<P> The leadership claimed that farm workers were unhappy and produced low output because low - ranking functionaries of the Workers' Party of Korea (who expounded abstract Marxist theories and slogans) were using tactics that failed to motivate . To correct this, the leadership recommended that the workers receive specific guidance in solving production problems and be promised readily available material incentives . The Ch'ŏngsan - ni Method called for high - ranking party officials, party cadres, and administrative officials to emulate Kim Il Sung by making field inspections . The system provided opportunities for farmers to present their grievances and ideas to leading cadres and managers . </P> <P> Perhaps more important than involving administrative personnel in on - site inspections was the increased use of material incentives, such as paid vacations, special bonuses, honorific titles, and monetary rewards . In fact, the Ch'ŏngsan - ni Method appeared to accommodate almost any expedient to spur production . The method, subsequently, was undercut by heavy - handed efforts to increase farm production and amalgamate farms into ever - larger units . Actual improvement in the agricultural sector began with the adoption of the subteam contract system as a means of increasing peasant productivity by adjusting individual incentives to those of the immediate, small working group . Thus the increasing scale of collective farms was somewhat offset by the reduction in the size of the working unit . "On - the - spot guidance" by high government functionaries, however, continued in the early 1990s, as exemplified by Kim Il - sung's visits to such places as the Wangjaesan Cooperative Farm in Onsŏng County and the Kyŏngsŏn Branch Experimental Farm of the Academy of Agricultural Sciences between August 20 and 30, 1991 . Kim Jong - il carried on the tradition, despite having refused to do so before, and even expanded it to the Korean People's Army . Today Kim Jong - un continues the practices of the method . </P> <P> The industrial management system developed in three distinct stages . The first was a period of enterprise autonomy that lasted until December 1946 . The second stage was a transitional system based on local autonomy, with each enterprise managed by the enterprise management committee under the direction of the local people's committee . This system was replaced by the "one - man management system" (지배인 단독 책임 제), with management patterned along Soviet lines as large enterprises were nationalized and came under central control . The third stage, the Taean Work System (대안 의 사업 체계, Taeanŭi saŏpch'e), was introduced in December 1961 as an application and refinement of agricultural management techniques to industry . The Taean industrial management system grew out of the Ch'ŏngsan - ni Method . </P> <P> The highest managerial authority under the Taean system is the party committee . Each committee has approximately 25 to 35 members elected from the ranks of managers, workers, engineers, and the leadership of "working people's organizations" at the factory . A smaller "executive committee", about one - quarter the size of the regular committee, has practical responsibility for day - to - day plant operations and major factory decisions . The most important staff members, including the party committee secretary, factory manager, and chief engineer, make up its membership . The system focuses on co-operation among workers, technicians, and party functionaries at the factory level . </P>

Who makes the decisions about what goods to produce in north korea