JPRS ID: 9417 USSR REPORT AGRICULTURE

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• Content Type: REPORTS

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JPRS L/9417
28 November 1980
- USSR Re ort
p
AGRICULTURE
CFOUO 10/80)
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JPRS L/9417
28 November 1980
USSR RE~ORT
AGRICULTURE
(FOIIO 10/80)
CONTENTS
AGRO-ECONO;ffCS AND ORGANIZATION
Rationalization of Moldavian Animal Husbaudr~ Management
_ (D. A. Andreytsev; IZVESTIYA AKADEMII NAUK
MOLDAVSROY SSR SERI~:A OB3HCHESTVENNXF~i N~~UK, At~y-Aug 801 1
_ a _ (III - USSR - 7 FOUO]
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AGRO-ECONOMICS AND ORGANIZATION
RATIONALIZATION OF MOLDaVIAN ANIMAL HUSBANDRY MANAGII~~NT
Kishinev IZVESTIYA ARADEhIII NAUK MOLDAVSROY SSR SERI~A OBSHCHESTVEtdNYKH
in Russian No 2, N,ay-Aug 80 pp 25-33 .
[Article by D.A. Andreytsev: "Aa Improvement in the Organizational Struc-
ture of Management of the Production Association in Animal Husbandry"]
[Text] The policy of the further development of specialization and concen-
trati4n in agriculture on the basis of interfarm cooperation and agrarian-
industrial integration is making new, increased demands on the system of
production management.
- A subsequent improvement in organization and management is a pr~JC,;tpal tasic
of our party's economic policy. The main directions of an improve~enL 1*~
the system of managing the economy were further de�~eloped in the decisions
of the 24th and 25th party congresses and CPSU Central Committee plenums.
An important element in an improvement in the management of the economy
- is, as was pointed out at the 25th CPSU Congress, an improvement 3n the organ-
izational structure of production management. "The selection of the best
organizational forms of specialization and concentration on the basis of
interfarm cooperation and agrarian-industrial integration with reference to
different sectors and directions of agri~culture demands particular attention
and serious examination,"* L.I. Brezhnev's report at the CPSU Central Com-
_ mittee July (1978) Plenum observed.
The large-scale specialized agricultural enterprises and associations, which
have arisen everywhere, represent an extensive field of activity for scien-
~ tific research in this sphere.
The further process of the soctalization an~ rational organization of pro-
duction and management is expressed in the creation of interfarm associations
for the production of animal husbandry products--the Kolkhozzhivprom--under
the auspices of the Moldavian SSR's rayon kolkhoz councils. They already
account for 70 percent of ineat production in the republic's kolkhoz-coopera-
tive sector and 67 percent of total purchases.
*KOI~IlriUNIST No 10, 1978.
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The interfarm animal husbandry associations have considerable advantages in
the use of labor, material and financial resources. In securing conditions
for the rational division of labor they promote its increased productivity
in every possible way. Overall planning and material-technical supply are
improved simultaneously.
An analysis of the production activity of the interfarm associations shaws
that the prime costs of their products are lower by a factor of 1.6-2.1 and
fodder expenditure by a factor of 1.7 compared with kolkhoz costs. Further-
more, the cagital-labor ratio in them is higher by a factor of 2.7 and labor
productivity by a factor of 5.3-6.8 than on the kolkhozes. Better use is
also made in the associatior.s of fixed capital. The animal husbandry of the
kolkhoz-cocperative sector has become, from a loss-making sector, a highly
profitable one as a result of the successful activity of these formations.
The findings of the scientific observations of many years' standing confirm
that the organization of management improves considerably and its efficiency
increases with the growth of the concentration of prouuction and an increase
in the volume thereof (see table).
Grouping of Moldavian SSR Kolkhozzhivprom Associations by Gross Product (1977)
Group, ~socia- No. workers Engineering- Gross product, Prof-
thousands tions in per R1 mil- technical thousands of itab- �
of rubles group lion gross personnel`s rubles ility,
product, total, proportion y
including engi- of total no. per per pro-
eering-tech- of workers,% worker duction ~
nical personnel subdiv-
sion
Below 4,000 4 105 11 10.2 9.5 921.6 13.9
4,001-6,000 10 91 9 9.8 10.9 1,659.4 16.7
5,001-8,000 8 70 10 14.5 14.3 2,191.0 24.9
8,001-10,000 5 78 8 9.9 12.9 3,020.2 30.2
Total, m average 31 81 9.5 11.4 12.3 1,978.2 22.6
The table's figures show that with an increase in the gross product in the
associations of the first and final groups of a factor of 2.5 the number of
workers per R1 million of output fell by a factor of 1.2, including manage-
ment workers by a factor of 1.3. Output per production subdivision in-
creased by a factor of 3.3 and per worker by a factor of 1.3, and profitabil-
ity increased by a factor of 2.2.
The following principles have been made the basis of the formation of animal _
husbandry associations: the sectorial affiliation of the subdivisions
incorporated in [he association, a high level of concentration and extended
intrasectorial specialization, the production-technological affinity and _
homogeneity of the manufactured product, the stable nature of the develop-
ment of production relations ~mong the cooperative enterprises constituting
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organizational-economic unity, territor;al location on a rayon scale and
others. These are determining principles and condition the arrangement and -
management structure of the association.
The animal huabandry association has an independent balance aheet and a cur-
rent account, enjoya the right of a legal entity, is endowed with the neces-
eary working and fixed capital and exerciaes its activity on the basis of
financial autonamy. It represents an organizational-legal form whereby some -
of the enterpriaes incorpora~ed in it preserve legal and economic independence
and some loae them and are ~onverted into productioa units. As far as the
organizational arrangement of the animal husbandry production association
is concerned, it incorporates subdivisions for the production of pork, beef,
eggs and poultry meat and milk and the rearing of heifers, enterprises for
the production and treatment of fodder and the procurement of livestock and
_ poultry and also animal husbandry sections of the rtyoa's kolkohzes (fig 1).
The animal husbandry association incorporates the production of such sectors
as rabbit breeding, sheep breeding, fish farming, bee keeping and others.
The efficiency of these sectora h~s increased considerably and the conditions
are being created for their transition to an industrial footing thanks to
this. In such an association only the enterprise for fodder production and
treatment and the livestock and poultry procurement center retain economic
independence, have the right of a legal entity and have an independent
balance sheet, an exclusive management machinery and a current account in
the Goabank, are independen~ in foreign relations and exercise their activity
on the basis of financial autonomy.
The production of pork, beef, eggs and poultry meat and milk and the products
. of other sectors of animal husbandrq and the resring of heifers are concen-
trated in large-scale specialized subdivisions. They include an interfarm
complex (factory) and the animal husbandry ~ectiens of the kolkhozes of the
corresponding sector. All the production units of the Kolkhozzhivprom lose
their legal independence,but the centralized management of them is combined
here with operational-economic independence. Their activity is exercised
- on the basis ~f intraproductio~i financial autonomy. The Kolkhozzhivprom
Association is of the three-step ty~e in the organizational structure of
_ production. The first step is the brigade, animal husbandry section and
sector; the second is the basic production units: factories, cnmplexes and
enterprises; and the third, highest, step is the association. The organiza- _
_ tional arrangement also predetermines the management structure.
The syetem of management of the Kolkhozzhivprom Production Aasociation repre-
_ sent a totality of the linear and functional elements ~aith the predominance
of linear management. The management mechanism insures the continuous
activity and development of the association on the basis of a single tech-
nological and economic policy and creates the best conditions for the ful-
fillment of the plan for the production and sale of products.
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The association's overall structure presupposes the management mechanism's
direct link with production in accordance with the conditions and singulari-
ties of production. This determines the functions of the managers, who
strive for the concerted nature of the interests of the enterprises and pro- -
duction units, coordinate their work and provide for the rational organiza-
tion of p.roduction and the rhythmic and concerted nature of the processes.
The management of the association is basically constructed in accordance
with the three-tier syste~: shop chief (livestock section chief), factory
(enterprise, production facility) manager and overall administrative-manager-
ial ~hinery headed by the association chairman. The chief specialist-
organizers directly manage the basic production subdivisions. They are
responsible for th~a stare of affairs in and the development of the entire
animal husbandry sphere of the rayon's kolkhoz-cooperative sector. The
combination in a single person of the positions of chief specialist and
complex (factury) manager simplifies the entire system, promotes current-
basis flexibility in settling production questions and does a~~ay with paral-
lelism and duplication in work. The principle of one-man management is
thus secured in practice, and the possibilities of the linear management
machfnery_ are extended and those ~f functional management reduced to a mini�- -
mum. The higher management levels are relieved of the need to decide in-
dividual nonfundamental production questions.
The organizational structure of the Kolkhozzhivprom association as a whole
provides for the economic, technological and territorial connection of
the subdivisions incorporated in it. Cooperation extends to the entire
production in the association in a~cordance with a closed cycle and simpli-
fies direct relations among its different production facilities. Yet this
structure is still complex and unwieldy. The imperfection of the syatem
of joint subordination entails the imprecise demarcation of the functions
of the workers of the management ~achinerq.
The subdivisions were not consolidated and a number of the most important
_ management functions was not centralized with the formation of the asaocia- -
tions. The connection between subdivisions has become more complex, but the
rights, duties and responsibility of the managers and specialists have not
been demarcated. There are also sany unsolved questions in the organization
of the labor of the management workers.
To increase the economic efficiency of the production associations of the ~
Kolkhozzhivprom we formulated proposals to perfect the organization of its
management. The status of an asaociation's production subdivisions were
defined and the need for the creation of collegial management bodies and
ne~a specialized subdivisions, the formation on the basis thereof of shop~ per
the production-technological prinC#:ple, the centralization oP the important
functions of forward management and the creation of inech~nization and elec-
. trification, material-tech~xical supply and maintenance services were sub-
stantiated, among other things. The s~stem of the ~oint subordination of the
managers and specialists was improved. These proposals were worked up in a
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Sorokskiy Rayon Kolkhoz Council Kolkhozzhivp~-om association, approved at a
_ session of the republic Kolkhoz Council Scientific-Technical Council and
- introduced in prodt~ction.
A principal direction of the improvement in the organizational arrangement
was the determination of the optimum sizes of the associations and their
� production subdivisions and the correlation of basic, auxiliary and mainten-
ance production. Studies show that with the growth of the concentration of
pork and beef production there is a considerable increase in their produc-
tion efficiency. High technological specialization and concentration, the
compactness of the territory and the introduction of progressive techniques
based on a division of labor within the complex (factory), the new organiza-
~ tion of the production process aad comprehensive mechanization (control of
the ventilation syatem, the heating of the premiaes and shipment of fodder)
were conducive to the extensive introduction of the sectorial management
etructure in the association's production subdiviaions. Inetead of produc-
tion sectors, brigades and livestock sections, the cotresponding subdivisions
were created which fulfill homogeneous processes of a single production cycle.
The shop organization of production was made the basis of them, and they are
distinguished by the type of feeding of the animals, the conditions of their
keep, the aex-age development phase, production technique and so forth. A
new technique of the rearing and fattening of cattle (from 8-10 days old)
was introduced at the beef-production factory, for example. The entire pro-
_ duction cycle was divided into three stages (periode): rearing, maturation
and fattening. Three shops were or-ganized in accordance with this. At the
hog factory (with a complete production cycle) with a capacity of 54,000
fattened hogs per year four shopa were created: for barren sows and those
in farrow and boaxs, for sucklin g sot~ with piglets, for the rearing of pig-
lets and for the fattening of hogs~
The shops operate in accordance with the financial autonomy principle and
are headed by animal specialist-praduction engineers. The ~ asic form of the
intrashop organization of labor is brigade link. This increases the workers'
responsibility for the preservation of the animals and their high productive-
aese and better uae of ineans of inechanization.
The organizational arrangemen~ of the enterprise for fodder production and
tre:atment has been improved considerably. Its principal subdivisior. is the
= fodder-production plant, which incorporates the granulated- and mixed-feed
shops.
'I'~e improvement of the organizational arrangement of the-animal huebandry
production associations has made considerable changes to the management
structure. The on-f~rm management primarilq required a strengthening of
democratic principles, the more extensive participation of the working
people in management and t~he combination of the collegial discusaion and
formulatien of d~cisions with on-the-spot lead~rship based on one-man manage-
ment. The role of ~he cnllegial management bodies increases with the com-
plication of the association's organizational structure.
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In this connection the "Model Regulations Governing the Rayon Kolkhoz Council
Animal Husbandry Production Association" further davelop such forms of the
democratic principles of management as the subdivision council, which is
~ccorded great independence. in deciding a number of production questions: -
the organiaation of labor, labor discigline, fu~fillment of socialist
pledges, introduction of progressive techniques of rearing livestock and
- po~xltry, apportioning material assistance and others. The responsibility of .
the subdivision managers and speciali.sts foz the adopted decisions has in-
cr~ased, and an opportunity has arisen for enlisting the bread~st masses of
the workers in production management. Permanent conferences and also pro-
duction-pacesetter councils, ii:ventor and production efficiencq expert
groups, an economic analysis bureau and groups of the center for assistance
to people's control have been created for this at the interfarm complexes and -
in the brigades, shops and sectors.
The .following were important measures of th~ improvement in the structure of
the management of the production association: the further centralization of
its functions, redistribution and ~emarcation among various elements and
subdivisions, the consolidation of small-acale duplicative and auxiliary
aervices and the creation of single specialized subdivisions and the grant-
ing to them of great independence in deciding long-term issues. ~
The high degree of provision with equipment and the expediency of the compre-
hensive solution of questions of the m~chanization and electrification of
production processes require the creation of a single centralized (on an
association scale) mechanization and electrification service. This ie
further explained by the fact that mar.agers and specialists of the highest
tier spend roughly 20 percent of their work time solving technical questions
and d~aling with materiai-technical supply and maintenance matters. Given
observance of all the necessary conditions, the service's basic function _
would be the elaboration and implementation of a single technological policy
in alI the association's subdivisions, the further development of scientific-
technical ~rogress and the introduction in production of new, perfected
types of equipment, mechanisms and energy carriers and rational production
techniques and organization on the basis of the mechanization and electri-
fication of production processes. The service's main task ahould be the
organiz~tion of the correct technological operation and repair of all tech-
nical and power facilities, equipment and prodLCtion engineering installa-
tions, devices and othe2 means of inechanization. The repair workshops, the
motor vehicle service depots, the power facilities, the bulk plant and other
facilities should be put under its jurisdiction.
It is essential to solve in the production association system such an im-
portant question as an impro~~ement in material-technical supply and mainte-
= nance. An analysis of the production associations' activity showed the
- expediency of centralizing the management of material-technical provision and
creating a material-technical supply and maintenance service. Supply engi-
neers, forwarding agents, service chiefs, warehousemen-storers and fire
department and municipal service workers should come under the jurisdiction
of the service manager. ' -
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The functions of planning, accounting and financial activity were centralized
and a single planning-financial service was create3 with the formation of the _
production associations, which is contributing to the more even load of the
accounts and finance workers and making it possible to exercise high-quality
and efficient superviaion of the ~ssociation's production-finance activity
and also perfect the operating aystem of on-farm accounting and combine
planning, accounting and the analysie of economic activity. The chief of
the planning-finance service coordinates the entire work on the planning
- and accounting of the association's production-finance activity. The aervice
undertakea the centralized elaboration of the association's long-term and
annual production plans and the organization of accounting and accountability
and also supervision of the expenditure of monetary-material resources as
intended.
_ An increase in the level of centralization of management is a principal mea-
~ sure for improving its structure. It cuts down oa the relations among var-
' ious subdiviaions, improves the ~oint aubordination of the management bodies -
and reduces the number of functional elementa and subdivisions.
The management structure which has evolved in the association is distinguished
by its complexity. From 17 to 20 and more people are simultaneously direct-
ly subordinate to the chairman of the production association and:up to 26 peo-
ple to the chief apecialist-organizers. This is morg than twice the con-
trollability norm, complicates management, leads to excessive work loads and _
also to the untimeliness and irregularity of the supervision of the work of
individual services, subdivisions and executants and reduces management ef- -
ficiency.
For an improvement in the management and coordination of the work of the
production subdivisions, observance of the association chairman's control-
- lability norms, relieving him of t~e need to decide secondary questions and
for concentrating attention on the main prospective problems of production
_ it ia advisable to introduce on the registered list of inembers the position
of deputy chairman with the functions of managements of the mechanization
~ and electrification service, the laboratory for determining feed quality, -
' equipment safety, material-technical supply and munici~al and routine services.
The structure of the management of the animal husbandry production associa ~
- tion is reproduced in figure 2.
The changes in the organizational arrangement and management structure en-
tail a redistribution of the functional duties of the management workers
and of the rights and responsibility among the Production subdivisions and
officials. For this reason it is necessary not only to determine the place
and role of each subdivision and management worker but also to clearly
assign functions, rights and responsibility. The introduction of compre-
hensive draft regulations governing the production units and services and
official instructions for management workers of the asaociations will insure
the more rational division of labor and an end to duplication and parallelism
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FOR OFFIC'LAL USE ONLY
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APPROVED FOR RELEASE: 2007/02/08: CIA-RDP82-00850R000300050037-3

APPROVED FOR RELEASE: 2007/02148: CIA-RDP82-44850R000300054437-3
FOR OFFICIAL USE ONLY
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APPROVED FOR RELEASE: 2007/02/08: CIA-RDP82-00850R000300050037-3

APPROVED FOR RELEASE: 2007/02/48: CIA-RDP82-44850R000300054437-3
FOR ~FFICIAL USE ONLY
' in work, improve the organization of production management and increase the
responsibility of each subdivision and management worker.
Accomplishment of the camplex of tasks for an improveffient in the organization
- ~f management in the animal husbandry associations will be a prerequisite
for the creation of a more rational management structure and will positively
- influence social production efficiency.
COPYRIGKT: '"Shtiintsa", 1979
- 8850
CSO: 1824 E~
12
FOR OFFICIAL USE ONLY
APPROVED FOR RELEASE: 2007/02/08: CIA-RDP82-00850R000300050037-3