Agricultural Administration最新文献

The moshav multi-purpose co-operative has played a vital role in Israel's technical assistance to the developing world. However, the experience has shown that the moshav co-operative formula as shaped in Israel was in the earlier settlement projects largely unsuccessful in its application to the developing world. The relevance and suitability of the organizational form to varying conditions was only observed gradually over time. Improvements in institutional development took place by trial and error. Changes in the farm enterprise composition or market orientation resulted in the need for modifications to the organizational form selected. The need to focus and concentrate upon the appropriate organizational form both at the initial planning stage and at later points in the development process became apparent.

The lessons learnt from the experience accumulated by Israeli technical assistance overseas is that organizations should be viewed dynamically and that changes in the organizational form should be predicted by planners and decision-makers so that modifications can be introduced at optimal points in time. In this way continued effectiveness should be ensured.

A case study from northern Malawi is used to examine arguments that the efficiency and homogeneity of smallholder agriculture allow farm management analysis only a minor role in extension work. It is shown that these arguments fail to take account of the change and heterogeneity found even in apparently homogeneous and stable agricultural systems. They also ignore the contribution that management skills might make in assisting extension workers to communicate with farmers about the adoption and management of a range of appropriate technical innovations. However, the development of a positive role for farm management in extension work with smallholders continues to be limited by the absence of analytical tools suitable for use by extension workers. The means of providing more suitable analytical methods are discussed in Part 2.

Analyses the failure of the National Rural Development Project in Bunduni. When the small-scale pilot scheme was extended to cover a far wider area, its original emphasis on the development of human resources was lost to the emphasis on construction of physical infrastructure. Since this did not demand any commitment from the beneficiaries, they were not involved in its planning and development and would not thereafter accept responsibility for its maintenance. The other elements that contributed to the project's failure were the lack of political commitment, the perception of the beneficiaries needs, and the unsuccessful use of foreign consultants as a means to transfer technology. The traditional role of the aid agencies in this kind of project is examined, and suggestions put forward as to how the financial strength of the multi-lateral agencies might be combined with the flexibility of non-government agencies to achieve development objectives.

This paper explores the role of social anthropology in agricultural research and development. For the first time since the 1940s, social anthropologists are showing an interest in applying their profession to problems related to basic food production and utilization. Similarly, development agencies and agricultural research organizations are more receptive to anthropology than at any point in history. Potentials, limitations, and misconceptions of using anthropology for improving basic food production are discussed. A case study of agricultural anthropology at an international crop improvement center is described.

Rural development projects embrace a broad spectrum of professional disciplines which must be administered to facilitate convergence on relevant problems and issues. Out of a pragmatic philosophy to contribute toward teaching necessary knowledge and skills, the Rural Development Department, along with the three other departments of Bunda College, University of Malawi, were established to meet the needs of trained personnel for rural economic development, currently manifested in the National Rural Development Programme, in which most students find employment on qualifying from Bunda College. Experience of administering the Rural Development Department (1975–1978) and subsequent associations have provided case study material for Part 1.

Naturally occurring professional divergences lead to the identification of extra-departmental linkages for maintaining the Department's pragmatic and integrative functions and supporting professional interests. As a pragmatic department, the ethos of rural development is reflected in its functions and their administration. The insights thus provided may be of guidance, generally to the administration of rural development projects.

Co-operative vegetable growing and marketing schemes have been actively encouraged by the Gambian Government since the 1950s with varying degrees of success. But, there has been substantial progress in the last ten years. In 1983 an interview survey was completed of the participants in three of the schemes and the main results are summarised and discussed here. Detailed data pertaining to the background characteristics of the growers, their holdings and their co-operatives are presented. The growers potential and actual problems in production and marketing are also identified. It is concluded that the schemes have, to date, broadly fulfilled most of their stated aims and the potential barriers to further development through co-operation are discussed.

This second part of the paper looks at various factors associated with agricultural productivity, reporting and communication of research results in India. Agricultural scientists in the country are conscious of their obligation to give more importance to applied problem-solving research. A majority of the scientists have not been exposed to systematised procedures of CPM or PERT for monitoring their projects. Most of the completed projects were deemed to have been evaluated by submission of final reports and publications in journals. Institutional factors, such as availability of facilities and competent research personnel and supporting administration; personal traits like initiative, integrity, intelligence, resourcefulness and dedication; improved working conditions and opportunities for advanced studies were considered important for improving research productivity. A majority of the scientists felt that there was avoidable delay and uncertainty in getting research supplies. Problems such as lack of facilities, bureaucracy and ‘red tape’, greatly hampered the implementation of research projects.

The majority of the agricultural scientists maintained functional filing systems, and submitted their research reports as per calendar schedule to the heads of divisions or directors. However, in many cases there was no feedback to the scientists. The research records were kept mostly by the project leaders or retained in the department office. The scientists considered publications in scientific journals as the most important means of disseminating their research results and recognition of their work. Communication with their peers was mainly through exchange of reprints and correspondence.