
the envy of the nationalist composers known as
the Mighty Handful, yet Tchaikovsky’s ability to
adapt native folk material to established Western
compositional structures proved more successful
than their more earnest attempts to craft from
those materials a unique native musical language.
Four Tchaikovsky masterworks, representing three
genres in which Tchaikovsky particularly excelled,
were the fruits of an unprecedented final creative
flourish: the opera Queen of Spades (1891), the bal-
lets Sleeping Beauty (1889), The Nutcracker (1892),
and the Sixth Symphony (1893).
Although Tchaikovsky’s music was deemed
bourgeois in the relatively radical period following
the 1917 Revolution, these criticisms faded in the
Josef Stalin era, when the monumental art of
the previous century once again found favor,
and Tchaikovsky was hailed as a symphonist par
excellence—the composer’s homosexuality, the per-
ceived melancholy of his music, and his conserva-
tive politics notwithstanding. Tchaikovsky died of
cholera in St. Petersburg in 1893, though a very ac-
tive party of mostly Russian researchers allege the
composer’s death was the result of a suicide brought
about by a crisis over his homosexuality.
See also: MUSIC
BIBLIOGRAPHY
Brown, David. (1978–1992). Tchaikovsky: A Biographical
and Critical Study. London: Gollancz.
Orlova, A., ed. (1990). Tchaikovsky: A Self-Portrait. New
York: Oxford University Press.
Poznansky, Alexander. (1991). Tchaikovsky: The Quest for
the Inner Man. New York: Simon and Schuster
Macmillan.
Poznansky, Alexander, and Brett Langston. (2002). The
Tchaikovsky Handbook: A Guide to the Man and His
Music, comp. Alexander Poznansky and Brett
Langston. Bloomington, IN: Indiana University
Press.
Taruskin, Richard. (1997). Defining Russia Musically: His-
torical and Hermeneutical Essays. Princeton, NJ:
Princeton University Press.
T
IM
S
CHOLL
TECHPROMFINPLAN
In the final stage of the annual central planning
process, Soviet enterprises received each year a com-
prehensive document, the techpromfinplan (tech-
nical-industrial-financial plan), which they were
required by law to fulfill. Divided into quarterly
and monthly subplans, the techpromfinplan gov-
erned the operation of the firm by specifying out-
put targets and input allocations, as well as a large
number of financial characteristics, delivery sched-
ules, capacity utilization norms, labor staffing in-
structions, planned increases in labor productivity,
and other targets. In total, as many as one hun-
dred targets were specified in the techpromfinplan,
the most important of which involved output tar-
gets. Fulfilling output targets, measured either in
quantity or value, formed the basis for calculating
bonus payments for managers and workers.
In a very broad sense, the techpromfinplan was
the means by which Soviet planners’ preferences
were implemented. Social and economic goals set at
the highest level of the political bureaucracy and
conveyed to Gosplan, the State Planning Commit-
tee, were disaggregated by sector, region, and in-
dustry, and sent to individual firms. More narrowly,
the techpromfinplan specified the scope of the firm’s
operations for the year.
The production component of the annual en-
terprise plan identified the quantity, ruble value
(valovaia produktsia), and commodity assortment
of output to be produced. Input allocations, sup-
ply schedules, capacity and resource utilization
norms, as well as other technical indicators, were
devised to support the firm’s ability to fulfill the
production targets. Current production targets
were typically based on a percentage increase in the
firm’s past performance, adjusted for quality-im-
provement targets. The process of planning from
the achieved level meant that Soviet enterprises
were subject to a “ratchet effect” in terms of quan-
tity targets.
The financial component of the enterprise plan
consisted of profitability norms, planned cost re-
ductions, credit plans for purchasing inputs, a
wage bill, and other financial indicators. The com-
prehensive nature of the financial plan paralleled
the production plan, allowing planners to monitor
the firm’s monthly and quarterly output perfor-
mance. Moreover, through the financial plan, min-
isterial officials exercised ruble control (kontrol’
rublem) over the enterprise by restricting access to
financial resources, as well as by redistributing
profits. Unlike managers of firms in market
economies, however, whose performance is mea-
sured in terms of financial indicators, Soviet man-
TECHPROMFINPLAN
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ENCYCLOPEDIA OF RUSSIAN HISTORY