1. Ideally, a systematic management development programme presupposes that clear goals and responsibilities exist for each organization, that job descriptions exist for each task within the organization and that a means of appraising the performance of each individual in his job or task also exists. Additionally, even though it may be possible to conduct a training needs assessment, the final listing of job-related skills called for may conceal considerable differences between individuals who vary greatly in terms of ability.
2. For example, a procedurally complex system of land registration, especially from the farmers’ point of view, absence of systems and procedures for recording/reporting and/or transmitting data from the field to headquarters in many services: an underdeveloped career system, with procedures for evaluating staff performance but no apparent systematic procedures for relating performance to promotion or to nomination of individuals for further training.
3. eg. erratic radio phone communications with the field; unreliable electricity for using computers; shortages of aircraft and fuel for spraying; lack of books for documentation centre; lack of office equipment; a slow postal system for receiving reports from the field.
4. The first of three field level workshops was held at Janale, June 20-25, 1987, and included 26 participants from the Ministry, selected parastatals, projects, cooperatives and the farming community itself.
5. Boateng, M.Y., Busuri, M.I. and Yusuf, A.M. March 1985. March, AFMET: Farming Systems in the Lower Shebelle : a framework for on-farm Research Working Paper