以往对电视剧,谈艺术创作的多,很少谈到它的生产、经营、管理。十一届三中全会以来,短短十年,电视剧得到了飞速发展。如今,全国有数百家电视剧生产单位,年产电视剧2000多部集,年耗资匡算也要上亿元,还不包括巨额的设备器材的投资。这一不容忽视的事业规模,使得人们不能不对它的生产、经营、管理等至关重要的问题开始重视起来。说到管理,我以为应分为宏观管理和微观管理。宏观管理应是使电视剧事业在与社会经济发展相适应的规模上,健康协调地发展。具体手段就是计划与市场相结合。计划体现党和政府的意志;市场体现供求关系。再辅以必要的法规。微观管理就是各电视剧制作单位内部对自己的生产方式、生产组织等一系列具体问题的管理。它应使本单位有限的财力、物力、人 In the past on the TV series, talked about art and more, rarely talked about its production, management, management. Since the Third Plenary Session of the 11th Central Committee of the Communist Party of China, the drama has seen rapid development in just ten years. Today, there are hundreds of TV drama production units throughout the country, with an annual output of more than 2000 episodes of TV series. The estimated annual cost is also on the order of 100 million yuan, not including the huge investment in equipment and equipment. This can not be ignored the scale of the cause, so that people can not but its production, management, management and other crucial issues began to pay attention. Speaking of management, I think it should be divided into macro-management and micro-management. Macroeconomic management should enable the cause of drama to develop healthily and harmoniously on the scale compatible with social and economic development. The specific means is to plan and market combination. The plan reflects the will of the party and the government; the market shows the relationship between supply and demand. Supplemented by the necessary laws and regulations. Micro-management is the TV production unit within their own production methods, production organization and a series of specific management issues. It should make the unit limited financial resources, material resources, people