By P. Hare
Examines the character and the mode of operation of the centrally deliberate economic system, assessing its strengths and the weaknesses that finally resulted in its demise.
CENTRAL making plans; Copyright; vital making plans; Copyright; Contents; creation to the sequence; Preface; checklist of Figures and Tables; 1. advent; 1.1. improvement of the belief of making plans; 1.2. Emergence of vital making plans within the Soviet Union; 1.3. The Thirties debate at the feasibility of making plans: severe evaluate; 2. making plans as a source Allocation Mechanism; 2.1. Definition of making plans: a descriptive procedure; 2.2. Definition of making plans: analytic technique; 2.3. Decentralisation; three. info and Incentives; 3.1. Horizontal and vertical info flows. 3.2. Aggregation of information3.3. Incentives and bonuses; 3.4. Game-theoretic ways to making plans; four. Organisational constitution of a deliberate financial system; 4.1. replacement organisational types; 4.2. department and nearby buildings; 4.3. Organisational constitution and financial switch; five. making plans and the Macroeconomy; 5.1. primary making plans and absence; 5.2. inner and exterior stability; 5.3. Innovation, funding and progress; Bibliography; Index.
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Extra info for Central Planning
Next we look at Japan, as an instance of a country that has pursued an industrial strategy, and then France for an example of indicative planning. Finally, we briefly review the UK’s situation, as an example of an economy with only very limited state planning; of the four cases, it is the nearest to a pure market-type economy. These four types of planning do not, of course, exhaust the possibilities. Many more types can be constructed by combining the features ( 1) to (10) in different ways, though it would not make sense to pick and choose arbitrarily since one also has to have regard to the overall coherence of the resulting system.
In other countries, where the market mechanism is an accepted part of the economic system, various forms of planning above enterprise level can be justified by appealing either to market failure, or to market distortions. We have already noted that even in a reasonably well functioning market system, the market itself might provide poor or imperfect signals to guide investment decisions, not least because of the key role of expectations in a predominantly private sector economy. In addition, especially in developing countries (but elsewhere, too), what markets there are, are frequently severely distorted by subsidies, special taxes, quantitative restrictions and the like, as a consequence of political pressures and administrative weakness.
Subsequently, the planners make observations on the economy, either directly or, more usually, by collecting information from other organisations. As a result of their observations, they may amend the plan or instruct others to modify their decisions in line with the new circumstances, while still moving the economy towards their objectives. There are always complex practical problems involved in translating a necessarily somewhat aggregated plan into detailed, operational decisions; these issues are reviewed in Chapter 3.