cooperative perspective · 2020. 5. 4. · dr. sudhir k. jain, indian institute of technology,...
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COOPERATIVE PERSPECTIVE
Quarterly Issue APRIL-SEPTEMBER 2019
Vol. 54 No. 1 & 2
Managing Editor
Dr. K.K. Tripathy, IES
Advisory Board President , National Cooperative Union Of India, (NCUI)
Chairman, National Fisheries Development Board (NFDB)
Chairman, National Federation of Urban Cooperative Banks and Credit Societies Ltd (NAFCUB) Chairman, State Cooperative Bank Federation (SCBF)
Chairman, National Agriculture Cooperative Marketing Federation of India (NAFED) Representatives of Indian Framers Fertilizers Cooperative Limited (IFFCO)
President, All India Federation of Cooperative Spinning Mills Ltd
Prof. H. M. Desarda, Former State Planning Commission Member, Maharashtra Prof. Anirudh Prasad, Former Professor, Xavier Institute of Social Service, Ranchi
Editorial Board Dr. Leisa Armstrong, Edith Cowan University, Joondalup, Western Australia
Dr. Om Yadav, North Dakota State University, Fargo, USA
Dr. Luis Teran, Professor, Armed Forces University, Ecuadar. Dr. Sudhir K. Jain, Indian Institute of Technology, Delhi
Mr. Alok Dixit, Associate Professor, Indian Institute of Management, Lucknow
Shri N.R. Bahnumurthy, Professor, National Institute of Public Finance and policy, New Delhi Dr. Harekrishna Misra, Professor, Institute of Rural Management Anand, Gujarat
DTP Assistance:
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CP Website:
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ARTICLES
• Effectiveness of Leadership on Business Performance of
Farmers Agricultural Cooperative Unions in Horo Guduru
Wollega Zone, Ethiopia ...04
Mosisa Deressa Lemmi &
S. Nakkiran
• Effectiveness of Training and Development Programs
Undertaken by Karnataka State Cooperative Federation
Limited: A Special Reference To Mysore Division ..15
CMA Trinesha T.R.
• Vibis Natural Bee Farm – A Case Study ..27
S. Dharmaraj
• Decision Support Systems for Agricultural Crop Planning
to Enhance Farmers Income ..33
S. S. Managave &
R. D. Kumbhar
• The Cooperative Society: The Next Stage of Human History
- Book Review ..41
Manisha Paliwal
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EFFECTIVENESS OF LEADERSHIP ON BUSINESS PERFORMANCE
OF FARMERS AGRICULTURAL COOPERATIVE UNIONS IN
HORO GUDURU WOLLEGA ZONE, ETHIOPIA
Mosisa Deressa Lemmi*
S. Nakkiran**
ABSTRACT
The main intent of this study is ‘to examine the level of business knowledge of cooperative leaders to
enhance Agricultural cooperatives business performances’. The study covers 96 leaders of sampled
primary agricultural cooperatives and 192 individual members of primary agricultural cooperatives from
members of Chafe buluk farmer’s cooperative union and Haragu farmers’ agricultural cooperative
union. The study hasemployed both quantitative and qualitative research approach to answer the
research question. The pertinent data related to the study was collected with the help of survey
questionnaire, key informant interview and focus group discussion from the study participants. The
pertinent data collected was analyzed with the help of descriptive statistics and inferential model called
multiple regression models. Accordingly, the study results reveal that there was a business knowledge
gap among leaders of the cooperatives and the 12variables of leader’s business knowledge (LBK) have
significant contribution on the business performances of agricultural cooperatives at 0.05significance
level. Therefore, the government and other community development partners should arrange continuous
trainings for cooperative leaders on business activities and development of business plan. These actions
will ensure the survival and productivity of the cooperatives societies and enhance better cooperatives
businesses.
Keywords: Business performance, Business knowledge, Cooperatives, Leaders, Members, Regression
Analysis.
INTRODUCTION
According to the International Cooperative Alliance ICA (1995), a cooperative can be defined as an
autonomous association of persons united voluntarily to meet their common economic, social, cultural
needs and aspirations through a jointly owned and democratically controlled enterprise. A cooperative has
been defined in various ways and terms according to the diversities of cooperative societies, different
understanding, location, the level of engagement in the line of production and function of each type of
cooperative at the global perspective. There is no universal definition of a cooperative society. However a
cooperative can be defined as an autonomous association of persons who voluntarily cooperate for their
mutual, social, economic, and cultural benefits (Najamuddeen et al., 2012).
* Ph. D. Scholar; Cooperative Department; Institute of Cooperatives and Development Studies, Ambo, Ethiopia
** Professor, Lecturer at Ambo university; Institute of Cooperatives and Development Studies, Cooperative
Department, Ambo, Ethiopia
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Leadership is a vital ingredient in the success of an organization. Leaders with a high commitment could
be crucial to the development of an environment that provides organizational effectiveness. Since
effective leaders demonstrated to be predictive of attitudes and performance in organizations, the question
raised regarding whether other leadership behaviors would also be predictive in the same way or not
(Cascio, 2010). The leadership capacity in rural cooperatives is directly related to the level of literacy
among its members, as the leaders are usually elected from the member base. In developing countries
where the education level is low, this can be a major constraint for cooperative development (Chriwa,
2005). This has been shown by the failure of African cooperatives in the past, where corrupt, illiterate and
opportunistic leaders drove the cooperatives into financial mismanagement and nepotism (Wanyama,
2009).According to Emana (2012), the leadership problems in agricultural cooperatives facing in Ethiopia
summarized into the following important areas of concern: understanding the use of financial statements,
leadership training problems, strategic planning, board/manager relations, legal responsibilities, and
performance assessment.
According to Emana (2012) The most important reasons for cooperative failure in Ethiopia includes;
shortage of trained and skilled managers, lack of understanding of the principles and approaches of
cooperatives , inability of cooperative member to cope with the modern methods and tools of production,
inadequate financing, excessive government control and lack of trust among members. A number of
leadership proficiencies problems were perceived encompassing the following: understanding role and
responsibilities, potential liabilities of directors, member relations, evaluating strategic plans, evaluating
marketing strategies, evaluating financial issues, knowing the principles of cooperatives, as well as a
thorough understanding of the mission and objectives of the cooperative.
The Major goal of all leadership development programs is to increase the role of leadership in guiding
organizations through periods of uncertainty and change. Erkutlu (2008) argues that the most commonly
used measure of leader effectiveness is the extent to which the leader’s group or organization performs its
task successfully and attains its goal. He explains the objective measure of performance or goal
attainment are available in the organization; such as profit growth, profit margin, sales increase, market
share, return on investment, productivity, cost per unit of output, etc.So, many studies were undertaken on
the roles of leadership and behaviors of leadership in different organizations across the world, but there
was no research undertaken on the effectiveness of leadership in business performance of agricultural
cooperatives. In this particular study business knowledge of leaders would be examined in primary
agricultural cooperative societies.
MATERIALS AND METHODS
This study has employed a concurrent mixed approach (quantitative and qualitative) approach due to the
nature of the study. The researcher was convinced that the design could be appropriate for this study, as it
is inclusive, and appropriate for collecting both qualitative and quantitative data for the study purpose.
The study employed Cross-Sectional survey research design and it is economical, allowing comparison of
the variables at only one point at a particular time (Saunder, 2003).
The study has employed multi stage sampling technique and accordingly, Horo Guduru Wollega zone as
an area of study selected purposively because the zone hasmore -highly functioning-agricultural
cooperative societies relative to others areas. There are two Agricultural cooperative unions in Horo
Guduru Wollega zone. The two cooperative unions comprise about 124 primary agricultural cooperative
societies. To determine sample primary cooperative societies, (Yamane, 1967) provides a simplified
formula to calculate sample sizes. This formula used to calculate the sample sizes of the study. A 95%
confidence level and P = .5 are assumed and the following formula was used.
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In general, the relevant data required for this study was collected from 288 respondents, from which 96
are chair persons of the sampled cooperative societies whereas 192 are individual members. in addition to
these, to collect qualitative data, two FGD with members of Unions’ BODs were used and managers of
respective cooperative unions were taken as KI.
The type of data used for this study was both quantitative and qualitative, which was collected from
primary and secondary data sources. Primary data was gathered from individual respondents
(chairpersons and individual members) with the help of structured survey questionnaire for primary
cooperative societies about the leadership effect on their business performance. In addition to these,
qualitative data was gathered from board members of the unions and managers of the union with the help
of interview checklists administered by the researcher. Secondary data sources were collected from
published and unpublished materials like Annual Reports, financial reports, websites, etc.
The instruments were constructed to measure the research variables such as extent of knowledge of
leaders about basic principles of cooperatives, extent of leaders’ business knowledge, leadership traits,
leadership skills and training, practices of leaders’ responsibilities and cooperatives business
performances. The pertinent data was collected from 96 sampled primary farmers agricultural cooperative
society’s chairpersons, individual members, directors and Managers of respective cooperative unions. To
get relevant, accurate and sufficient data for the research questions and objectives, structured and semi
structured survey questionnaires were useed in selected farmers’ agricultural cooperatives in the study
area. Structured survey questionnaires with five point likert scale were designed to collect pertinent
data to obtain the required result to the objectives. The 288 survey questionnaires were prepared and
given to enumerators to contact the respondents for collection of relevant data. In addition, checklists
were designed by the researcher and administered by himself. According to (Kothari, 2004), this method
of data collection is very useful in extensive enquiries and can lead to reliable results. Survey
questionnaires were designed on the following objective related issues; Basic cooperatives principles,
business knowledge, training and skills of leadership and leadership duties and rights and cooperatives
business performances. Moreover, to collect detailed qualitative data that helps to cross check the
accuracy of data and retain strategic facts to the study, interview schedule and Focus group discussion
schedule/checklist were designed.
DATA ANALYSIS
Pertinent data were collected and properly organized and prepared for codification. Following this, the
coded data were fed to SPSS software program. The data were analyzed using descriptive statistics like
frequency, percentage, mean and standard deviation. The multiple linear regression models were used for
this study and presented as follows:
Y= β0 + β1X1 + β2X2 + β3x3 +…………………… βnXn + E
RESULTS AND DISCUSSION
Demographic Characteristics of Respondents
The effective survey responses rate was 100%. Therefore, the responses were adequate for further
analysis. Upon the rate of the responses, demographic characteristics are presented as; majority of the
leaders-respondents (87.5%) were males while the rest (12.5%) of them were females. Regarding the
respondents age group, about (47.9%) of them were between 46-55 age group, (45.8%) of them were
between the age of 31-45 years, (4.2%) between the age of above 56 years and (2.1%) between the age of
18-30 years. From 96 sampled leaders, about (50%) of them have elementary school education level,
about (22.9%) of the leaders were secondary school complete, and about (27.1%) of leaders were illiterate
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who have no formal education. Regarding committees work experience, about (25%) of the leaders did
have 3-4 years’ experience, (9.4%) of them had 1-2 years’ experience as a committee and (7.3%) of
leaders had less than one year and (6.2%) of the leaders have 2-3 years committee experience
respectively.
Leader’s Business Knowledge To Enhance Cooperatives Business Performances
In cooperatives, leadership involves a process of reaching consensus and then following through with the
group‘s decision. Internal leadership is, therefore, crucial in the implementation of policies and activities,
which continually enhance the operations of the cooperatives. Leadership and management, as being
important in the effectiveness of cooperatives, should be considered. The board should be able to resolve
or choose between the interests of members and to set the overall policies of the organization. Correct
decisions and strategies will help to lower the costs associated with these activities; such as the cost of
production, decision making and other activities.
Table 1: Extent Of Leader’s Business Knowledge To Enhance Business Performances
No Leaders
1 2 3 4 5
Fr. % Fr. % Fr. % Fr. % Fr. %
1 Understand cost/benefit 8 8.3 44 45.8 26 27.1 16 16.7 2 2.1
2 Knowledge of risk
identification
4 4.2 44 45.8 28 29.2 12 12.5 8 8.3
3 Knowledge of cash flow
management
18 18.8 24 25 38 39.6 10 10.4 6 6.3
4 Knowledge of risk
management
11 11.5 35 36.5 35 36.5 9 9.4 6 6.3
5 Ability of future budget
forecast
9 9.4 25 26 19 19.8 37 38.5 6 6.3
6 Understand components
of financial plan
6 6.3 19 19.8 39 40.6 24 25 8 8.3
7 Leaders organize
bargaining of
agricultural outputs
3 3.1 17 17.7 33 34.4 36 37.5 7 7.3
8 Leaders search market to
members output
8 8.3 11 11.5 28 29.2 39 40.6 10 10.4
9 Understand use of agri-
inputs in productivity
0 0 18 18.8 25 26 19 19.8 34 35.4
10 Surplus distributed to
patrons as their
transaction
4 4.2 23 24 32 33.3 24 25 13 13.5
11 Aware own strength &
weakness in financial
decision making
7 7.3 21 21.9 34 35.4 30 31.3 4 4.2
12 Financial statements
disclosed to members
5 5.2 30 31.3 34 35.4 26 27.1 2 2.1
13 Able to prepare the
society’s yearly budget
4 4.2 31 32.3 33 34.4 26 27.1 2 2.1
Source: Survey data, 2019
Note: 1-strongly disagree, 2-disagree, 3-Undecided, 4-Agree, 5-Strongly agree, Fr.-Frequency, %-Percentage
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As the above table1 reveals, majority i.e., about 45.8% and 8.3% of respondents disagree and strongly
disagree respectively, about the leaders understanding of cost/benefit analysis in the business
undertakings and also about 27.1% of respondents undecided about their understanding of cost/benefit of
their cooperative businesses. Only about 16.7% and 2.1% of respondents agree and strongly agree to their
understanding of cost/benefit of their businesses in their cooperatives. From this result one can deduce
that, there is a problem among leaders of the cooperatives in understanding cost/benefit issue of
cooperative businesses and this problem in turn affect the performance of the cooperative business
activities.
To ensure the success of business of every organization, risk identification and management is so vital.
Accordingly, the above table 7 shows, about 45.8% and 4.2% of respondents opined as disagree and
strongly disagree respectively, about their knowledge of risk identification, and about 29.2% of
respondent’s undecided about their knowledge of risk identification respectively. Contrary to these, about
12.5% and 8.3% of respondents respectively, responded as agree and strongly agree with leader’s
knowledge of risk identification at their cooperatives. From this result one can conclude that, there is a
knowledge gap among leaders of the cooperatives in identifying risks in their cooperative businesses and
this problem in turn affects the performance of the cooperative business activities.
Regarding the respondents Knowledge of cash flow management, about 18.8% and 25% of respondents,
strongly disagree and disagree respectively and about 39.6% of respondents opined as undecided about
their knowledge of cash flow management, while the rest 10.4% and 6.3% of respondents respectively,
replied as agree and strongly agree with their knowledge of cash flow management. This result indicates
that, majority of the leaders have a knowledge gap of cash flow management in their cooperatives and this
fact negatively affects their decision making activities and business performance of the cooperatives.
Leaders are responsible to control risks in business organizations through risk identification and
management activity. Accordingly, about 36.5% and 11.5% of leader respondents respectively, disagree
and strongly disagree with their knowledge of risk management. Moreover, about 36.5% of respondents
opined as undecided about their knowledge of risk management in their cooperatives. Only the rest 9.4%
and 6.3% of respondents respectively, agree and strongly agree with their knowledge of risk management
in their cooperative business. This shows significant number of leaders demonstrated knowledge gap to
manage risk of the cooperative businesses at optimum level and take the cooperative business forward.
Regarding leaders ability of future budget forecasting, about 26% and 9.4% of leader respondents
respectively, were disagree and strongly disagree with the idea, and 19.8% of participants opined as
undecided about their ability of future budget forecasting in their cooperative society. Whereas, about
38.5 and 6.3% of respondents replied as agree and strongly agree respectively. From this result one can
deduce that, there is a significant problem of future budget forecasting among leaders of the cooperative
societies under investigation, and this fact highly affects the success or benefits of the members.
Regarding leaders understanding about components of financial plan, about 19.8% and 6.3% of leader
respondents respectively were of the opinion as disagree and strongly disagree, and about 40.6% of
participants opined as undecided about their understanding of financial plan in their cooperative society.
Whereas, about 25% and 8.3% of respondents replied as agree and strongly agree respectively. From
these result one can conclude that, there is a problem of understanding components of financial plan
among leaders of cooperative society. Financial plan is very important for proper functioning of the
cooperative business activities and this problem highly affects the success or benefits of the cooperative
members.
To ensure economic benefits of cooperative members their agricultural output could be collected at the
market price and sold at the right price at the right time and members gain dual benefits. Accordingly,
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leaders practices in bargaining of agricultural output was seen; about 17.7% and 3.1% of respondents
respectively were disagree and strongly disagree about their performance in bargaining of agricultural
output of cooperative members and also about 34.4% of respondents were opined as undecided about the
leaders practices in bargaining of agricultural output, while the rest 37.5% and 7.3% of respondents
opined as agree and strongly agree with the idea respectively. This shows, there is some gap with leaders
of agricultural cooperative society in organizing the bargaining of agricultural output and this directly
affects the economic benefits of individual members of the cooperatives.
Regarding market search to members agricultural output; about 11.5% and 8.3% of the respondents
respectively were disagree and strongly disagree with their practices of searching the right market to
members agricultural output and about 29% of respondents were undecided about searching search of a
right market to agricultural output of the cooperative members. Whereas, the rest 40.6% and 10.4% of
respondents were agree and strongly agree respectively. From this result one can deduce that about 20%
of leaders were not good in searching the right market for member’s products and about 29% of
respondent’s undecided about market search. Increase of agricultural output is meaningless unless
supported with right market and right market price.
Regarding leaders understanding of the use of agricultural inputs in productivity; about 19.8% and 35.4%
of respondents opined as agree and strongly agree with their understandings of the use of agricultural
inputs in increasing agricultural productivity. About 26% of respondents were opined as undecided about
the concept. Moreover, about 18.8% of respondents were opined as disagree. Even though majority of
leaders understand the use of agricultural inputs in increasing agricultural productivity, still some
participants understanding about the use of agricultural inputs in productivity have some problems.
Regarding distribution of dividend based on patrons proportional transaction, about 25 % and 13.5% of
respondents respectively, were agree and strongly agree with distribution of dividend to member patrons
based on their equitable participation. Likewise, about 33.3% of respondents were undecided about the
distribution of dividend. Moreover, about 24% and 4.2% of respondents opined as disagree and strongly
disagree respectively to the distribution of benefits based on equitable participation. From this result one
can understand the availability of problem on dividend distribution to member patrons based on their
participation in their cooperatives and this issue severely affects economic benefits of members and the
cooperative performance respectively.
As the table 1 indicates, about 21.9% and 7.3% of respondents respectively, disagree and strongly
disagree with the leader’s awareness about their strength and weakness on financial decision making.
Moreover, about 35.4% of respondents were undecided about leader’s awareness about their strength and
weakness of financial decision making in their cooperative society. Contrary to these, about 31.3% and
4.2% of respondents opined as agree and strongly agree on the idea respectively. This clearly shows some
leaders of cooperative societies under the study have problem of awareness about their strength and
weakness in financial decision making. The knowledge of financial decision making is vital for running a
successful business, but lack of such knowledge highly affects business performance of the cooperatives
and economic advantage of the individual members.
As a principle, financial statements of the cooperatives should be disclosed to everybody who need it,
accordingly about (31.3%) and (5.2%) of respondents respectively, opined as disagree and strongly
disagree about financial statement disclose to members of the cooperatives, and similarly about (35.4%)
of respondents opined as undecided about the idea. Whereas, about (27.1%) and (2.1%) of respondents
respectively, were agree and strongly agree with financial statement disclose to the members. From this
result one can understand that, there is a problem of disclosing the financial statements the cooperatives to
members, and this problem affect transparency and cooperation among members and leaders of the
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cooperative society and this in turn affects the business performance of the cooperative society and
economic benefits of the members respectively.
As it is stated in the bylaws of cooperative society, leaders are expected to prepare the yearly work and
financial budgeting for the societies. Accordingly, on this particular point, about 32.3% and 4.2% of
respondents respectively, were disagree and strongly disagree about leaders ability of preparing the
society’s work and financial budgeting. About 34.4% of respondents were undecided about the issue.
Whereas, about 27.1% and 2.1% of respondents respectively, were opined as agree and strongly agree
with leader’s ability to prepare the society’s work and financial budget properly. This result shows us that
leaders of the cooperative society have problem of ability to prepare work and financial budgets and this
problem in turn highly affects the performance the business in general and the individual member in
particular.
Table 2: Descriptive Statistics of Leader’s Business Knowledge (LBK)
Descriptions of variables
N Mean Std.
Deviati
on
Skewness Kurtosis
Statistic Statistic Std.
Error
Statistic Statistic Std.
Error
Statistic Std.
Error
LBK1 knowledge of business
cash flow management 96 2.60 .112 1.100 .262 .246 -.348 .488
LBK2 knowledge of risk
identification 96 2.75 .104 1.016 .770 .246 -.085 .488
LBK3 knowledge of risk
management 96 2.63 .104 1.018 .508 .246 .092 .488
LBK4 future budget forecast
and yearly budget development 96 3.06 .115 1.131 -.258 .246 -.991 .488
LBK5 understand the
components of financial plan 96 3.09 .104 1.016 -.068 .246 -.321 .488
LBK6 coops bargain
agricultural output of members 96 3.28 .097 .948 -.293 .246 -.351 .488
LBK7 capacity to search
market to agricultural output of
members
96 3.33 .110 1.083 -.601 .246 -.182 .488
LBK8 knowledge of the use of
agricultural input in
productivity
96 3.72 .116 1.140 -.209 .246 -1.399 .488
LBK9 surplus distributed to
patrons based on their
transaction
96 3.20 .110 1.082 .053 .246 -.744 .488
LBK10 aware of own strengths
and weaknesses in financial
decision making
96 3.03 .102 1.000 -.257 .246 -.519 .488
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LBK11 Financial statements
are disclosed to members 96 2.92 .100 .981 .170 .246 -.511 .488
LBK12 aware of budget year
preparation 96 2.91 .094 .919 .023 .246 -.744 .488
LBK13 have knowledge &
capacity of leading the coops 96 3.11 .085 .832 -.331 .246 1.069 .488
Valid N (list wise) 96
Source: Survey Data, 2019
Table 2 above describes that, the respondents perceived the leaders business knowledge (LBK) as very
essential component to cooperative business performance. Cooperative Leaders are expected to have
good business understanding to take the cooperative business forward and improve the socio-economic
status of the cooperative members. The high mean score indicates that leaders of the cooperatives have
better knowledge of running cooperative business. Accordingly, leaders knowledge of the role of
agricultural input in agricultural productivity and leaders capacity to search market to members
agricultural output have the mean values of Ⱦ=3.372 and 3.33 respectively. Awareness of leaders about
bargaining of agricultural output and surplus distribution to members based on their transaction have
mean values of Ⱦ=3.28 and 3.20 respectively. Other four variables like knowledge of leaders budget
forecast and yearly budget development, leaders understanding of components of financial plan, leaders
awareness of own strengths and weaknesses in financial decision making and knowledge and capacity
of leading the cooperative have the mean score of Ⱦ=3.06, 3.09,3.03 and 3.11 respectively. The
remaining five variables have the mean score between Ⱦ=2.60 and 2.92. From these results one can
understand that, business knowledge of cooperative leaders is not sufficient to strategically run a
business in this very competitive business environment. In addition to this, both key informants opined
that the knowledge level of cooperative leaders on running business is very low and challenging.
REGRESSION ANALYSIS
Table 3: Model Summary
Mo
del
R R
Square
Adjusted
R
Square
Std. Error of
the Estimate
Change Statistics
R Square
Change
F Change df1 df2 Sig. F
Change
1 .807a .651 .375 .263 .651 2.356 42 53 .002
a. Predictors: (Constant), Leaders Business Knowledge
b. Dependent Variable: Business Performance
In this case the value of R2 = .651 and this means that the model explains 65.1% of the variance in
dependent variable (BP). Several residual statistics can be used to assess the influence of a particular case.
If a case does not exert a large influence over the model, the adjusted predicted value is very similar to the
predicted value when the case is included (Field 2009).
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Table 4: ANOVAa
Model Sum of Squares Df Mean Square F Sig.
1
Regression 3.281 16 .205 2.244 .010b
Residual 7.219 79 .091
Total 10.500 95
a. Dependent Variable: Business performance
b. Predictors: (Constant), Understand cost/benefit, Knowledge of risk identification, Knowledge of cash
flow management, Knowledge of risk management, Ability of future budget forecast, Understand
components of financial plan, Leaders organize bargaining of agricultural outputs, Leaders search market
to members output, Understand use of agri-inputs in productivity, Aware own strength & weakness in
financial decision making and Financial statements disclosed to members
The above ANOVA table reveals us that, the “F” statistic for the model has a significance level of 0.00.
This entails that at least one of the correlation between each of the independent variables are not equal to
zero.
Table 5: Coefficient
Model Unstandardized
Coefficients
Standardize
Coefficients
T Sig.
B Std. Error Beta
1
(Constant) 1.064 .354 3.440 0.001
Understand cost/benefit -.152 .059 -.358 -2.564 0.012
Knowledge of risk identification .056 .056 .147 1.007 0.017
Knowledge of cash flow management -.042 .049 -.130 -.873 0.015
Knowledge of risk management .118 .045 .412 2.606 0.011
Ability of future budget forecast -.164 .049 -.496 -3.308 0.001
Understand components of financial
plan .071 .043 .197 1.650 0.003
Leaders organize bargaining of
agricultural outputs .004 .058 .008 .062 0.051
Leaders search market to members
output .055 .053 .133 1.033 0.005
Understand use of agricultural-inputs in
productivity .090 .058 .232 1.564 0.022
Surplus distributed to patrons as their
transaction -.053 .044 -.168 -1.202 0.033
Aware own strength & weakness in
financial decision making -.066 .046 -.208 -1.454 0.050
Financial statements disclosed to
members -.020 .058 -.042 -.341 0.034
.015 .045 .040 .331 0.042
a. Dependent variable: Business performance
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All variables of the leader’s business knowledge are significant at 0.05 significant levels. This result tells
us that leader’s business knowledge has significant impact on business performances of the cooperative
societies in the study area.
CONCLUSIONS
The results of the study indicate that there is a knowledge gap among leaders of the cooperatives about
importance of basic cooperative principles in achieving better business performance in cooperative
organizations. The leader’s business knowledge gaps affectthe cooperatives’ business performances in the
study area. The leader’s business knowledge gaps are concerning cost/benefit analysis, risk
identifications, cash flow management, financial plan components, bargaining agricultural output,
searching markets, and preparation of financial budget. Variables of the cooperative leader’s business
knowledge have the mean value ranging from (Ⱦ=3.57 to3.04). As the results of the study indicated,
cooperative leaders have problem of leadership skill and training, to smoothly run the business of their
cooperatives. The cooperative leaders demonstrate gapspertaining to commitment to their cooperatives;
business knowledge, lack initiation/motivation to perform their duties, leadership loyalty, leadership
integrity, leadership selfishness, management knowledge, corruption, and leadership accountability.
To improve the cooperative leader’s business knowledge in the cooperatives, the government and other
community development partners should arrange and provide continuous training for committees of
cooperatives and undertake awareness creation for the large members about cooperative principles and
business concepts.
Acknowledgement
The author acknowledges Professor S.Nakkiran (PhD), for his unwavering support, guidance, and
mentoring throughout this life-changing experience. I also want to thank the study interviewees for their
open, honest, and frank answers, and for the considerable time and insight they dedicated despite their
already tight schedules.
I am deeply indebted to Ministry of education for research funding in cooperation with Ambo University
for successful completion of the study. I also need to acknowledge Wollega University for the scholarship
opportunity given for me during all my study period. I also need to acknowledge my parents for their
relentless teachings on the value of words of GOD, hard work, and discipline.
REFERENCES
Cascio, Robert, Babu John Mariadoss and Nacef Mouri (2010), “The Impact of Management
Commitment Alignment on Salesperson’ Adoption of Sales Force Automation
Technologies: An Empirical Investigation,” Industrial Marketing Management, 39, 1088-
1096.
Emana, B. (2012). Cooperatives Movement in Ethiopia. Uganda. Available fromhttp://www.fes
Erkutlu, H., (2008). ‘The impact of transformational leadership on organizational and leadership
effectiveness’, Journal of management development, 27 (7):708-726.
International Cooperative Alliance. (2012). Blueprint for cooperative decade. Retrieved from
http://ica.coop/en/ publications/ blueprint-co-operative-decade.
14
Karamat. (2013): Impact of Leadership on Organizational Performance, Research paper, D&R Cambric
Communication.
Kothari, C.R. (2004). Research Methodology; Method and Techniques. 2nded. New Delhi: new age
international (p) limited, publishers.
Najamuddeen, G. Abubakar, B.Z. Kebbe,M.G,Magaji, A.S. and Ukashatu S. (2012), Role of
Cooperative-Societies in Community Development in Sokoto Metropolis, Sokoto State
Saunders, (2003). Research Methods for Business Students, 5th Ed. Harlow, England. Pearson Education
Ltd
Saunders, (2003). Research Methods for Business Students, 5th Ed. Harlow, England. Pearson Education
Ltd
Wanyama F, Develtere P, Pollet I. (2009). Reinventing the wheel. African cooperatives in a liberalized
economic environment. Annals of Public and Cooperative Economics. 80(3): 361392
Yamane, Taro. (1967): Statistics: An Introductory Analysis, 2nd Ed., New York: Harper and Row.
***
15
EFFECTIVENESS OF TRAINING AND DEVELOPMENT PROGRAMMES
UNDERTAKEN BY KARNATAKA STATE COOPERATIVE FEDERATION
LIMITED: A SPECIAL REFERENCE TO MYSORE DIVISION
CMA Trinesha T.R.*
ABSTRACT
Cooperative movement in India and even at the state level in Karnataka has played an important role in
rural development, and the welfare of stakeholders of the cooperative societies. Co-operative movement
has continuously put it efforts by focusing towards development of cooperative set-up, and thereby
achieving welfare of the rural folk, based on their occupation. It provides a plat form for member
participants to find the solution in economic manner (welfare) through helping themselves within the
groups. For success of any enterprise or at least from sustainability point of view, there is a need of
effective training and development of human resources, to look after its state of affairs and ultimately to
enhance the performance. The present research is undertaken to know the effectiveness of training and
development programs adopted by Karnataka State Cooperative Federation Ltd. To achieve the aforesaid
objectives, data is gathered from 200 respondents randomly. It is found that most of the employees are
satisfied with training and development programs adopted by Karnataka State Cooperative Federation
Ltd. Employees of cooperative societies, in operations confined to Mysore Division, are considered for the
purpose of research in respect of training and development programs, helping the employees to increase
efficiency in their job.
Keywords: Effectiveness, Training and Development, Professionalism, Karnataka State Cooperative
Federation Ltd, Cooperatives of Mysore Division
INTRODUCTION
Today, in an era where many people believe that no power may change their lives, cooperatives represent
a strong, vibrant, and viable economic alternative. Cooperatives are structured to meet peoples’ mutual
needs. The successful example of cooperative business provided by the Rochdale Society; which also
established between 1850 and 1855, a flourmill, a shoe factory, and a textile plant, was quickly emulated
throughout the country. More than 400 British cooperative associations, modeled after the Rochdale
Society, were in operation by 1863. Thereafter, the English movement grew steadily, becoming the model
for similar movements worldwide. Notable among the European countries in which consumer cooperation
received early popular support were France, Germany, Belgium, Austria, Italy, Denmark, Finland,
Norway, and Sweden (Abell, 2004).Co-operation facilitates mass voluntary participation in an organized
way to enlist the support of millions of small farmers, artisans, craftsmen, and cottage and small- scale
enterprises (Jha, D. (1969).In fact, Co-operation in India has been recognized as part of the pattern of
Indian socialism, especially interpreted in terms of rural society (Margaret, 1981). Co-operation thus, has
a very significant role to play in any program of social and economic development of an underdeveloped
country like India.
* Research Scholar & Assistant Professor, Maharani's Women's Commerce & Management
College, Mysure
16
TRAINING AND DEVELOPMENT
Training: The aim of any training program is to provide instruction and experience to new employees to
help them reach the required level of performance in their jobs quickly and economically. For the existing
staff, training will help develop capabilities to improve their performance in their present jobs, to learn
new technologies or procedures, and to prepare them taking on increased and higher responsibilities in the
future.
Development: Employee Development Programs are designed to meet specific objectives, which
contribute to both employee and organizational effectiveness. There are several steps in the process of
management development. These include; reviewing organizational objectives, evaluating the
organization’s current management resources, determining individual needs, designing and implementing
development programs and evaluating the effectiveness of these programs and measuring the impact of
training on participants’ quality of work life.
Definitions of Training and Development
According to the Michael Armstrong, “Training is systematic development of the knowledge, skills and
attitudes required by an individual to perform adequately a given task or job”.
According to the Edwin B Flippo, “Training is the act of increasing knowledge and skills of an employee
for doing a particular job.”
Dale S Beach defined “Training is usually considered as the organized procedure by which people gain
knowledge and increase skill for a definite purpose”
Differences between Training and Development: Employee training is different from management
development or executive development. While the former refers to training given to employees in the
operational, technical and allied areas, the latter refers to developing an employee in the areas of
principles, and techniques of management, administration, organization and allied ones.
Area Training Development
Content Technical skills and Knowledge Managerial, Behavioral Skills and Knowledge
Purpose Specific and Job Related Conceptual and General Knowledge
Duration Short term Long term
For Whom Technical and Non-Managerial
Personnel
Managerial Personnel
TRAINING& DEVELOPMENT POLICIES:
An employee training and development policy may also be referred to as Staff Training and Development
Policy or Employee Development Policy. Employee Development Company Policy refers to the
organization’s learning and development programs and activities. In the modern competitive
environment, employees need to replenish their knowledge and acquire new skills to do their jobs better.
This will benefit both-the employees and the company. Organization wants its employees to feel confident
about improving efficiency and productivity, as well as finding new ways towards personal development
and success. This policy applies to all permanent, full-time or part-time, employees of the company.
Employees with temporary/short-term contracts might attend trainings at their manager’s discretion.
17
Policy elements cover employees, managers and the Human Resources (HR) should all collaborate to
build a Continuous Professional Development (CPD) culture. It’s an employee’s responsibility to seek
new learning opportunities. It’s a manager’s responsibility to coach his/her teams and identify employee
development needs and HR’s responsibility to facilitate any staff.
TRAINING AND DEVELOPMENT PRACTICES
Generally training and development practices include, the usual practices concerning the designing of
training and development programs, training need analysis, methods of training and development and
inputs of training and development of programs. These variables have been explained below:
(a)Designing of Training and Development Programs
Well-designed training policies are vital for the success of any organization. This helps organizations to
have structured training programs. Designing of training and development programs is very challenging
task for any organization. Generally, the process of designing of training has a set of sequential steps that
need to be adopted for a successful training program. Designing of training primarily starts with need
analysis, helps to assess the needs of employees to perform the job.
Figure: Training Process
Need analysis for CEOs comprises of operational guidelines to perform the job, flow of authority,
communication, span of control, co-ordination, execution of various function as CEOs specifically, to
perform operational functions such as meeting arrangements for members of co-operatives, conducting
election process, maintenance of books of accounts, in understanding the legal requirements stipulated to
perform functions as CEOs. Designing of training and development programs are not only based on the
requirements of employee needs, but also as per the requirements of organizations. While designing
training programs, after analyzing needs of the employees, the organization has to ensure readiness of the
employees to undergo training by ascertaining whether employees are provided with physical and other
supportive facilities by the federation besides, encouragement of the cooperatives by allowing CEOs to
attend the training. Creating learning environment is very essential for federations while designing
training. This would comprise of location of training, convenience of training venue, class rooms, team of
trainers, quality of training, study material used and its standard, etc. Once the basic preparations are
made, organizations need to know whether the training reached the employees. Despite organization
expending a great deal of effort in setting up training and development programs, comparatively little
18
attention is paid to developing of evaluation plan, that helps to know its adaptability. As a result of the
phased process of designing, selection of training method is required, such as on the job training or off the
job training. It may also be assessed if any special training could be conducted.
(b)Training Need Analysis
Training Needs Analysis (TNA) is the process in which the company identifies training and development
needs of its employees so that, they can do their job effectively. It involves a complete analysis of training
needs required at various levels of the organization. TNA is usually part of the appraisal process and at the
end of the year an employee has to complete all the training and development needs identified by the
manager. Technology is changing at a very fast pace and so are the training and development needs of
employees. It helps in grooming employees for the next level. It helps the manager to identify key
development areas of his/her employees. With proper training and development, the productivity
increases manifold.
There are many aspects when managers are identifying training needs of their team members. Firstly, the
managers need to identify what skill set is required to complete the job or the process. Second, is to assess
existing skill levels of the team members, and lastly, determine the training gap. Training gap is defined as
the difference between the skills required to complete the job and existing skill set of any particular team
member.
Types of Needs Analysis
Many need-assessments are available for use in different employment contexts. Sources that can help you
determine which need-analysis is appropriate for your situation, are described below:
• Organizational Analysis. An analysis of the business needs or other reasons for which the
training is desired. An analysis of the organization's strategies, goals, and objectives. What is the
organization overall trying to accomplish? The important questions being answered by this
analysis are who decided that training should be conducted, why a training program is seen as the
recommended solution to a business problem, what the history of the organization has been with
regard to employee training and other management interventions.
• Person Analysis. Analysis dealing with potential participants and instructors involved in the
process. The important questions being answered by this analysis are who will receive the
training and their level of existing knowledge on the subject, what their learning style is, and who
will conduct the training. Do the employees have required skills? Are there changes to policies,
procedures, software, or equipment that require or necessitate training?
• Work analysis / Task Analysis. Analysis of the tasks being performed. This is an analysis of the
job and the requirements for performing the tasks involved. Also known as a task analysis or job
analysis, this analysis seeks to specify the main duties and skill level required. This helps ensure
that the training which is developed will include relevant links to the content of the job.
• Performance Analysis. Are the employees performing up to the established standard? If
performance is below expectations, can training help to improve this performance? Is there a
Performance Gap?
• Content Analysis. Analysis of documents, laws, procedures used on the job. This analysis
answers questions about what knowledge or information is used on this job. This information
comes from manuals, documents, or regulations. It is important that the content of the training
19
does not conflict or contradict job requirements. An experienced worker can assist (as a subject
matter expert) in determining the appropriate content.
• Training Suitability Analysis. Analysis of whether training is the desired solution. Training is
one of the several solutions to employment problems. However, it may not always be the best
solution. It is important to determine if training will be effective in its usage.
• Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective training
results in a return of value to the organization that is greater than the initial investment to produce
or administer the training.
Karnataka State Co-operative Federation(KSCF):
In Karnataka, the Karnataka State Cooperative Federation established under the 1959 Act is a federation
of District Cooperative Unions, Apex Federal Cooperatives, Cooperative Sugar Factories and Cooperative
Spinning Mills. The Governing Council manages the business of the federation and it consists of 15
members. Managing Director and Secretary are appointed by the Government.
Cooperative education fund contributed by the members of the Federation is the main financial resource.
Every co-operative society shall pay its contribution to the Karnataka State Cooperative Federation within
thirty days from the date of its annual general meeting. All contributions made by the cooperative
societies towards co-operative education fund, grants received from the Government of India or the State
Government and donations, if any, made by any person shall be credited to the cooperative education
fund. The cooperative education fund shall be maintained and administered by the Karnataka State
Cooperative Federation Limited for such programs and in such a manner as may be prescribed. The
cooperative education fund is utilized mainly for the purpose of promotion of the cooperative movement
in the State and specifically for providing training and development, education to the members, directors
and employees of the cooperative societies.
REVIEW OF LITERATURE
In every study a good literature review does not only provide knowledge about what has been done in the
research area but also strengths and weaknesses upon which one can also build an insightful and
purposeful study.
Researcher has gone through various studies in the area of relevance of cooperative training and
development for the success of cooperatives. Following are the selected review of literatures from various
research papers, and theses which makes sense to undertake the research of the selected topic and helps to
determine gap of research and relevance of the selected topic:
Lynton and Pareek (1972) stated in an article on ‘Training and Development and Evaluation’ that the
trainers are key in designing of training. They should share their own experience as a trainer felt during
training delivery period and they should also consider evaluation process under the pre-training and post-
training phases with each having implications for the training design.
Paranjape (1980) in his study on ‘Analysis of training for better organizational performance’, has stated
that medium scale organizations should put conscious efforts in introducing training scheme by due
consideration to organizational requirement. The study has also stated that the employees were happy
with the training arrangements by the company and led to positive correlation between training activities
with organizational performance.
20
Sharma and Jain (1990) has pointed out in their study that option of Trained and dedicated workers but
no capital should be selected than the option of untrained workers in newly established co-operatives.
The Times of India (2000) conducted a study on managerial issues in cooperatives and found that 50 per
cent of cooperatives were dormant in the country mainly due to inadequate availability of timely credit,
lack of managerial expertise, inadequate marketing support and inefficient training to create committed
staff.
Mohan Mishra in his publication on “Role of Apex Cooperative Federations in Liberal Market Regime”
has stated that a federation needs to promote and nurture value based management among its members as
a prerequisite condition. It should organize a series of training programs to equip board members of the
cooperatives with knowledge and understanding of their roles and responsibilities as the key elements of
good governance.
Above review of literatures has revealed that there is scope for training and development of employees of
cooperatives, and is very much needed due to job requirements; to understand nature of the job and its
operation, and to accomplish managerial tasks. Hence the present study is very much relevant to know the
effectiveness of training and development of employees of selected cooperatives of Mysore Division.
STATEMENT OF THE PROBLEM
The success or failure of any organization depends on employees and their skills. The skills of any
employee depend on the training and development programs which are adopted by the organization. It is
important to mention that skills of employees improve the efficiency, productivity and effectiveness of the
organization. In this background, the present study has chosen to know the training and development
programs adopted in Karnataka State Cooperative Federation Limited to improve the skill of an employee
in order to accomplish the objectives of the cooperatives. Hence study is undertaken.
OBJECTIVES OF THE STUDY
1. To understand the concept of training and development.
2. To know the nature of training and development programs.
3. To examine the satisfaction level of employees regarding training.
4. To know the effectiveness of training and development programs.
5. To offer suggestions based on findings of the study.
SCOPE OF THE STUDY
The present study is confined to Training and development programs adopted and implemented by the
Karnataka State Cooperative Federation Limited on select cooperative societies within the limits of
Mysore Division. Mysore division covers districts such as Udupi, Chikmagalur, Dakshina Kannada,
Hassan, Kodagu, Mandya, Mysore and Chamarajanagar. The study aimed to find out effectiveness of
training and development programs on the employees of Cooperatives.
METHODOLOGY
Researcher has applied convenience sampling method for the study. Primary data and secondary data are
used to collect facts and figures. Primary data is collected through questionnaire from employees of select
cooperatives that have been covered under Karnataka State Cooperative Federation Limited. Secondary
data collected through cooperatives federation published Magazines, research articles, cooperatives
website and annual reports.
21
SAMPLING DESIGN
Present research has undertaken based on the samples within the Mysore Division. Samples units are
obtained from the select cooperatives covered within the purview of the cooperative societies Act, 1959
and as far as training and development concerned, initiatives undertaken by Karnataka State Cooperative
Federation Limited are considered. The total sample size used for the study is 200 respondents as a
convenient sampling, out of which, 158 are Male respondents and 42 are Female respondents of
Cooperatives of Mysore. Simple average methods of statistical tools are used for analysis and inferences
purpose. Population and samples selected for this research.
Table: Co-operative societies in Karnataka as on 31-03-2018
Sl.No Types of Cooperative Societies Working Defunct Liquidation Total
1 Primary Co-operative Agricultural and
Rural Development Bank
Ltd,.(PCARDB)
176 - 2 178
2 Primary Agriculture Co-operative
Societies (PACS)
5343 15 165 5523
3 Urban Cooperative Banks 248 Nil 41 289
Source: Sahakara Sindhu: Department of Co-operation, Government of Karnataka
Table: Sample Units from Mysore Division
Sr.No Types of Cooperative Societies Sample Total
1 Primary Co-operative Agricultural and Rural Development Bank
Ltd,.(PCARDB)
7 35
2 Primary Agriculture Co-operative Societies (PACS) 180 560
3 Urban Cooperative Banks 11 23
Total 200 618
Source: Mysore Division, Department of Co-operation, Government of Karnataka
DATA ANALYSIS
Data is collected through questionnaire and verified, classified and tabulated. Based on the data
classification, tables are formed. Percentage was calculated wherever necessary for better analysis and
interpretation. Pie charts and bar charts are used for data interpretations and better understanding of
report.
Table 1: No. of respondents on the basis of Sex
Particulars No. of Respondents Percentage
Male 158 79
Female 42 21
Total 200 100
Source: Primary Data
Interpretation: The above table represents total numbers of respondents on the basis of gender of
selected samples. Out of total respondents 79% respondents are male and 21% respondent’s female.
Table 2: No. of respondents attended training programme
Particulars No. of Respondents Percentage
Yes 200 100
No 0 0
Total 200 100
Source: Primary Data
22
Interpretation: The above table depicts that, 100% of the respondents attended the training programs
conducted by federation.
Table 3: Objectives Of Training Conveyed to the Respondents Prior to the
Commencement Of Training Program
Particulars No. of Respondents Percentage
Yes 172 86
No 28 14
Total 200 100
Source: Primary Data
Interpretation: The above table depicts that, 86% of the respondents were very clear about the training
objectives before they underwent the training programs and remaining 14% of respondents were not clear.
Table 4: Purpose for attending the training program
Purpose No. of respondents Percentage
Improve Skills 120 60
Promotion and Career 16 08
Because Mandatory 08 04
Motivation 56 28
Total 200 100
Source: Primary Data
Interpretation: The above table depicts that, 28% of the respondents were motivated to attend the
training program, 60% of them have attended to upgrade their skills and knowledge, only 8% of them
have attended for the sake of promotion and salary benefits and remaining 4% of them have attended
because of legal mandate. That means majority of employees felt that reason for their intention of
attending program is to improve their skills and knowledge.
Table 5: Contents and Module Covered in Training Program are Basis of Needs of Employee
Particulars No. of Respondents Percentage
Yes 70 35
Some Extent 110 55
No 20 10
Total 200 100
Source: Primary Data
Inference: The above table represents that, 35% of the respondents, state that training modules and
contents met their needs and it was adequate. Another 55% of the respondents felt, it fulfilled the needs of
employees partially, and remaining 10% of them state that training modules and contents did not meet
their needs.
Table 6: Professionalism Followed by the Federation in Designing of
Training and Development Programs
Particulars No. of Respondents Percentage
Strongly Agree 80 40
Agrees 35 17.5
Disagree 45 22.5
Strongly Disagree 40 20
Total 200 100
Source: Primary Data
23
Inference: The above table depicts that, about 42.5% of the respondents have felt that there is lack of
professionalism, such as the preparation of training program in such a manner that the federations role in
selection of competitive and effective training tools and trainers and environment of training and
development suitable for learning of desired skills to perform their duties in work place. Remaining
57.5% of respondents have felt that there exists professionalism in the training and development programs
organized by the federation.
Table 7: Training and Development Programs Result in Professionalism
Building in Employees
Particulars No. of Respondents Percentage
Agree 120 60
Some Extent 30 15
Disagree 50 25
Total 200 100
Source: Primary Data
Inference: The above table depicts that, there is a positive response by employees in respect of having
professionalism due to effective training and development. They felt that professionalism building was
key goal of the training so as to accomplish and perform their duties in better way. This helps them to
find themselves in professional manner and improves their dignity at work place. Very few, to mention
25% of respondents have felt negatively with respect to training and development in bringing
professionalism within employees.
Table 8: Training and Development Required Area
Nature of Training No. of Respondents Percentage
Technical Training 22 11
Operating Procedure 54 27
Quality Related 36 18
Personality Development 26 13
Job Oriented 62 31
Total 200 100
Source: Primary Data
Interpretation:
The above table depicts the area of requirement of training for employees. 31% of the respondents have
the need of training in terms of job orientation to learn more about nature of job and to perform the same.
27% like to have training with respect to operating procedure, 11% of them need training in technical
aspects. However, 18% need in quality aspects and the rest 13% needed training for Personality
Development.
Table 9: Level of Job Satisfaction due to Training and Development
Programs in Employees
Particulars No. of Respondents Percentage
Satisfied 90 45
Some Extent 40 20
Dissatisfied 70 35
Total 200 100
Source: Primary Data
24
Inference:
The above table depicts that, there is a mixed response in their level of satisfaction by having training and
development programs in performing their role as employees. About 45% of employees felt that they
were satisfied to greater extent because of federation’s effective training and development programs. Only
20% respondents have the feeling of ‘satisfaction to some extent’ about the training programs of the
federation. 35% of respondents have negatively responded with respect to their satisfaction level because
of training programs.
Table 10: Impact Training and development Programs in Performing Job
Statements No. of Respondents % of respondents
Reduction of Errors 48 24
Productivity Improved 60 30
High level commitment 60 30
Coordination improved 20 10
No changes brought 12 06
Total 200 100
Source: Primary Data
Interpretation: Above table depicts the impact of training and development programs on employee’s
jobs. 30% of the respondents have stated that, it increases efficiency. 24% are saying it reduces errors,
30% have the perception that it helps in involvement in level of commitment in performing job. And
remaining 6% of the respondents said that there is no change brought about within them.
As the above table represents, it can be inferred that most of the respondents were of the opinion that
training program increases the efficiency and improved their commitment towards job. And few of the
respondents have opined that the impact of training programs has no impact in bringing changes of any
form in perform one’s job.
Table 11: Effectiveness measurement based on Outcomes of Training and development Programs
Statements No. of Respondents % of respondents
Leads to motivation 40 20
Increased efficiency 64 32
Enhanced Knowledge and Skill 38 19
Career Development 20 10
Improved Interpersonal Relationship 15 7.5
All of the above 23 11.5
Total 200 100
Source: Primary Data
Interpretation: The above table depicts the outcomes of training and development programs. 32%of the
respondents said that it increases efficiency, 19% felt that it enhanced their level of knowledge, only 7.5%
have stated that it improves interpersonal relationship. Another 10% were saying that it helps in career
development and 23% respondents are saying training helps to get all the above aspects.
From the above data, it is inferred that most of the respondents were of the opinion that the outcomes of
training and development programs have increased efficiency and few of them are also of the opinion that
it improved interpersonal relationships. And few of them are saying the output is all the above stated
aspects.
25
FINDINGS OF THE STUDY
1. Majority of the employees have positive opinion towards the satisfaction on the training and
development programs of the federation.
2. Opinion of employees are positive in respect of their improvements in the level of commitment,
increasing their efficiency and reduction of errors shows increased productivity level in the
organization.
3. Employees said that, training programs brought motivation, increased efficiency, enhancement in
the level of skills and career development.
4. Majority of employees are very clear about the training programs and its objectives, well before
attending the training.
5. For most of the employees, training and development program content has met their needs only to
some extent.
6. Most of the employees have attended training and development programs to upgrade their skills
and knowledge levels.
7. Most of the respondents, being employees are very much satisfied in terms of Job. It means job
satisfaction with employees is the key for any organization to show their level of commitments
and approach towards work and hence efficiency and effectiveness can be achieved.
SUGGESTIONS
1. Federations have to trace the needs of employees of cooperatives through training need analysis
(TNA) to know the requirement and to plan regarding training and development programs.
2. Significant advancements in technological environment of organizations are taking place. It is
needed to cope up with these challenging changes so as to create conducive environment to
perform one’s job.
3. Feedback mechanism is very much necessary to know the impact of training programs
immediately after sessions of training so that federation can have proper plan in upcoming
training programs.
4. Training is needed to all of the employees in all areas like personality development, technical
training, standard operating procedures, etc. This would help the employees handle multi tasks
and balance their pressures.
6. Employee’s performance level and organizational requirements should be considered for selecting
employees for training programs.
Limitations:
1. Researcher has considered all categories of employees working in co-operatives such as
Managers, subordinates to the managers being accountants, and clerical level employees. Training
and development programs are unique for each level and designation, based on the hierarchy of
any organization.
2. Nature of Co-operative in its operation differs, if training is provided in a general platform may
be inadequate and irrelevant for some of the employees. So inferences on perception of
employees towards training program cannot be drawn.
3. Scope of research in terms of locality is concerned is restricted to Mysore Division covers only
Mysore, Mandya, Hassan and Chamarajanagar. So, the inferences may differ beyond the research
area.
26
Conclusion
The training and development programs used by federation in training of employees of cooperatives are
mainly focused on areas like job oriented trainings, to know more about Operational procedure and
technical skills and knowledge. Most of the respondents reacted positively on the overall quality and
effectiveness of the training and development programs and satisfied with the present training methods.
Majority of them also perceived that training and development programs adopted by the federations lead
to building professionalism in employees. Also, cooperatives have to trace-out and concentrate on small
percentage of respondents who are not satisfied with the training programs; ones who felt it has not
helped them in any matters related to training and development, to overcome from their short comings or
work related problems. And training and development programs provided by Karnataka State Cooperative
Federation are found to be effective; goal oriented and acceptable by employees, still there is scope for
improvement in designing and implementation of training and development programs.
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Raj Aparna (2011),“Training and Development” Kalyani Publisher.
Rao P.L. (2004),“Human Resource Management”Excel Publishing House.
Jankiraman B. (2009),“Training and Development” Biztantra.
https://economictimes.indiatimes.com/definition/training-needs-analysis.
***
27
VIBIS NATURAL BEE FARM – A CASE STUDY
S.Dharmaraj*
ABSTRACT
Women entrepreneurs are constantly re-writing the history with their skills and confidence, and providing
a new face of life to the rural population through innovative ventures. Here is a look at a bold women
entrepreneurs who have made invaluable contributions to rural industry especially in the field of
apiculture; an essential allied agricultural activity. Bee-keeping or Apiculture, in general, has been
taken-up as hobby or at micro level as an additional income generation activity in rural folks.
Undertaking apiculture as a full-fledged entrepreneurial venture by an individual, except certain business
enterprises is rarely found. Not many find their way to the proverbial land of milk and honey, but
Josephine Arokiya Mary's slow and steady steps took her there. Her enterprise called Vibis Natural Bee
Farming has touched the annual turnover of Rs.3 Crore. Scaling to the greater heights of her
entrepreneurship did not come easy. The study is a sweetening sweat story of a housewife turned
agripreneur.
Introduction
Countless women around the world are building successful small businesses. But the odds against women
entrepreneurs in many developing countries can be surprising. Often, they face limited access to credit
and property, domestic obligations that consume their waking hours, and cultural standards that
discriminate against them. A major part of the Indian economy still lies in the rural areas and villages of
the country. Though, a huge mass of people are constantly moving to the urban sectors, development of
the villages cannot be neglected. With their excellent managerial and entrepreneurial skills, few Indian
women have taken up the duty to raise the standard of living in Indian villages and have been really
successful at it.
Women entrepreneurs are constantly re-writing the history with their skills and confidence, and providing
a new face of life to the rural population through innovative ventures. Here is a look at a bold women
entrepreneur who has made invaluable contributions to rural industry especially in the field of apiculture
(bee-keeping); an essential allied agricultural activity.
Bee-keeping plays an important role in the sustainable agriculture as it contributes significantly for
diversification of agriculture. Beekeeping is an interesting hobby, an ideal agro-based subsidiary
enterprise, providing supplementary and sometimes major source of income to the farmers, especially to
the small farmers (Refer Annexure for Apiculture Market in India). It is an ideal, eco-friendly and non-
land based rural enterprise, which does not tax the farm resources and provide sustainable livelihood to
the rural people, including landless and women (Karan Bansalet al, 2013).
Bee-keeping or Apiculture, in general, has been taken-up as hobby or at micro level as an additional
income generation activity in rural folks. Undertaking apiculture as a full-fledged entrepreneurial venture
by an individual, except certain business enterprises is rarely found. Not many find their way to the
proverbial land of milk and honey, but Josephine Arokiya Mary's slow and steady steps took her there.
Her success is priceless as it comes after huge personal losses.
*Faculty Member, Institute of Cooperative Management (NCCT), Madurai – 625022 (T.N.)
28
Josephine Arokiya Mary –The Agripreneur (Entrepreneur in Agriculture and Allied Activities)
The glory came to her life through honey bees. She dealt confidently with her personal losses and has
overcome the barriers emerged unsurprisingly to the entrepreneurs; especially as a woman. Now, she
earns on an average Rs.1 lakh per month and her venture touches an annual turnover of Rs.3 Crores. She
is known popularly as “Queen Bee” in and around Madurai and sells honey to 23 districts in Tamil Nadu,
through her enterprise called Vibis Natural Bee Farming. However, scaling to the greater heights of her
entrepreneurship did not come easy.
Josephine, now aged 45, is presently a resident of Kondaiyampatti village in Madurai district. She was
born and brought-up in Muthuppatti, a small village in Sivagangai district. She got married to Madurai
based micro-businessman Mr. Selvaraj when she finished her higher secondary education. However,
marriage did not stop her from pursuing her education and she completed her graduation in B.A. After her
two children were born, she decided to find a way to earn some money and support her husband, as he
was able to generate only very meager income.
While some personal family issues put the responsibility on Josephine, she always nurtured a dream of
herself becoming a successful entrepreneur. Her husband motivated her to complete post-graduation in
history and it has also fuelled her entrepreneurial spirit.
The breakthrough appeared in her journey when she saw an advertisement in a newspaper regarding a free
training program for three days on bee-keeping at Krishi Vigyan Khendra (KVK) at Tamilnadu
Agricultural University, Madurai. She registered with KVK for two courses; Bee-keeping and Mushroom
Cultivation. “I hadn’t seen even single bee until I walked through the doors of the agricultural university
in Madurai for a workshop on bee-keeping in 2006. I was looking for a way to augment my husband’s
income so that my children would benefit,” she recalls.
Mary commenced her venture in 2006 with just 10 bee boxes at a tiny investment of Rs.5000/- on her
father’s land. She would leave the boxes on her father’s land and would visit them every week to collect
honey. To her surprise, the first harvest gave her 8 kg of honey, and she was able to make a profit of
Rs.3000/- within the first three weeks.
Due to her sustained efforts, the venture started picking-up and became viable. She has sustainably
increased her number of bee boxes into the nearby villages and resulted in increase of volume of honey
collection. While her business was flourishing, there were two un-bearable subsequent fatalities she had
to face. The first shock came as her 17 years old daughter died due to bone cancer in 2009. Even before
recouping herself from such a great loss, her husband Mr.Selvaraj, who was a constant support to her,
also died after a brief illness in November, 2012. The situation was griming and affected her business
adversely as she spent more than Rs.3 lakhs for treatment and without much care and maintenance, her
bees were also not in a good state. “After their deaths, I retreated into myself. We had huge medical bills,
and I wanted my son to become a doctor so he could help patients suffering from the diseases that took
away my husband and daughter. I found encouragement from friends and family, and decided to restart
the bee harvesting business. Ten years of bee harvesting has given me a livelihood” Josephine says.
Vibis Natural Bee Farm - The Lucrative Business
Gradually she gained experience and expanded her operations and currently her business has carved its
own niche in the name of “Vibis Natural Bee Farm”. Now the farm has 700 bee boxes and produces 33
varieties of honey. She is approaching the farmers and setting-up the bee colonies. A well-kept bee colony
of about 1000 bees is able to produce about 2 Kg of honey a month. When Josephine sees a field flowers
with any type of flowers, be it neem, sunflower, gooseberry, or lichi, she seeks an appointment with the
29
farmers and establishes about 50 bee colonies there. She had set-up 7000 bee colonies across Tamilnadu
and Kerala including 3000 of her own at Kondayampatti near Vadipatti in Madurai district.
In 2010, a year after her daughter’s demise, she took a loan of Rs.10 lakh from Canara Bank to start Vibis
Natural Bee Keeping Farming with 1000 bee boxes. Bee keeping is an integral part of the business of
Vibis. CeranaIndica is the breed of honey bees nurtured for producing honey. “Bees are like any other
pet animals. Women should come forward to rear honey bees. It is suitable for them as 90 per cent of the
work is done by the bees only. One needs to spend only two hours a week for maintaining 10 boxes,” she
notes.
She is harvesting honey from the boxes set-up in different flower catchment areas. It does not require
large space and huge investment. For example, if more drumstick trees are found within 2 Kms radius, the
bee boxes may be placed in between the trees and can harvest drumstick honey.
The Unique Selling Proposition (USP) of the Vibis Farm is harvesting different varieties of honey. The
types of honey available depend on the season and availability of flowers; the varieties include tulsi
honey, rose honey, naval (jamun) honey, neem honey, amla honey, pepper, lichi, and crunch (punnai).
The honey harvesting is depending heavily on the seasons of flowers and fruits. All the honey varieties
produced by vibis farms is organic and Josephine ensures that there are no fertilizers or pesticides
involved in the honey produced on their farm. The taste, color and medicinal values differ, as it is based
on the nectar and nature of flower. All the varieties have rich medicinal properties. Spices honey such as
garlic, ginger, tulsi, cinnamon, amla etc., are excellent in curing explicit sickness like cold, cough, joint
pain etc. According to her, honey facilitates good resistance, purifies the blood and its medicinal values
protect the body from major health problems like heart ailment and cancer.
The farm generates 33 varieties of honey; of which 23 types of honey are developed through value-
addition and rest of the 10 variants are of mono flower honey. Honey value-addition is the innovation of
this farm. KVK extends its support to the farm by sharing technical expertise for bee-farming, value
addition and honey processing.
She started the value-added honey production in the year 2010. In all fruits based honey they put the
pieces of the fruit itself. For example, banana, mango and amla pieces are added with the raw honey and
to get the authentic flavour. Tulsi, ginger and garlic honey is prepared using distilled water method. In
some varieties fine grinded powder is mixed-up with raw honey; for example, best quality cinnamon
powder is added in the honey processing machine to make cinnamon honey. Jamun, drumstick, neem and
litchi are the most demanded honey varieties. Among the value-added segment, tulsi, cinnamon and fig
are having good demand. Jamun honey generation is the specialty of the farm. In 2 Km radius where it
has 60 per cent Jamun trees, they keep the bee-boxes during flowering seasons i.e., May-June. Honey
bees collect the nectar of the flower and store in the boxes. Later, they process it and made honey. The
same process has been applied for litchi, drumstick and neem honey varieties. Honey tested and certified
by AGMARK, ISO and Indian Food Certification. Packed in eco-friendly containers weighing 50 gm.,
100gm., 250gm., 500gm., and 1 Kg. The honey varieties are marketed under the brand name of VIBIS.
The farm produces and sells more than nine tons of honey a month and the product is affordable with
each pocket priced at Rs.80 per 250 grams, through which the farm is able to make decent profit.
Josephine has expanded her business into the foray of manufacturing and supplying bee-boxes. It has
begun in 2007 with the order of 62 bee boxes through National Horticulture Missions (NHM) scheme.
Now she supplies across Tamil Nadu. Four different types of bee boxes are supplied to all the people
interested in bee-keeping. Half inch wooden box, one inch wooden box, plastic box and teak wood box
are sold at Rs.1750/-, Rs,2000/-, Rs.2500/-, and Rs.3000/- respectively according to the sizes (inches).
Approximately she is selling 10000 boxes per annum. All the boxes are sold with honey bees. The farm is
30
distributing honey boxes to various departments of Tamilnadu like, forestry, animal husbandry, industries
and commerce, agriculture etc.
The farm is the first of its kind in the country in introducing plastic boxes, which is the innovation of this
farm. Wooden bee box has its own set of challenges such as termite issues, warps and rots in rainy season.
Consequently honey bees become very angry and sting the handler badly. Looking for the solution, the
team of the farm experimented with plastic boxes. It was successful and able to design and develop plastic
bee boxes. It resolves all the problems faced in wooden boxes. She is planning to get patent for her
innovation very soon. At the same time it is important to note that the plastic boxes are not suitable to
maintain under sunlight. So, these boxes are normally used in the areas where a severe cold climate
condition prevails like Ooty, Kodaikkanal, etc.
Apart from selling honey Josephine extended her business by selling bee wax candles and the “pollen”; a
honey bee secretion found in adult queen bees, which is widely marketed as a dietary supplement. She
also sells stands, box’s frames and other equipment to extract honey to support bee harvesting. The pollen
powder is available in the farm, at the rate of Rs.5000 per Kg. and Royal Jelly will be supplied on the
basis of advance orders received and the price comes to Rs.1 lakh per Kg.
The farm sells honey to 23 districts in Tamil Nadu and also participates in number of exhibitions across
the country. Farm’s honey is also supplied to other states like Bengaluru, Kerala and Mumbai. Even
though there is huge export potential for her products, Josephine is discouraging and not interested to
export justifying that the honey is extracted from our own natural resources and in turn the output should
reach the nook and corners of our country. She says that there are so many places within India where her
products have not yet reached.
Bee Venom Therapy
Bee venom therapy is another innovative activity of the Vibis farm. Bee venom therapy is an
indigenously popular treatment in which people go to the Centers just to get the bee sting. According to
Mary, one need not be afraid of the sting. “It actually helps in curing the nerve problems especially it is
an excellent cure for arthritis and ligament tear and other illness,” says Mary. Every second Saturdays
the bee venom therapy is administered in the farm premises at free of cost.
The Impact
Besides providing employment to over 50 people through her business, she is helping at present over 400
women to set-up honey bee farms. She routinely works for more than 18 hours a day; especially when she
and her team have to transport around 250 boxes of bees during night time. “Bees have to be shifted in the
night when they are sleeping, else it is very difficult to transport them when they are awake,” Josephine
explains. Another routine that she follows is to offer free training to people across schools, colleges,
housewives and spread awareness among as many people as possible. She does it on every second Sunday
of the month at the farm premises and though she has trained more the 50000 people in bee harvesting
under the NHM and creating awareness to save bees from going extinct. She is working extensively for
capacity building on bee harvesting in Vadipatti town and nearby areas of Madurai district. Josephine’s
personal obstacles and losses taught her the importance of women being self-reliant and financially
independent. She started to teach bee harvesting techniques not only to women folk but also to college
students. She has created more than 8000 new bee harvesters over the past seven years and has helped in
creating more than 1800 entrepreneurs in her district who are engaged in small scale business of bee
keeping. She is offering employment to 48 tribal women in the hilly villages of Oddanchathram,
Malaiyur, Ellappara and Sirumalai, to tap rock bee honey.
31
She has also published two books on bee harvesting and is presently writing her third book. She has
received 6 national awards and 36 state awards including 20thJankidevi Bajaj Puraskar 2012, Best
Entrepreneur Award from Tamil Nadu Agricultural University, Coimbatore, Best Women Entrepreneur
from Women Empowerment Forum, and Best Organic Bee Keeper Award for her contribution to
apiculture. She was also honored by the US Embassy at Chennai. “Bees help in pollination, which helps
trees give more produce. If there is a bee box close to a lemon or a mango tree, the tree gives more fruit
than an average tree. Through my workshops, I encourage farmers to harvest at least one bee box in their
houses” she remarks.
Conclusion
Josephine’s wishes, intention and passion towards nature and its preservation is the core value of the
successful function of the farm and she is more concerned that people just do not realize the value of
honey and importance of honey bees. When more and more bee colonies are established, it helps in
pollination, enhancing the yield of crops, plants and trees. The honey is wholesome and healthy food
which has also medicinal values. Therefore, the apiculture not only offers employment and income
generation, but it also preserves the natural resources and ecological environment.
Reference
Bansal, K., Singh, Y., & Singh, P. (2013). Constraints of Apiculture in India. International Journal of
Life Sciences and Research, 1 (1), 1-4.
Important Websites
www.yourstory.com
www.agricultureinformation.com
Mrs. Josephine Arokiya Mary – The Agripreneur VIBIS Natural Bee Farm
Honey Extraction Process
32
Bottled Honey
***
33
DECISION SUPPORT SYSTEMS FOR AGRICULTURAL CROP PLANNING TO ENHANCE FARMERS INCOME
S. S. Managave* R. D. Kumbhar**
ABSTRACT
India is a land of farmers. Farming is main part of Indian economy. Cultivator needs up-to-date
information to take Operational, strategic and tactic decisions. These decisions directly influence on the
yield and price of the agriculture product grown by the farmer. Traditionally Indian farmers take
decisions based on expert judgment or their own experience. Very few farmers’ approaches agriculture
offices, APMC offices and Agriculture Universities seeking latest methods and practices of farming with
respect to fertiliser management, pesticide scouting management, scheduling of water, preparation of
soil, selection of seed and management of weed. Due to lack of easy availability, farmers are isolated
from the guidance of agriculture experts and scientists.The DSS can be implemented through Android
app, web and SMS to provide the up-to-date agricultural information. Agricultural DSS can help farmers
to take right decision at right time for enhancing the crop yield, get best prices to their products. This
paper initially reviews various DSS in agricultural field. Considering numerous DSS developed in
agriculture, we sought systems for enhancing the yield of the crop. The income of the farmer is not only
depending on the yield of the crop, but it is also influenced by the price offered in the market for the
grown crop. The price of agriculture product is purely depending upon the demand and supply. Most
farmers incurred the losses or got substantial lower income due to unfair price for their product. Due to
which many farmers have committed to suicide. The number is increasing every year. Government has
framed many policies such as subsidy, agriculture insurance, offering FRP to each crop etc, in order to
control suicides. This paper present need of DSS that provide the farmers with up-to-date information of
present requirement of each crop in terms of cultivation area and actual cultivated area of each crop till
the date. This DSS can help farmers to select appropriate crop to be is cultivated based on demand and
potential supply.Finally paper concluded with a conceptual model of DSS to provide up-to-date
information of present demand and potential supply of agricultural crop in order to choose the best crop
to be grown.
Keywords:Agriculture, DSS, Demand, Supply
I. INTRODUCTION
India is a land of farmers. Prior to independence, the Indian farmers were practicing subsistence
agriculture. It is a self-sufficiency system of farming where the farmers aim was growing
sufficient food to feed themselves and their entire families. The result of this type of farming was
mostly for local requirements with less or no surplus trade [1]. Later barter system came in to
existence where agriculture products were sold to neighbours, relatives and villagers in exchange
of other product. In this system requirements were less or no surplus trade. After the
globalisation the agricultural products market was extended not only at country level but at
global level. Farmers started exporting their produce to other countries. Like western countries,
Indian government does not impose any restriction on cultivation area of each crop. Indian
farmers have liberty to select economically and socially feasible crop.
* Principal, SJPN Trust’s BCA College Nidasoshi, Karnatakaand Research Student Rayat Institute of
Research and Development
** HOD IT Dept., K B Patil Institute of Management & Business Research, Satara, Maharashtra
34
It is quite difficult to think development of our country without improvement of agricultural
practices. Substantial amount of data is available with respect to agricultural development
techniques. Plenty of research has been done in the agricultural field. The data should be made
available in organised way in order to take proper decisions of farming. Various information
systems, expert systems and Decision support system have been developed to address problems
faced by the farmers.
Decision Support System is computerized system, which includes models and databases used in
decision making. They are tools that help everyone who makes decision and choosing the best
alternative solution from economic, social or environmental point of view [2]. An interactive
computer based expert system that helps decision maker to solve the problem [3].
An Expert System is intelligent computer program designed to simulate the problem solving
behaviour of a human being [4]
Farmers are supposed to take decision while doing the management of following activities.
1. Fertilisers management
2. Water management
3. Crop protection
4. Weed management
5. Sales of produced crop
6. Selection of crop
II. REVIEW OF LITERATURE
In order to assist the farmers; various information systems, expert systems and decision support
systems have been designed, developed and implemented. Following table summarises the name,
purpose of the agricultural systems.
DSS and ES for Fertilisers Management
Sr. No. Name Purpose
1.
DSSAT DSS for agricultural technology transfer-Decides type of seed to grow, crop
yield prediction, how much to irrigate, frequency of fertilizer application.
[6]
2. CROP-9-DSS Identification of pests and disease control ,fertilizer management, water
management of 9 crops of Kerala [4]
3. CROPLOT An Expert System that determined suitability of a plot for a given crop[7]
4. CALEX A DSS for cotton irrigation management.[8]
5. ESIM Expert system for irrigation management. [9] .
6. CropSyst A model for water –Nitrogen interaction in wheet crop. Agricultural water
management system regime [10]
7. CROPGRO DSS for increasing soybean yield in water limiting environment based on
climatic data [11]
8. AQUAMAN Web based DSS for irrigation scheduling of peanut [22]
9. TUNGGUL Development model DSS for rain water management in semi arid area[23]
10. DAIRY MGT A DSS for management of the Dairy business[24]
Contd...
35
11. APSIM APSIM is the System developed to simulate biophysical process in farming
systems for economic and ecological outcomes of management practice in
the face of climatic risk [25]
12. Android Based
ADSS
Android based DSS to select the crop variety according to whether
conduction and availability of water[21]
13.
Intelligent
fertilization DSS
Based On
Knowledge Model
and Web GIS
Decision For
Fertilization
The study constructed the basic frame of decision support system for
fertilization.[19]
14. CROPWAT system for irrigation management.[7].
15. IPM This DSS is mainly used by the farmers of West Bengal to get climate date
to decide the crop .this system has provided comprehensive awareness of
the paste management.[17] .
16. CROPMAN A DSS used by farmers in Punjab to get site specific climate data. This
system has helped farmers to enhance the yield by changing the transport
schedule from May to June [12]
17. MKRISHITM A DSS applied by the farmers in Maharashtra t acquire the climate data for
particular crop. The system helped the farmers to schedule the scouting of
paste and nutrients. [13]
18. MKRISHITM A DSS applied by the farmers in Maharashtra t acquire the climate data for
particular crop. The system helped the farmers to schedule the scouting of
paste and nutrients. [13]
19.
Rayat Mitra The web portal created by Department of Agriculture to provide
Agricultural Extension services to farmers and to transfer the latest
technical knowledge to the farming community, introduction of high
yielding varieties, laying demonstrations, imparting training to farmers to
improve skills & knowledge to boost up the agricultural Production and
productive[14]
20.
Farmer web portal This web portal to make available relevant information and services to the
farming community and private sector through the use of information and
communication technologies, to supplement the existing delivery channels
provided for by the department. Farmers’ Portal is an Endeavour in this
direction to create one stop shop for meeting all informational needs
relating to Agriculture, Animal Husbandry and Fisheries sectors
production, sale/storage of an Indian farmer.[15]
21.
Bhoomi This portal is the project of on-line delivery and management of land
records in Karnataka. It provides transparency in land records management
with better citizen services and takes discretion away from civil servants at
operating levels.[16]
22. eSagu A agricultural DSS that helped the farmers of Tamil Nadu to farm specific
decisions in order to enhance the yield of by assessing the crop specific
climate data from the system [26]
36
III. CONCEPTUAL MODEL OF DECISION SUPPORT SYSTEM FOR CROP PLANNING
The conceptual model shown above consist of three types of users viz. Farmers, Agricultural
Officers, and Agricultural Experts Such as University Professors, scientists and five functional
components viz. User interfaces, Network Interface, database Management system, Knowledge
base system and model management system.
Farmer Agri.
officers
User Interface
<<Web>> <<SMS>> <<Android>>
Network Interface
<<Internet>> <<Intranet>> <<Telephone
system>>
Database Management
System
Knowledgebase System
Database
Model Management
37
1. Users
i. Farmers
Although, there are many types of stakeholders of the system, the focus of developing the system
is to enhance the income of the farmers. Traditionally, the Indian farmers have been practicing
farming based on their own experience, expert judgment or opinion of their peers. This practice
is good for better yield and cost cutting of the crop production. Of course the income of the
farmer is directly proportionate to the yield and cost of the crop production. The price of the
product is also playing an important role in the farmers overall income. Thus practice of farming
based expert judgment and peer recommendations does not assure the reasonable pricing of the
agricultural product. This is because; the price of any product is completely depending upon the
demand and supply data of that product. This data is not available to farmers. The result of this
is, farming becomes uncertain and income of farmer is probabilistic.
The government agriculture department and revenue department officials are tasked to collect
information related to total area of cultivation of each crop, fertilizers utilization, pesticide
scouting, production of each crop etc. This collected information is forwarded to higher level
officers in the hierarchy till it reaches to the ministry of the government. This information is used
by the government for forming the policies. But there is no back bearing of this information,
which is more crucial for farmers to take their strategic decision of crop selection.
The western countries like America, Brazil etc., have policies to restrict the area of cultivation of
each crop based on the requirements. This policy assures reasonable pricing of each crop. But in
India no such restriction is imposed on farmers to control the excess production of certain crop.
Government has given liberty to select any crop and grow it. As a result of this liberty there is
huge surplus production of some crops and scarcity of remaining crops. Ultimately the prices of
scarce crops go high and surplus crop goes drastically down. Most of the time farmers do not
recover the cost of production due to lower prices. On the other hand the common people who
are the consumers of the agricultural products cannot afford the price of such scarce crops. The
price of pigeon peas (Toor Daal) and onions and alike are the recent examples. In either case of
surplus or scarcity of production the consequences of the pricing is affecting economics the
common people of the country.
Until the government takes some action to impose restriction on uniform cultivation as per ratio
of requirement, some system should be developed to provide farmers with the latest information
of current requirement of each crop and actual cultivation of each crop in the current season. So
that farmers can take decision of selecting the crop with less cultivated crop.
ii. Agriculture Officers
In the agricultural department at district level there is a Joint Director. An Assistant Director at
each Taluk provides current status of crop cultivation information every week to joint director.
38
An Agriculture Officer at each hobli center collects information from village accountant and
gives it to Assistant Director. Village accountant provides the current crop cultivation through
pahani (Survey) from farmers and provides it to the Tahasildar and agricultural officers.
Agriculture officers can enter this information directly in to the system through Web Portal or
Android App.
iii. User Interfaces
The system should provide three types as mentioned below:
i. Web Portal: farmers and agriculture officers who are connected through
internet and computer literate can use this interface to access the information and
enter the crop cultivation information
ii. Android Application: Farmers and agriculture officers who are connected
through internet and using smart phones can use this interface to access the
information and enter the crop cultivation information
iii. SMS: most of the farmers are still illiterate so they cannot use neither
computer nor smart phones to access the information for crop selection. Every farmer
has simple mobile phones, which can receive SMS on these phones. The present
status of crop cultivation of proposed crop can be accessed through SMS irrespective
internet connection on simple (2G) mobile phones.
iv. Database Management System
Database management system manages the data required for DSS. The system needs to maintain
the records of the farmer’s details, land details, crop details, cultivation of crops, yield and price
of agriculture products, harvesting etc. The data entered by the users through interfaces is stored
in the respective tables. This data is extracted to deduce the information regarding requirement of
each crop and actual cultivation of each crop. From this information farmers can assess the crop
with excess cultivation and crop with lower cultivation compared to requirement.
v. Knowledgebase Management System
This module is heart of the DSS which actually deduce the information from the database and the
model management system. This module accepts the user input parameters and search the
information from database and model management system required for the selection of crop.
vi. Model Management System
Each crop has certain requirements like type of soil, fertilizers requirement, water schedule,
pesticide schedule, weed management, season, etc. This system maintains the standard
requirements of each crop based on expert suggestions and best practices of farmers. This pattern
is used for selection of crop.
39
IV. CONCLUSIONS
Farmers have been provided with various decision support systems for water management, weed
management, fertiliser management, pesticide management and climate information. These
systems will be used for enhancing the yield of the crop. But none of the system has been
provided to ensure reasonable price for his crop. This paper has provided with conceptual
framework of DSS that helps the farmer to select the crop based on the information of demand
and potential supply of crop.
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Agronomy, Volume 18, Issues 3–4, January 2003.
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Volume 64, Issue 2, December 2008.
Nevo and I. Amir. 1991. CROPLOT : “An expert system for
determining the suitability of crops to plots”. Agric. Syst., 37: 225-241.
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41
THE COOPERATIVE SOCIETY: THE NEXT STAGE OF HUMAN HISTORY
Book Review
Manisha Paliwal
Edition .. Second Edition
Authors .. E.G. Nadeau & Luc Nadeau
Paperback .. 148 pages
Publisher .. Emile G Nadeau; 2nd ed. edition (October 1, 2018)
Year of Publication .. October, 2018
ISBN-13: 978-0998066233
ISBN-10: 0998066230
Price .. $11.26
The authors of this book have rich experience in the field developing, researching, writing, and teaching
about cooperatives and community development in the United States and in developing countries.
The book is presented in four sections and in all 15 chapters. The first section A on The Cooperative
Society hypothesis depicts that in the late 20th and early 21st centuries, we may be on the threshold of a
new stage of human history – the cooperative society. The cooperative society is a potential new stage of
human history, characterized by economic and political democracy, cooperative international relations,
and a symbiotic relationship with nature. The cooperative society would replace our current stage of
history, which is characterized by a small number of large countries and for-profit corporations that
dominate the world economy; a mix of authoritarian and democratic governments; a low quality of life for
many of us; conflict-based interaction within and among nations; and a destructive relationship with the
environment.
The second section B is on “Measuring the transition to The Cooperative Society” with eight smaller
chapters. The authors have begun this section of the book is with the special quote from the introduction
to the Universal Declaration of Human Rights approved by the members of the United Nations in 1948:
“All human beings are born free and equal in dignity and rights.” The commitments made by all States in
the Universal Declaration of Human Rights are in themselves a mighty achievement, discrediting the
tyranny, discrimination and contempt for human beings that have marked human history. The authors
have selected the measures for analyzing the transition to a cooperative society with some specific
selection criteria e.g. not burying the reader in too many variables or too much complexity, Including a
range of social, economic, political, and environmental measures to create a balanced review of the
transition etc. Based on these criteria, the authors identified seven primary measures.
The seven measures in the form of chapters, representing economic, political, social, and environmental
components of a transition to the cooperative society are : 1) Concentration of economic power,
2) Wealth and income inequality, 3) Deaths from conflict, 4) Democracy, 5) Population change, 6)
Quality of life, 7) The environment.
Professor, HoC–CCM AND CGS , VAMNICOM, Pune
42
Chapter one on Concentration of economic power describes that the most recently available data in 2018
indicate a slight decrease in the economic strength of cooperatives and a slight increase in the strength of
large corporations compared to the 2016 data. The data presented in this chapter indicate that the number
of cooperatives in the world is approaching three million, and the number of co-op memberships is about
two billion.
Chapter two on Wealth and income inequality, highlights that Wealth and income inequality in the world
is extreme. There are a few positive signs related to the income of the very poor and to an emergent
“world middle-class,” but the super-wealthy are super-wealthier than ever and most of the planet’s
inhabitants are scraping by just above the bare minimum.
In chapter three authors concluded that the level of conflict around the world has dropped dramatically
since the middle of the 20th century. War deaths have decreased dramatically since the end of World War
II, and homicides are down sharply since the beginning of the 21st century when systematic worldwide
data was first collected. In 2016, war deaths were estimated at a little over one per 100,000 population per
year, compared to over 20 deaths per 100,000 in the first half of the 20th century. Between 2000 and
2016, the rate of worldwide homicides per 100,000 decreased from nine to a little over five.
This chapter talks about the number of democracies in the world and shifts in the trends. The number of
democracies accelerated after World War II, and again in the 1980s and early 1990s with the addition of
some developing countries and of states that had been part of the Soviet Union. Based on these data, the
population of democratic countries was about the same as that of all non-democratic countries in 2014.
Despite these differences, long-term trends clearly indicate a historical shift away from autocracy and
toward democracy.
Chapter five on Population Change describes that the world population has reached 7.6 billion in 2018
and According to the United Nations, the world’s population will reach 11 billion people by 2100. A
rising population puts pressure on resources such as food, housing, health care, and a range of other goods
and services, and tends to degrade the air, water, and land on which we depend. However, there is a myth
about the consequences of an increasing world population that is important to note and expose.
Chapter six concluded that Quality of life has improved since 1990. Quality of life is an important aspect
of the cooperative society. Both the Human Development Index and progress on the UN Millennium
Development Goals indicate that fewer people around the world are living in extreme poverty, and that a
variety of health and education indicators are also improving. The UN Sustainable Development Goals
Program is intended to continue these improvements from 2016 through 2030.
In the seventh chapter the authors have evaluated a range of ways in which human activity has
increasingly degraded the planet’s land, air, and water with special focus on two negative impacts humans
have had on the environment: species extinction (that is, killing off plants and animals that otherwise
would still be around today), and climate change (raising the surface temperature of the earth by
increasing the amount of carbon dioxide and related greenhouse gases in the atmosphere). The
consequences of the polluted environment are not only warmer temperatures, but also other negative
changes, including increasing droughts, forest fires, rising ocean levels, other extreme weather events, and
accelerated species extinction.
Chapter eight is presented with the purpose to summarize the trends presented in the first seven chapters
of the book, to provide an overview of whether or not we humans are moving toward or away from a
more cooperative society, and to identify a set of targets for progress on these measures to be achieved by
2030. The seven measures presented in this section of the book provide mixed evidence as follows: the
“score” of these measures is: • 3 negatives – concentrated economic power, unequal distribution of wealth
43
and income, and damage to the environment • 3 positives – reduced conflict, increased democracy, and
improved quality of life • 1 neutral – population growth
The Third Section C on Taking action comprises of seven chapters. The authors say that as human
beings, we have the power to shape the world in which we live. Because of this ability, we can act
strategically to evolve into a more humane society.
Chapter 9 on Decentralize economic power, provides ways and means of decentralize economic power.
Some of the important techniques could be i) Grow cooperative businesses by Improve measurement of
co-ops and co-op performance, Improve the legal and regulatory environment for co-ops, Strengthen
community-level, national, and international support for cooperatives, Improve cooperative development
and financial assistance, Develop targeted strategies for co-op sectors, countries, and job creation
opportunities, ii) Expand social enterprises etc.
“What can us as individuals do to reduce income and wealth inequality?” discussed in Chapter 10 on
Reduce inequality in household income and wealth. The authors have presented many cases and incidents
with practical way out to deal with this insurmountable problem. Within a country, the taxation system
and the array of economic- and social-support programs are the key factors that influence income and
wealth inequality. Progressive income and wealth taxes reduce the gap between the rich and the rest of us.
At the same time, they generate revenue that can be used to improve the economic conditions of a large
majority of citizens through a variety of means: access to affordable health care; education; food and
housing assistance payments; and retirement benefits.
Chapter 11 on Reduce conflict mainly deals with the prime objective to reduce homicides in our own
neighborhoods and communities. It is seen that much of the violence in the world centers on the Middle
East and Afghanistan. The authors have appealed the resourceful International organizations and
developed countries to extend incentives and sanctions which could help to reduce conflict and increase
democracy in other parts of the world.
Chapter 12 on Expand democracy addresses the question, how do we expand democracy into the rest of
the world? With the examples of many countries the authors suggested that democratization can be
accelerated in other countries by the policies of governments and economic leaders in democratic
countries.
The authors have provided many strategies that we as individuals, communities, countries, and
international organizations can do to “bend the curve” of population growth downward in Chapter 13 on
Reduce population growth.
Chapter 14 on Improve the quality of people’s lives says that by taking small actions as citizens, voters,
members of religious and nonprofit organizations, and consumers we can make life better for millions of
people in the world. Through these roles we can take actions to support the right of people in every
country to have decent lives in keeping with the United Nations Universal Declaration of Human Rights.
Chapter 15 on Create a more sustainable environment presents very pragmatic ways to reduce global
warming, Limit species extinction etc. which would ultimately lead to safe and sustainable environment.
The main conclusion presented in section D is that at this point in human history, there are divergent
trends, some moving toward increased cooperation and others undermining it. On the plus side,
cooperative businesses appear to be growing in number and global influence, on the negative side, a
relatively small number of for-profit corporations dominate the global economy. As humans, we can
shape our own history. That is the ultimate message of this book. We as a species are not destined to
destroy ourselves and our planet. We can make the transition from a destructive society to a cooperative
one. And we can make major progress on that transition between now and 2030.
44
The authors have presented the book to be read by a broad range of people, especially those who are
interested in the state of the world today, where things may be headed in the near future, and what we can
do to improve conditions for our species and the planet. In particular, the audience for the book includes:
• People who are active in cooperatives, mutual insurance companies, social enterprises, and other not-
for-profit organizations • Progressive elected officials and government employees at all levels• socially
responsible business leaders and employees • Citizens who are active in their communities • Faculty and
students at secondary schools, colleges, and universities. E.G. Nadeau and Luc Nadeau certainly embrace
values of the Enlightenment, but emphasize as well the importance of cooperative organization as a
promising pathway to future human progress. The efforts taken by the authors to present the book in
professional way deserve appreciation and compliments.
***