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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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FOCUS

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GUIDELINES TO CONTRIBUTORS

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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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Paranjape, V.P., Oct-Dec. 1980. Training for Better Organisational performance, Indian Journal of

Training and Development, P.187-189.

Times of India(2000), An Analysis of Working of Industrial Co-operatives, 17th June, 2000.

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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.

K.R.Thorp, K.C. DeJonge, A.L. Kaleita, W. D. Batchelor, J. O. Paz. "Methodology for the use of DSSAT

models for precision agriculture decision Support". Computers and Electronics in Agriculture,

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.

R.E. Plant, R.D. Horrocks, D.W. Grimes and L.J. Zelinski. 1992.

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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.

***