The importance of planning and control of research and development expenditures is beginning to be recognized widely by management of enterprises in recent years, because of their remarkable increase owing to the progress of technology, consumption revolution and keen competition. It is very diffiicult to give a clear definition to "research and development" (RD). So, generally a marshaling of its main activities takes the place of a definition. RD is often treated in a comprehensive meaning, and, also in this treatise, in a broad sense. Even such an activity as presentation of fundamental designing for manufacturing engineers is regarded as a field of it. The research in such a meaning is classified into three parts : basic research, applied research, and research for putting to practical use. Top-management has to plan and control research activities to produce the greatest possible effects by reasonable expenditure. Nevertheless, research activities are lacking in reliable standard for planning and control, because the nucleus functions researchers perform are analysis of information, thinking, inventing and evaluation etc., for which it is difficult to find objective yardstick. Accordingly individual research activities performed by a researcher are controled by the researcher himself, but top-managements should give a major objective for such activities, coordinate them, and check degree of development at regular intervals. For these purposes, what top-management has to : 1) Determine main policy about direction of research activities. 2) Select research projects to be carried out during a period. 3) Let chief researcher of each project report on the progress made, and decide propriety of its continuation.