Calculations of effectiveness, as a rule, 

 are made only after basic work is completed, 

 that is, when expenditures have already been 

 made and time and resources are spent. Con- 

 sequently, these calculations essentially 

 are directed not to substantiating the ex- 

 pediency of conducting work but to the 'just- 

 ification' of costs already incurred. "2° 



At a national round table on S&T progress, held in 

 Moscow in the fall of 1975, it was noted that the 

 dominant engineering thought of the country remains: 

 "I create technology and leave the effectiveness of 

 production to others. "30 Thus, much remains to be 

 done before substantial progress can be made in mov- 

 ing towards an intensive mode of growth and before 

 an effective strategy for using S&T can be worked out 



ACHIEVING ORGANIZATIONAL FLEXIBILITY 

 AND INSTITUTIONAL RESTRUCTURING 



In seeking ways to improve effectiveness of R&D, 

 Soviet analysts and policy makers have begun to think 

 seriously, really for the first time, about Organiza- 

 tion . Basic concepts related to organization and the 

 structural requirements of technical progress are be- 

 ing reexamined and revised. A relatively static view 

 of organizational structure as an immutable given is 

 being replaced by a more dynamic conception of organ- 

 ization as a set of complex variables about which con- 

 siderable choice can be exercised. 



Organizational design itself is becoming recog- 

 nized as a distinct and important area of expert anal- 

 ysis and management specialization. To be sure, there 

 has long been a penchant for organizational engineer- 

 ing. Almost by reflex the remedy for any problem has 

 been "to reorganize" — often without organization stud- 

 ies. Until recently, the political command simply 

 did not see any need to do anything about organiza- 

 tion, to think about organization, much less to think 



262 



