by all subordinate organizations. These plans were
elaborated in increasing detail as they were allo-
cated down the hierarchy, eventually becoming di-
rect specific commands to individual firms, farms,
stores, and other economic organizations.
The task of directive-based centralized planning
in this system was made feasible by aggregation at
higher levels and by the delegation of elaboration
of details of the plan to subordinate levels in the
administrative hierarchy. Thus administrative or-
gans at each level of the hierarchy (central, repub-
lic, regional, local, and operational [e.g., firm, farm,
etc.]) were responsible for planning, supervision,
and enforcement, and engaged in active bargaining
with other levels in the hierarchy to develop an
agreed plan of activity that in general met the needs
and desires of the highest authorities. The result of
this administrative process bore the force of law
and was not subject to legitimate alteration or de-
viation by subordinate units, although higher au-
thorities did have the power to alter or reallocate
the assignments of their subordinates.
To work properly, this system of administra-
tively enforced implementation of commands re-
quires limiting the discretion and alternatives
available to subordinates. Thus the system, within
the areas of activity directly controlled by the state,
was essentially demonetized. Although money was
used as a unit of account and measure of activity,
it ceased to be a legitimate bearer of options in the
state sectors; it failed to possess that fundamental
and defining characteristic of “moneyness”—a uni-
versal command over goods and services. Rather it
played a passive role of aggregating and measur-
ing the flow of economic activity, while plans and
their subsequent allocation documents determined
the ability to acquire goods and services within the
state sector. Similarly, prices in the command ad-
ministrative economy failed to reflect marginal val-
uations, but rather became aggregation weights for
the planning and enforcement of the production
and distribution of heterogeneous products in a
given planned category of activity. Thus in the logic
of the command administrative economy, money
and prices become mere accounting tools, allowing
the administrative hierarchy to monitor, verify, and
enforce commanded performance.
The command administrative system in the So-
viet Union controlled the overwhelming share of
all productive activity. But the experience of war
communism, and the repeated attempts to mobi-
lize and inspire workers and intellectuals to work
toward the objectives of the Soviet Party and State,
showed that the detailed planning and administra-
tion of commands were rather ineffective in deal-
ing with the consumption, career, and work-choice
decisions of individuals and households. The vari-
ety and variability of needs and desires proved too
vast to be effectively managed by directive central
planning and administrative enforcement, except in
extreme (wartime) circumstances. Thus money
was used to provide individual incentives and re-
wards, realizable through markets for consumer
goods and services and the choice of job and pro-
fession, subject to qualification constraints. But
prices and wages were still extensively controlled,
and the cash money allowed in these markets was
strictly segmented from, and nonconvertible with,
the accounting funds used for measuring transac-
tions in the state production and distribution
sectors. This created serious microeconomic dise-
quilibria in these markets, stimulating the devel-
opment of active underground economies that
extended the influence of money into the state sec-
tor and reallocated product from intended planned
purposes to those of agents with control over cash.
The command administrative economy proved
quite effective at forcing rapid industrialization and
urbanization in the Soviet Union. It was effective
at mobilizing human and material resources in the
pursuit of large-scale, quantifiable goals. The build-
ing of large industrial objects, the opening of vast
and inhospitable resource areas to economic ex-
ploitation, and the building and maintenance of
military forces second to none were all facilitated
by the system’s ability to mobilize resources and
focus them on achieving desired objects regardless
of the cost. Moreover, the system proved quite
adept at copying and adapting new technologies
and even industries from the Western market
economies. Yet these very abilities, and the absence
of any valuation feedback through markets and
prices, rendered the operation of the system ex-
tremely costly and wasteful of resources, both hu-
man and material.
Without the ability to make fine trade-offs, to
innovate and to adjust to changing details and cir-
cumstances largely unobservable to those with the
authority in the system to act, the command ad-
ministrative economy grew increasingly inefficient
and wasteful of resources as the economy and its
complexity grew. This became more obvious, even
to the rulers of the system, as microeconomic dis-
equilibria, unfinished construction, unusable in-
ventories, and disruptions of the “sellers’ market,”
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