ISSN (Print) - 0012-9976 | ISSN (Online) - 2349-8846

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Some Myths in Management

The myths of a business organisation, like those of a community, have their foundation in partial reality at a given period of time but they scarcely ever represent the total reality. They satisfy a variety of social and psychological needs of the system and of its managers. They help provide rationality to behaviour in the organisation and justification for managerial inactivity or failure; they minimise anxiety by transferring managerial failures to external events or to the powers that guide their destiny.

A Vent, Not a Scheme

A Vent, Not a Scheme B L Maheshwari THE author of the book is an insider with 20 years in business and with many successes to his credit. Townsend knows both the strengths and the weaknesses of organisations though he concentrates on the latter. He says that three common features of organisation men are that they are docile, they are bored, and they are dull. This is an intolerable state of affairs because: "If you're not in business for fun or profit what the hell are you doing here?". The author seems to feel that there is little one can do to make the large and complex organisations more tolerable, more interesting, and more productive, so he advises the organisation men to wage non-violent guerilla warfare within the organisations to subvert them. But he recognises that it will take millions of such subversives to make much difference. Where is he going to find the wanted revolutionaries among the ranks of these docile, bored and dull organisation men?

Generational Conflict in Management-Need to Identify Its Components

The inter-generational conflict in management has been much discussed of late, the reason for it being traced to the older group's fears of the superiority of the 'conceptual' knowledge possessed by the younger executives over the 'experiential' knowledge possessed by them. The contention has been that this fear evokes a defensive response among the young, leading to inter-generational tension and lack of smooth management operations.

Micro Planning The Neglected Interface

Social and economic systems have divergent subsystems which wilt work together effectively only when they are linked by an interface that ensures compatibility between them. Often, the individual subsystem by itself may be superb in its design, structure, and contents; and yet the total system may fail to work optimally because the interaction between, or the synchronisation of, the constituent parts has been neglected. Neglect of the interface can be costly in terms of the performance of the total system.

The Problem of Labour Commitment

While there is increasing concern among the managerial elite about employees' lack of interest or in volvement in their work, the terms they use to explain the phenomena are often oversimple and onesided.

Performance Budgeting in Corporate Sector

Performance budgeting has been increasingly brought to bear on government operations. Although the entire effort so far has been to improve and rationalise the government budgeting system, some thinking has started of late as to how the technique can be used by public sector projects, Long-range planning

Land Reform in India and Pakistan

P C Joshi A general survey of land reform policy and programmes in India and Pakistan during the two decades since Independence suggests that (i) The social motivation for agrarian policy in both countries was provided by the contending pressures of the erstwhile semi-feudal landlords on the one hand and the emerging class of medium landowners and superior tenants on the other.

Farm Size and Credit Policy

C H Hanumantha Rao Land and labour are no longer the predominant factors of growth in agriculture, and capital and scientific knowledge have become a major source of growth with their significance increasing rapidly.

Factors Determining Demand for Pesticides

Gunvant M Desai Among various plant protection measures, pesticides have been found to be the most popular among cultivators. The Fourth Five Year Plan aims at substantially raising the level of pesticide use. Growth in cultivators' demand will play a crucial role in attaining the target.

Capital Inputs in Punjab Agriculture - 1950-51 to 1964-65

 B Sen Adoption of the new agricultural technology in India seems to have been accompanied by an in- creased investment in new forms of capital equipment by farmers. The most pronounced increase in this respect has taken place in Punjab, and to a lesser extent in Haryana and Western Uttar Pradesh. On the whole, the increase has been greater in the wheat belt than in the rice belt.

Agicultural Growth in the 1970s-An Analysis

An Analysis V Nath In order to achieve the Fourth Five-Year Plan target of growth of agricultural output by 5 per cent annually during the Plan period and the rest of the 1970s, the rate of increase in productivity of croplands will have to be higher than the rate envisaged in the Plan, This is because the Plan's projection of increase in the gross cropped area appears to be too high on analysis of both past trends in growth of the area and future possibilities of extension of cultivation and increase in multi-cropping.

The By-Passad Segment

Agricultural Growth in 1970s V Nath Land Reform in India and Pakistan P C Joshi Measurement of Scale Economies K Mukerji Farm Size and Credit Policy C H Hanumantha Rao Capital Inputs in Punjab Agriculture B Sen Mechanisation and Wheat Revolution Martin H Billings Arjan Singh Fertiliser Application on KYV Shyamal Roy Demand for Pesticides Gunvant M Desai Review of Agriculture is published four times a year, on the last Saturday of March, June, September and December.


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