A New Pot of Gold: Hollywood under the Electronic Rainbow, by Stephen Prince

By Stephen Prince

Dealing with an monetary drawback within the Nineteen Eighties, the Hollywood moved boldly to manage the ancillary markets of videotape, video disk, pay-cable and pay-per-view, and the main studios chanced on themselves precise for acquisition via worldwide media and communications businesses. This quantity examines the decade's transformation that took Hollywood from the creation of theatrical movie to media software.Some of the flicks mentioned during this quantity include:PlatoonDo the proper ThingBlue VelvetDinerE.T.BatmanBody warmth

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Enterprise managers are essentially autonomous units buying their inputs and selling their outputs on open markets at prices determined by the central planning board. The Chinese reform, by contrast, envisaged only a minor increase in the role of markets and the autonomy of enterprises. Although the number of mandatory targets in the enterprise plan was reduced (State Council 1957a), most power was transferred to intermediate levels of government administration. Most important, the reform did not call upon enterprises to determine their own production targets in response to prices set by a central planning board.

For example, if an enterprise requires additional capital goods (such as machine tools) or intermediate products (such as steel or nonferrous metals) to fulfill its plan, these will be allocated physically through the system of unified distribution of producer goods. Simultaneously, the state fiscal plan provides the enterprise with a budgetary grant to pay for the required machine tools or materials. The intimate relationship between the state economic plan and the budget is not confined to the industrial sphere.

Yu Wei-hsin, 14). The need for introducing some decentralization in the system of economic management was also linked specifically to the evolving strategy of economic development (Chou En-lai, 1956b; Po I-po; Chinese Communist Party 1956; State Planning Commission). Toward the end of the First Five-Year Plan, economic planners and political leaders were increasingly aware that the Soviet model of economic development, which had been adopted in the early 1950s, was not well suited to Chinese economic conditions, particularly its relatively early stage of development and quite different factor endowment.

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