Report on the Organizational Problems of Party and Soviet Construction

Table of contents :
I. The Scope of the Organizational Work of the Party During the First Five-Year Plan Period
1. The Five-Year Plan Doubled the Number of Specialists
2. How the Party Supplied Workers for the Collective Farm Villages
3. The Central Committee Supplied Workers to the Agricultural and Remote Regions
4. The Significance of the Organizational Problem at the Present Stage of the Building of Socialism
II. The Reorganization of Soviet Business Organs of Management
1. Organizational Problems in Heavy Industry
2. The Organizational Problems of the Light, Food and Lumber Industries
3. Reorganization of Socialist Agriculture
4. The Organizational Problem and the Improvement of Commodity Circulation
5. Secure the Application of the Decisions of the Central Committee and the Council of People's Commissars on the Reorganization of Transport
6. Supervising the Fulfilment of Decisions in the State Apparatus
III. The Reorganization of Mass Work and of the Party Organizations
1. Organize the Energy and the Initiative of the Masses for the Purpose of Improving the Work of the State Apparatus
2. The Party is Strong in the Unity of Will and Action, in the Activity and Self-Sacrifice of the Party as a Whole and of Each Individual Member
3. The Ideological Equipment of the Party Members
4. The Reorganization and the Improvement of the Work of the Primary Party Organizations in the Factories
5. The Primary Party Organizations in the Villages Must be Raised to the Level of Their New Tasks
6. The Experience of the Political Departments and the Reorganization of the Work of the District Committees
7. Production Branch Departments of Regional Committees and of the Central Committee
8. The Leninist Line, Supervision of Fulfilment of Decisions and Operativeness in the Leadership of the Central Committee Guaranteed and Will Guarantee Victory

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AGA NOV ICH

Report on the Organizational Problems of Pa and Soviet Cons truct ion

INTERNATIONAL PUBLISHERS 381 Fourth Avenue New York

SE VE NT EE NT H CONGRESS OF TH E COMMUNIST PARTY OF TH E SO VI ET UNION '

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e or t on th e _ r an iz at io na l Pr o le m s of Pa rt • • an ov1et on st ru ct 1o n By

L. M. Kaganovich

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IN TE RN AT IO NA L ·P UB LI SH ER S 381 FOURTH AVENUE

NEW YORI(

All Rights Reserv ed I>1·inted in the Union of Sociali st Soviet Republics Glavlit B 69,527

CONTENTS Page

I. Th e Scope of the Or gan iza tio nal Wo rk of the Pa rty Du rin g the Fir st Fiv e· Ye ar Pla n Pe rjo d • • • • • • 1. Th e Fiv e.. Ye ar Pla n Do ubl ed the Nu mb er of Sp eci ali sts 2. ff.o,v the Pa rty Su ppl ied Wo rke rs for the Co llec tiv e

. . . . . • • • • • Fa rm Villages • . . 3. Th e Ce ntr al Committ~ Su.p pli ed Wo rke rs to the Agricu·l tur al and Re mo ie Re gio ns • • • • • • • Pro ble m at 4. Th e Signifi.c anc e of the Org ani iza tio nal the Pre sen t Sta ge of the Bu ild ing of So cia lis m. • • II. Th e Re org ani zat ion of So vie t Bu sin ess 0rg an s of Ma n.a·gement . . . • . • . . • • . . . . . 1. OrganiiZation.al Pro ble ms in He avy Ind ust ry • • • 2. Th e Organi~at·ional Pro ble ms of the Lig ht, Fo od an d Lu mb er Ind ust rie s . . . . . • . . . . . . 3. Re-0·r gan i2a tio·n of Socialiist Ag ric ult ure • • • • • 4. Th e Organ-izatio·n al Pro ble m and the Im pro vem ent of Co mm odi ty Cir cul atiQ n • • • • • • • • • • 5. Sec ure the Ap pli cat ion of the Decisi·oa:is o·f the Ce ntr al Co mm itte e and the Co~wncil of Peoiple,s Co mm iss ars on the Re org uni zat ion of Tra nsp ort . • • • • • 6. Swpervisin.g the Fu lfil me nt o·f De cis ion s in the Sta te A·p par atu s .. . . . . . . . • . . . . • .

Ill . Th e Re org ani zation of Mass W 01·k an sdu in s ou ri va e th in s er ag an m t ~if sh d an s er sh~p m an ag om to au , nt ce r pe 65 l e e· st d an on ir tr ie s ~. as fo llo w s: r pe 62 ry st du in g . 1n ild bu , nt ce r pe biles an d tr ac to rs 62 ' . nt ce r pe 64 ns io at st er w po d an y i9 st du in cent,., ele~trical h~ .t of nt ce r pe . 50 ks or W ile ob om A t th·e St al in A ut eq ot om pr re ~e ho w rs ke or w pf ts is ns co f af co m m an di ng st . od ri pe an Pl r ea Y · ve Fi t rs Fi e th · ng ri du bs to th es e jo le ho w d an s ie o~ ct fa ~ ol wh ve ha e w e tim t A t th e pr es en "' lia ec sp .. g un yo by y el iv us cl ex ed ag sh op s w hi ch ar e m an l el w as rk .o w r ei th do ts lis ia c e· sp g un yo r is·t s; rp .a ny .o f ou er tt be en ev d an , ts lis ia ec sp d ol e th an as an d ev en be tt er th ~; . ts lis ia ec sp n ig th an so m e fo re n he w w sa e w t ha w of e pl am ex an u I . co ul d qu ot e yQ ' sk or 9g in al St e th d te si vi I d an e zid k, ni C om ra de O rjo ~ w sa e w re he T . ay d · g .in en op on t C he m ic al C om bi na ly al re e, H . 31 19 . in ly on ~ te ua ad gr ho w r so yo un g· pr of es as f uf bl by it t ge t no d di d an or ss e · pf ea rn ed th e tit le ~o~ pr n ri pe el G de ra om C is th l, el W ) r. te gh au (L . do so m e pe op le d · an is th re fo be ks or W e. at itr N . ki ni ez w or ke d at th e B er • .. in d an s, er iz al at -c e th d ~e ne re d an th er e, he di sm an tl ed .. .. e iv us cl ex s nk ta ng zi si he nt sy e th o:( e on . ep t · st al le d an d sta:r; hq w s an ic er m A he T . ts lis ia ec sp et vi So of d ai e ly w it 4 th e er th e us ca be it t ar st to le ab un e er w nk in st al le d th is ta _, rin e p. el G de ra om C n. tio uc tr ns co its in ts w er e certain)l9efec al , ch vi so s o. on M er ne gj en g un yo e tp h it w n in co nj un ct io tar st in d de ee cc su d an nk ta e th of n tio te re d th e co ns tr uc re · n ri pe el G de ra om C . ly er op pr ng ki or w w no in g it. It is en g tin ul ns co as t ac to n pa Ja om fr n ce iv ed a·n in vi ta ti6 g. un yo is th ut B s. l{ or \v w e n· a of on ti uc ,tr ns c6 gi ne er in th e as sy bu o to as w he at th d ie pl re y el lit So vi et pr of es so r po r, te gh au (L e. m · ho at do to k or w gh ou en ite th er e w as qu 11pplause.) ~

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I could quote a num ber of very striki ng exam ples of ·talen ted peop le \vho h.a ve grow n up in .the First Fiv~_.-Yea1' Plan perio d. I could tell you abou t Com ra·d e Bute nko, a mem ber of the Party since 1931, who not long ago was a fitter , and grad uated from 'the techn ical unive rsity 1n 1928 : Duri ng five years , Com rade Bute nko passe d from . shift engin eer to assis tant ma11ager, to mana ger of a blast furna ce, to chief engin eer of the _Stali n Work s, and finally to the post of techn ical direc tor of one of the great est h}eta llurg ical worl{S in the Donb as. . Orjo nikid ze: In· addit ion, he is now takin.g the place pf the direc tor of the \vork s, Com rade Mana yenk ov. Sarki ss9v: He is mana ging ~he job. quite well .. Kag s se as th o se w h o ·h av e ·"U.nited th e •m e th r fo s, rm fa e v ti ec ll co · ik ev lt ls er& fo r· th e• .figh.t fo r B o e v ti ec ll co r fo e n~ t~ i~ ~~ d re tt lt u c fi g h t fo rt a ~II-to-do, •

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1 ' .) se u la p p a farmers. (Loud~

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'W en we bega n to select· work ers for the polit ical de·

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ents Com rade Stali n wirti cular ly warn ed us again st an i~oisctiminate mobi lizati on: sele·c t each one separately·, he s~d;· caref ully study eacli cand idate sep.a ratel y; s~lect imp6 rtant peop le and pay no n.tten tion to the comp laint s of the instit ution s and organ izatio ns -in whic h ~hey are wofking~ sel~ct the peop le very "'carefully,-- for you are •• • send ing them to carry out the great reorg an1za t1on of the coun trysid e. In orde r to be able to 'Select one polit ical depa rtme nt work er we had to exam ine five and some times even ten persons.~· This is not beca use these peop le were bad in them selve s, but beca use we selec ted the very best for the politi cal. depa rtme nts. Ther e were cases when peop le lits for erall y wept beca use they were rejec ted* as cand idate , the p olitic al depa rtme nts. Why do you rejec t me for this work ? each one said. You taile d me to be inter view ed; well, !f you.. cann ot appo int me chief of a polit ical depa rt• ment , then appo int me vice. chief or assis tant, or instr uc•. tor. A real move ment arose amon g the~ Com muni sts in ' c9nn ectio n with the send ing of peop le to the polit ical de.; partm ents. We form ed one gtou p consi stihg of army work ers. The .arm y gave fus th·e , first grou p of chief s of polit ical depa rtme nts to the numb er of (300. This was the first detac hmen t of excel lent, effici ent men. (App lause .) W~ sent to the rural distr icts over 18,000 polit ical departm ent work ers; 6f these 58 per cent «Were work ers, ' ber num the 0; 2 19· re befo Party the d 35 ·p er cent had joine , , of chief s of polit ical diepa rtmen ts who h~d joine d the· Party befo re 1920 repre sente d ~9 per cen·t of the tolfll; 45 per cent of the thief s· of polit ical ~departmen1s have· ~ higli er Party or high er gene ral educ ation ; ~6 per cent have a,; midd le scho ol educ ation . In "addit ion to the polit ical depa rtme nt work ers, every 25 1

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region sent people to work in the collective farms. ·A c-· cording to incomplete ret11rns, 23 regions sent from 40,000 to 50,000 workers t·o •the rural districts. The fact that the Central Committee h(ld sent worl{ers to the political departments served to stimul.a te the regional organiiations to send their worl{ers into the villages. · Of the cl1iefs of political departments not less than half come from Moscow and Leningrad. Moscow and Leningrad th·e f\vo capitals fulfilled their duty to tl1e country with l1onour. (Applause.) •

3. The Central Committee Supplied Workers to the Agricultural and Remote Regions Special inention 1nust be made of tl1e assistance given .. to the local organizations in the \vay of worlcers. In the perio·d between the Sixteenth and Seventeenth Congresses . the Central Con1mittee distributed 45,000 \vorl{ers (pe· tween the Fifteenth and Sixteenth Congres~es ·only 10,000 \Vor.kers \Vere distributed). The increase in the number • distributed did not affect the quality of tl1ose sent. 11ore than 70 per cent of those distributed had joine·d the Party not later than 1920; more than half \Vere former factory · workers; 62 per cent l1ad graduat·e d fro1n high.e r or middle schools. The ·r egions that received \Vorkers from the Central Committee and the n.u mber tl1ey received are as follows: Urals 2,238; Western Siberia 2,242; Ea.s tern Siberia1,381; the Far East 1,913; Central Asia 1,927; l{azakst~n 2,261. Tl1t1s, the Asiatic regions an·d republics received nearly 12,000 .\Vbrkers. The number taken fro1n them (fluidity, transfers to other place.s, etc.).....was i·~soo. Many workers were\ sent to tl1e principal agricultural regions. Thus, the Ul{t'aine received 5,581 workers; North 26

Ca uc asu s 3,1 97 ; Lo we r Volga' .2,140; Mi dd le Vo lg a1,625; Ce ntr al Bl ac k So il Region 1,788. Ta ke n as a wh ole the se reg ion s rec eiv ed mo re tha n 14,000 wo rke rs; 3,0 00 we re tak en fro m the m. Th e reg io.n to wh ich we did no t sen d ma ny wo rke rs is the Tr an s-C au cas us. Th e Ce ntr al ·co mm itte e is ab le to sta te tha t du rin g the pa st few ye ars ly ftil s . ces suc en be ve ha s lic ub rep n a i. cas au s-C an Tr the all tra ini ng ne w wo rke rs. (A pp lau se. ) .. ply sup of ion est qu the up k too e tte mi m · Co al ntr Ce e Th ing ski lle·d wo rke rs. In pa rti cu lar , un de r the gu ida nc e of d an ue ag Le ist un mm Co g un Yo the ee, itt. mm Co al ntr Ce the the tra de un ion s ca rri ed ou t a gre at wo rk in mo bil izi ng wo rke rs for the ne w co nst ruc tio n in the Ur als . At the d. ize an org ing be are ts ina mb co tile tex w ne e tim nt 5e pre An d the Ce ntr al Co mm itte e is mo bil izi ng tex tile wo rke rs t sen be to are o wh s ion reg vo no Iva d an w sco Mo the in to Ce ntr al Asia an d W est ern Sib eri a. In the pa st thr ee ye ars alo ne the Yo un g Co mm un ist Le ag ue mo bil ize d 66,000 wo rke rs for fac tor ies in the Ural-K11zbas, 36 ,00 0 for the Do nb as, 7 ,000 for the Sta lin gra .d Tr ac tor W ork s, 10 ,00 0 for the Mosc-0w un de rgr ou nd rai lw ay , -6,000 for po sts an d tel eg rap hs, 20,000 for lum be r wo rk, mo re tha n 3,000 for the Fa r Ea ste rn Region, etc. Th is is suf fic ien t to en ab le yo u to ge t an id·e a of the en be s ha t tha rlt wo l na tio iza an org the of pe sco s ou orm en ca rri ed on no t· on ly in reg ard to the tra ini ng , inc rea sin g l arc reg in o als t bu , res cad g tin bu tri dis d an of, er mb nq the to the org an iza tio n of ne w en ter pri ses , ins titu tio ns, etc . Of c·o urs e the re are sti ll ma ny de fec ts in ou r wo rk of tra ini ng an d dist1·ibuting wo rke rs. Th e ind isc rim ina te mo bil iza tio n of worl{ers ha s no t ye t en tir ely dis ap pe are d; rpe the of ion lat cu cal the d an ion ect sel al du ivi ind the son al ab ilit ies of ea ch wo rke r are sti ll ins uff ici en t. Th e mp~~ iµi po rta nt de fec ts are : the absence of ca ref ul selec27

tio n of pe rso nn el; ap pra isi ng the se pe op le by the dip lom as the y ho ld an d no t acc ord ing to the pra cti ca l w-0rk .they ha ve do ne ; the ina bil ity to rai se an d pro1note tho se pe pp le wh o de ser ve pro mo tio n; the un sat isf act ory qu ali ty ~of .the wo rk of ma ny un ive rsi tie s, an d pa rti cu lar ly of the ~·tech­ · nic al schools. An d the pri nc ipa l d efec t is the dis eas e tha t wa s dis · co ve red by the Ce ntr al Co mm itte e in the co al ind us try an d· le op pe of er mb nu s ou orm en the ly, me na s, ay lw rai the oµ tha t .s tic k in offices. Th e wo rk of tra ns fer rin g spe cia lis ts fro m the offices to the pla ce of pro du cti on in the co al in· du str y an d on the rai lw ay s ha s alr ea dy pro du ce d pa lp . . ab le res ult s. Th us, for ex am ple , in the Do nb as on Ma rch l, 1933, 643 mi nin g en gin eer s we re em plo ye d; of the se on ly 26 we re em plo ye d at the pit s. On Oc tob er 1, 854 mining en gin eer s we re em plo ye d an d of the se 35 0 \Vere emplo ye d at the pit s. Th e nu mb er em plo ye d at the pit s in• cre ase d thi rte en fol d. Th e nu mb er of -engineers an d tech" nic ian s em plo ye d at the pit s on MarcJi 1, 1933, wa,s 22 8; on Oc tob er 1, the. nu mb er wa s 1)120 a fivefold inc rea se. Th e nu mb er of en gin eer s em plo ye d in the pri nc ipa l Tailwa y de po ts on Ju ly 1, 1933, wa s 446; on Oc tob er 1, the nu mb er ha d ris en to 976. Th e tot al nu mb er of en gin eer s d an ck tra ns, tio sta ns, tio sec r ca ts, po de the in d ye plo em ser vic e se·c tio ns on Ju ly 1 wa s 1,012 an d the nu mb er of tec hn ici art s wa s 7,575; on Oc tob er 1, the fig ure s we re 3t095 an d 14,342 respect·ively, i.e., the nu mb er of en gin eer s wo rki ng in the low er rai lw ay un its inc rea s.e d· thr eef old , an·d the nu mb er of tec hn ici an s inc rea sed tw ofol.d. Ex pe rie nc e in the co al mi ne s an d on the rai lw ay s re.!' vea ls wh at en orm ou s po ssi bil itie s ex ist in all the othe1· bra nc he s of na tio na l eco no my. e fh. to le· op pe fer ns tra to y rel me t ien fic suf t no is it t .••Bu low er un its . W hy we·re the res ult s of~ cu ttin g do wn staff~ 28 1

not effec tive enou gh in the past? Beca use -alth-o ugh ·the staffs were cut down , there was no fund amen tal reorg anizatio n from top to botto m, there was no chan ge in the• systlem otf 0 riganJi'.zattion and! accountin:g. And it wtas only after the last cutti ng d10wn of the staffs that was carri ed out by· tthe Gen:tral Conttro1 {C,O 28l to ns to 0 00 7f ~15 m fro d se ea cr in _ ut tp ou e Th . 1932 • ; tol}s a'n4 ex ce ed ed its pl an by 12 pe r ce nt . s wk ~up tn a\\ dr be to ve ha ~t tp rts pq re of r be rll nu e Th om 'C a1 ntr Ce e th of ion cis de e th ~ or f Be d. ce du re gr~atlyt on on ati rm fo in e id ov pr to d ha t )1i e th d ue iss s wa e · mitt.e t n e· es pr e 1h A;t th. on ,m r pe ~ em it 00 ,5 pl on d an 64.kfo rm s time ~thls ha s be en"re du ce d to one-s·e ve nth . Th er e ar e few er al co re mo t bu d, ste wa is r pe pa s les e, {ic of e th ~s il~ · scr in ra U·k e th of ut tp ou ily a dal tu a~ e th ay M ln . is' produced f en ris d · lia is th er mb ve ~o in s, ton 0 ,'00 21 *1 s wa s J~ b) Do i 1ar e th ay l\f In nt. ce + pe 11 of se ea cr in an s, ton 00 to. 134,0 pu tp ut pe r minert)V~s 3.6,. ton s, in Oc to be r th is ba d ris en e th of s ge wa he >i: nt. ce r pe 16 tof se ea cf ~n an , ns :to 42 ~Q 1 in s, ble 'ru 18 1 · re we y e th ay l\1 In . ed as cre in ve ha s wo rk er t. en c , r pe l.J.8 of se ea cr in an s, ble ~ru 0 15 ere -w ey Oc lo be r th d ce du re y pl ar sh in ste sy l na tio nc fu e , t~ of n ~o it ol Th e ap e, pl am ex r Fo . ery hih ac m• 'of ns ow l{d ea br of r' th·e nu m be s wn do ak re :b us rio se 31 re we e er th ~ 32 ·19 in " t pi me sa is th in • of cu tti ng ma ch in es , in 19 33 th er e we re on ly• 1.9. In 19 32 the.re we re ·14 br ea kd ow ns of th e co nv ey or be lts an d in 119 33 ·on ly 6, an d ·m os t of th es e oc c·u rte a in tli e ·f irs.t ha lf sthi .. u { ' . {, h~\ te~ lat e 1h in ed rr cu o~ ' ny ~a 1y rd ha ; of th e -ye ar •

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pit ·there "'was - ~ special d1. essing department. Tl1e. c~ief ~of the .section bore hardly any responsibi1jty for ~he quality of the coal. Now tl1is d·r essing 9:epartment ha~ been abol; isl1e'd. And· tl1e, ash conte:pt of the.-coal has been greatly reduced. Th·e -abolition of the coal dressing d~par:t~ent i·esulted in the coal getting dressed. We lost the dressing department, but our coal beca1ne better dresse·d.

(Laughter.) _Of .course, tl1e reorgal,"lization is n~t ,complete even fin the coal indust1. y. \Here too there are a number of pits ·:and trusts concerning \vhich it q1ay be sai-d : drive nature out of the ,idQor and .:it will com. e ,in through the window. I refer to bureaucratic nature. The fight must still go on, we .must introduce s~upervision of fulfilment of decisions and we must be under no illusions about this. Neverthe· less we can say ,that in regard to the orga11izational problem the ,,coal industry stands in the first rank of all industries . Have all the other ind11stries learned the lesson of the coal industry? I must say that the lesson's of the Donbas have been lea1. ned by our ind'ustrie.s very badly and un• satisfacto1·ily. I·t is true-, of course, that our factories are worl{ing JllUCh bett·e r than· the Don,h~s worked be{ore it \Vas reorganized. There is more culture in our factories and the workers' are better organized. But there is a great deal of organizational confusion an·d lack of respo~sibilit),., •

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in management; tlre,_work must be immediately reorgan, ized ·in all the industrles on the same !lines as was done in the coal industry. Th.i s will enable us to utilize Jhe large p1"o·d uctive capacity that is available to the utmost. Taking the relations between the factory manage111ent a.nd the "Various sh~ps we, must say that- the function.al system still p,revails as it did in the coal industry. If a '1epartrpe11t of ~ [f!.c~ory can be compared with a .se~tiQU •

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mi ne \Ye wi ll find th at tl}e .fa ?to ry de pa rtm en t, do es pot oc cu py th e pl ac e it sh ou ld , an d! th e pl ac e wh ich th e re a ,, s nt me ge na ma ry cto fa e Th s. pie cu oc w no on cti se pi t e th of rk wo e th g tin sis as of ·d tea ins at th y eld ,vi un sti ll so e nc de on sp rre co s es dl En it. r pe m ha y all tu ac ;; ho ps th ey s on cti se l na tio nc fu e th , nt me ge na ma e (th n ee tw ·be on es go f hls in er ag an m op sh e th s er mp ha h ic ~h s, op sh · an d the wo rk .. Mo~e th an th at, ve ry oft~n pu re ly fo rm al relas hi ~ an t en rtm pa de e th of ief ch e th n ee tw be ist ex ns _.tio # ap pa ra tu s. Ta ke fo r exa~ple th e M yt ish ch y Ra ilw ay Ca r W or ks. e i~ ut ro c ati cr au re bu .. of s pi to mp sy e th all v:e :Pa .T he re we me th o,d s of ma na gi ng th e wo rk.s, viz., th e func~ional sy sg. fin taf ers ov e th d · an s tu ra pa ap e th of re tu uc str e th in tem ts en rtm pa de 14 to in up li~ sp. is . nt m~ ge na ma ry Th e fa cto in 'Yhich-:367 pe op le ar:e empl.~yttd. In ad di tio n, th er e ar e mnu tal o t· e Th s. op sh us rio va e th in s ee oy pl em e fic of 4 23 at th so , 32 3,8 is s rk wo e es th at ed oy pl em s er rk wo be r of r be m nu tal to e th of nt ce r pe 16 nts se i:e rep ff sta " · e fic of th~ is e er th r cto re di e th to n tio di ad In . ed oy pl em ers rl{ wo pf e th of r cto re di t tan sis as an , tor ec dir al nic ch 1:e t an as sis tan • su pp ly q~partment, an as sis tan t ·direGtor· of wo rk er s' uc od pr y or at ar ep pr a t, en rtm pa de n tio uc od pr a , su pp ly al nic }l. tec t, en rtm pa e d· 's er ne gi en ief ch a t, en tio n de pa rtm • • a t, en rtm pa 9e ic om on ec d an ~g ni an pl t, en rtm pa de l co nt ro r fo nt e · rtm pa de a t, en rtm pa de ial ec sp a t, en rtm $ta ff de pa .o!\ bo l ra nt ce a s, ion cis de of t en lm lfi fu of on isi rv pe su Jh e is ich wh t, en rtm pa de l cia er mm co a t, en rtm pa de g ke ep in .divided in tq tw o su b- de pa rtm en ts, nam~y: fin an ce su ba , les sa ,d an es li pp ~u r fo nt e · rtm pa de bsu d an t, en .de pa rtm duil J:? t, en ·m rt pa ~e s re sto .. t, en rtm pa de rs' ge na ge ne ra l ma t. en tm ar ep .d ly pp su s' er rk wo d an t, en tm ar p · de in·g it e or ef er th d an ies lar sa es eiv rec s tu ra pa ap is th , W ell ''m us t'' wr ite . An d se th ey go on wr iti ng an d wr iti ng . Fo r o~~ ~.a

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examp.le the carpenters' shop en1ploys 57 worl{ers ahd during '"the month of :Jant1ary it Teceived 7,000 \vritten orders. In many cases ordel"S were written wl1en no sucn wrjtten orders were required, and it is tl1e engineers who • are engaged on 'vriting these orders. Many people think that all the engineers in the_factory are engaged ip prb:.. (duction. This is ·not so. Many of thern are given qfflce work to dio ,,in the factory and ·} n the_shop. Tl1ere are still few e11gin·e ers at tl1e place of proauctibn, at the place ' they a~·e as~ where parts are manufactured, and "vhere semble·d~~ Of 'tl1e 55 engineers e1nployed at tl1e Mytishchy Wor1ts 36 a1·e empl(Jyed ih' the office, and 19 in the various sl1op.s. If you eiami11e the state of aff ai1~~ ·i n other works you will find the same thing. In most cases works directo1·s have no direct contact with the chiefs of the shops, tl1e ,only con_tact they have with· them is through the functiona.l -departments. For _ example, the shop receives its ~plan fro1t"1 tw depart111ents, fro.m t11e so-called production planning department, the function of which is ~to dete1~mi;11e the concrete taslts, and . , from the pla11ning eqonomic department whictt gives th'e shop i11structions in regard to all other items. It .very often happe11s that fhe instructio11s given by thes·e two departments tont1·adtict each .. . .•other. The existence of a large num.n er of functional 4epar.t~ ments cannot but lead to the superfluous writing~ot· docl}' rnen ts, to lack of responsibility and to indefinite le.a dership. 1 could illuslrate th!s by a number of very corr1ical exan1ples 1l>f h·OW various departments of a factory enter" into -correspondence 'vith the chiefs of shops, and how the l·a tter merely shrug their sl1oulders. An old worl{man, now the cl1ief ~f a shop i11 ~he Myfishchy W orl\.s, one~ sai.q : ''It cah"·t be helped, all this writi11g con1.es of their sitti11~ {here . nibbling t·h eir "pencils.'' (Laugh't er.) ~".. · .

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Her e ~is? an ord er sen t to thet..chie f o·f .the fou ndr y., Com1·ade l{atl{ov. Th·e man age r of· tl1e Hea lth Insp ecto r's ~Def' . paI"tment ~ demands: ''Inf or·m atio n not l~ter than 1,9 / 1:/34 0n the foll o,vi ng poin ts: the size of the sho p in -cub ic n1elres; num ber of wor l(er s emp loye d in eac h dep art·m ent and in each shif t; on cutt ing num};ler of eme ry whe els and dru ms; on mac l1in ing D::umber of eme ry whe els with ~creens; on aux iliar y p1·e1nises the n11rhtier of· f auc e·ts in the \vas h-ho use ap·d the nun 1be r of seat s i11 the lava tory ; ligh ting .in th·e sl1ops in the ,.eve ning a11d nigl 1t sl1if ts; in the fou ndr y: ,the num ber of cas·t ings and thet lof!d ~ of ihe furn ace s; how regu larl y are ove ralls dist ribu ted an'd wha t arra nge 1ne nts are ma·d e f'or laun d1. y and repa ir; mac l1in e sho p: the num ber of mol or' driv en mac hine s and tran s111issions and tota l nµn 1ber of mac hine s; in the forg e: t1umber of oil furn aces·, num ber .of stea m ham mer s and furn aces ,'' etc. The s.e en·d less \vri tten que stio nna ires an Cl doc ume nts f1"om the fu~ctionaJ dep artm ents prev ent the ' chie f of the sho p fr.o m carr ying out hjs pro per func tion of dire ctin g fhe wor k at the •sho p. Jf the }chie f of the sho p has to app ly to lhe\ man hge 1nent whe n he 'van ts ·a nyth ing don e, l1e has . to app ly .to btl1er dep a·r ·tme nts: he 11as to app ly to tl1e Hi1"ing and ' Dis· . c11arge Dep artm ent if. it is a mat.l et con cern ing wor l{er s; to the Ene rget ics Bu·reau of the Mac hine Dep arln ient 'if' it is ta mat ter of fuel ; to the SJ.Ipplies Dep artm e.nt if it 'is a mat t_e r con cern ing mat eria ls; lo' the, Pre para tory Pro duc tio11 ~Depa1·tment if 'it' is n mat ter of draw ings ; to .the Pro duc tion Dep artm ent "and Plan ning and Eco nom ic Dep artof outp ut; gram pro the ing cern con ter mat a is men t if it .. to the Wag es and Eco nom ic Sec tion if it is a mat ter cori· cerni'hg 'rate s of pay and outp ut, etc. Thi s )fun ctio nal syst em· di1~ectly lead s 1o the pos itio n fhat ·af directo1~ is relie ved of the dut y of dire ctly guid incg 1

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.the work of the· shops and occupies himself with giving " general orders. The following is .an example of an order issued by this dJrector on the organjzation of a medical-. sanitary and . chemical service in the factory. He starts Ol:lt as follows:

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capd talist world dis suffooatinig in' ithe cluitohes of the wor1d orjsis." (Loud laughter.) This iiis direct oompettltti·on with 1

Ctommde M.ain1Uilei.:a-tiyely C!llls~ for the ut~ost stren gthen ing of the techn ical letld~rshi.p* Ther ef9r~ the fl()reman, chief of the shop~ " and the ~ director of the f ac· tory can be ..xeal CQm mand ers'!,o f prod-u ction only wh.e n they lead,.. .JlOf on\y, the bµsiµ ess side, but al.~o the tech' · nical side of t~e proce~ of prtop uctlo n. ~Simult~eousLy,. the techn ical st~ff~ t,a nd pr~m.arily the forem an and chiefs~ of shop s, n;iust ~guide noJ: only.. mach ines but men, orga9 ize theii: .·Iabo ur, fix tqeir rates of ~utpu~~and tpeir piece-~ rates . In the reorg aniza tion qf indus try, and~ not ..only -0f industr y., the most impp rtant tJ:iing is:, to redu ce the nulll: per of links . in th·e m~nagement syst~iµ. ~-n place . of the old four- link sy·st.em it is Jlecessary~ to estab lish a thre~-link~ and what woul d b~ bette;'", ~ t'vo- link syste 1n, whic h I1as'L b·e en intro·d uce·d ~lreatly~in_a numbe:r; of br:J.nches~of . indµs-· try . as a resu} t Qf t}1e liquid[\tion.~ of cq·m bines and of a ., numb er qf trust s. In .accordanc~ 'vith the decis ion of the Cent ral .Corn mi t tpe,. tpe ,Peop le's ~ommissa\i~t of Heav y Indq stry has. braug l1t ~p·qut a yery GOil$iderqple r~organization of the,. .gem~nt syste m in midd le ~nd hi,g h-e r linl}.s of the mana . ' heav y indus try: A numb er of i~ranch head offic~s have b.een split up ipto smal ler u,njts for the purp ose of impr ox· ~

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ing concret~ lea·dersl1ip. A nuinher .~o'f enlerp1~ises" fla'1~ been placed directly -in cha1·ge of the People's Com'lnissa-~ riat of Heavy "Industry: Experience sh·tl,vs that the direct subordination of a nurnber of enterptises to tfie~ People's"' Commissariats is t11e ;proper ·line to take. A number s::5f trusts ahd nearly~all the combines,,have--beetl '"dissolved. The .tpossibilities t11at are opened up .by tl1e ~proper solution of' the organizational. problem ftotn the point of view of retlucing office sfaffs ·an:d ·1mprovih'"g_. tl1e ·worl< of the offices is revealed· by \vhat took·· place in the aviation indostry. 1 The Chief Aviation Industry Boa!"d liqui .. dated two tri1sts, namely} the ·Aeroplane ,.Qonstr11ction ' . Trust: and Aeroplane Engine Con$truction Trust. The , Boa~d has established direct cbnnection with tlre factories . • As a result tl1e staff& of the two trusts, num·bering 440 persons~ \Vere abolisl1ed. The inanagementr expenses of these two t1·u·sts-·an1ounted to nearly 3,000,000 iiubles: Both these trusts l1ave been dissolved, and· the~aeroplane factories are' \vorkihg ]dst ~as· well as they worl{edT before, if not better. Of course, a certain amount' of wo'rk has been dbne; E

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reorganizing the system of m.a fiagement ·or heavy in-. dustry, but especi·a lly afi:er hearing Comrade Stalin's report \Ve sl1ould least of all employ sucl1 phrases as: "'Tl1e1·e ;

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is ·a turn," '•We ·c~n observe some pro·gess.'' In spitet of the fact tl1at a number of chief boards un·d er the co11--· tro·l of the People's Commissaria_t t>f I-Ieavy Indust·ry ~ave 1 been split up in order to bring the leadership nearer to pro·d 11ction.and that a number of trusts have been dissolvetionally ·nn'\'(riel·d y. It ~ihas thirtyJn ine large units ·Of ·manag ement antl· :Sixty sectors. lThere .are head manage ment· boards of branche·s of ~industry wliicli h·av;e rio ipro:. d ·u clion base of their . owh (such ·as the Chi~f Boards of 'the" clothin g· ih·d tlstty, haberd a·s hery industr y, h.a nd·i craft industry,~ printirl g industr y, etc!~). In the 'lnajori ty of cases -the irtdU·s tties which thes.e heal! ;boaPds ..are suppos ed ~to control ·are in charge "tJf ~local .aautlrorities. Manag ement . 1neah·s the power lt-0 *distribute ,-naleri al -things, to. ·appoint and '"'d i·s ch·a rge subor~dinates, ln .a word 1o b"e \master of ln·e ;particu l-a r "eriterpr ise. Buf if a ~given iridu·s fry belongs ' to·· a~republic or to "a~· lo~l~ ~uthority, how can a. central ·inanag-e nient hoard ''manag.e '' i·t ? Of.. t:cdurse, )it would be wrong to ,:aise · tli·e questio n of transfe rring factorie s "Of natio'"nal importa nce- to loo:tl ·a uthorit ies. But 'now in.' so fdr"iaS the questio n 'of developing «acal inaustr y aiid the handic raft indu?s·t ry 1:ias ·b'"e eh -r.aised, more atrf:en\·iOil·Will liave to~ be p.a id 10 the r·egion·a l manag ement boards, fin·"ordier thia t \th,e:se shall tflOt b~~mere!'of~· rnanage me:hl organs ant ly 1append1l.g·es !but import • throug h the medium of wliich "ih~~ebpl~"s Commi ssariats inttd· the local Ex~u.tive Commi ttees could mana:ge local ~ndustri.es. At all :events 1he ·'desires of the People' s Com·:.· tnissar·iat~for tight In·dustt ies for. conque st an·d expans ion -nu'St be curbed . (A ~ voice~ 1Quite iighti) . I !do ;bot w1a bt to S'ay th·a t - we must satisfy the strivings f . ntany loc.a l ;-c omrade s: !to >secure the control o_f "' enler-

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that ate undoubtedly· of national in1portance. But th·e Penple's Commissariatsr·should to a f·ar greater extent -l'.'.ely 'on tl}e assistance of. the local soYiets and Executive €.onimittees. (Voices: Quite right.) As for the management boards whieh control :industries of national importa11·ce, they ar~ so unwieldy that actually they ~do hot manage the industries: .Ta1'e f 6t example th~ '"Chief Oott