Developing Research Managers and Leaders through Management Development Programme in National Agricultural Research and Education System in India

Abstract

To develop research managers and leaders in NARES, it is substantially important to enable existing and proposed managers to expand their understanding of the principles, techniques and approaches involved in management. To achieve this goal, ICAR-NAARM, offered a course “Management Development Programme on Leadership Development” for more than one decade. To assess and evaluate the performance of the participants in their respective institutions, the respondents and their reporting officers interviewed to determine whether programme has produced the desired effect. A total of 150 respondents and their reporting officers gave their views for this study. Based upon mean score and standard deviation, most of the respondents were average (62.67%), below average (19.33%) and above average (18%) before training, knowledge levels after training indicated, most of the respondents were average (66%), below average (17.33%) and above average (16.66%) whereas changes in knowledge levels indicated that, most of the respondents having average (63.33%), below average (18.66%) and above average (18%). For Behaviour, feedback received from the participants after 6 months and more period and the overall satisfaction level was around 3.89 out of 5.0, whereas overall results was around 3.42 out of 5.0.

Evaluation of the Performance of Agricultural and Related Departments and the Extent of Job Satisfaction for Employees in Anbar Governorate-Iraq

“…During the evaluation process, we can judge the eligibility of workers to stay at work and change the employees' work locations, or their entitlements for promotion to those who deserve it, or lowering or raising their grades and salaries, or even dismissing them, by transferring them to departments within their current level. This is because the worker is considered one of the elements of production, and a means to achieve the objectives and strategies of the institutions, so it is necessary for the organization to measure these human elements in carrying out the tasks entrusted to it and executing the duties in an appropriate manner [13]. The results of the study indicated in Table No.…”

The Impact of Training Courses Implemented By International Organizations and Their Impact on The Performance of Agricultural Staff In Anbar

“…In addition to that, the educational level variable, where the more the employee obtains higher education, the more his information increases, and accordingly, his efficiency and ability to perform better increase, as is the case in the field of years of service or the number of training courses that Effectively contribute to the development of employee performance in reverse, as increasing training courses leads to increasing employee skills and experience in their field of work, and thus better performance, and this is consistent with the studies of both [4], [8], [19] shown in Table 7. This indicates the importance of all personal variables and their effective impact on the performance of employees, and as we have previously indicated the importance of age in a direct way with its effect on performance, as well as the educational level, and the rest of the variables in addition to the gender variable, as it was found that the vast majority of men, and this is due to the ease of men's work in the sector Agricultural, and the difficulty of this for women, as it was noticed their reluctance to be appointed in the agricultural sector, and most of the women work in administrative work far from dealing with farmers [20]. Correlation coefficient, and this indicates a strong correlation between the "independent variable" and this training and the "dependent variable" which is the performance of the workers.…”