Word: latelies
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Dates: during 1960-1969
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...Party Control Commission apparatus. The Central Control Commission (and local branches) had been established in 1955 in the wake of the purge of Kao Kang. Although the Commission was staffed by some important leaders, there were few indications that it was very active in the middle and late fifties. In any event, it was clearly not so ominous an organization as those created in the Stalinist period of the Soviet Union. Furthermore, since all of its 21 members worked in the national capital, the original Control Commission seemed to be mainly a clearing house for internal Party disciplinary measures...
...other Chinese institutions. A particularly interesting case is found within the Communist Youth League, an organization regarded as the prime recruiting ground for CCP members. When founded in 1949 its leadership consisted of "youths" (mostly in their thirties) who had joined the Communists as students in the middle or late 1930's. Yet of the 60 original League Central Committee members in 1949, only seven reached the Party Central Committee elected in 1956 and 1958 (one more was already a member...
...making, and showing less concern for the opinions and experience of second- and third-echelon leaders. These tendencies are illustrated by the failure to convene plenums of the Party Central Committee, the importance of which is recognized by all students of contemporary China. For example, in the middle and late fifties, when the Communist regime seemed most flexible and rational, the plenums served as guideposts of policies and actions within China. Theoretically, plenums must be held twice a year--and the 10 plenums held from 1956 to 1962 illustrate that the requirement was largely fulfilled in those years. This stands...
...most obviously, an administrator, and, if his colleagues are to be believed, he is very good--perhaps excellent--at the job. Monro is a tireless worker, comes in early in the morning, and, more often than not, stays late at night. He has established an easy rapport with his fellow administrators; the respect for him is probably a mark of the quality of his work and his style of operation...
Monro adds to this his own stamina and omnipresence. One high member of the Administration, who has been preoccupied with academic policy questions, often consults informally with Monro late in the evening: "It would never occur to me that he wouldn't be there [in his office] working." Monro also benefits from an exceptionally close relationship with two of the most important men in the University -- the President and the Dean of the Faculty...