisch, Universitetet i Oslo - Sosialøkonomisk Institutt - Oslo- Norge

Collection:: Economics Books

SEMAINE D'ÉTUDE SUR LE ROLE DE L’ANALYSE ECONOMETRIQUE ETC. 120. individual enterprises is not released through a system of quan- tity targets (gross output measured in volume indices) estab- lished from above. Nor, is it nossible to achieve the desired results by such a simple system of incentives as that of paying a premium to an enterprise according to its overfulfillment of ‘he centrally established quantity targets or according to its ability to increase its volume index of actual gross output over that of the preceding year. There are several reasons for the failure of such incentive systems. One is that quantity targets, established from above, may induce the enterprise directors to conceal their true pro- duction potential. Another is that they do not encourage di- rectors to use imagination and effort in economizing of input elements. A third reason is that these systems do not induce these directors to help rationalize production and realize desir- able investment within their specific fields. And fourth, they lo not offer the inducement to improve the quality of the pro- ducts, because the establishing of quantitative targets of goods and services can only, to a small degree, cover the infinite variety of improvements in quality that constitutes a basic ele- ment of economic progress. A few examples will suffice to indicate the nature of the experiences one has had. In the Soviet Union, in the period before 1957, one worked according to what may be called the ministerial system. There was one all-Union central ministry for each group of goods. Because of frequent uncertainties of supply from other ministries, each minister was tempted to set ap his own ministerial factory for the component parts he needed. This led, of course, to inefficiencies of various sorts. There were also bureaucratic delays in settling questions due to the scattered locations of enterprises over the whole country. This motivated the abolition in 1957 of the central ministerial system and the introduction of a territorial system. However, his reform only replaced one type of difficulty by another. The wishes and plans of the different regions were difficult to recon “171 Frisch - pag. 5

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