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|Title:||Development of agricultural administration in Pakistan|
|Keywords:||Agricultural administration -- Pakistan|
|Abstract:||Agricultural administration in Pakistan has been studied in the context of development administration which involves administrative structures, programs and policies, and personnel. Limited resources did not permit the author to undertake this study at the macro level. Therefore, the scope of the study was restricted to the West Pakistan Agricultural Development Corporation. The level of analysis was confined to: (1) the Board of Directors; and (2) two Project Areas of the Corporation, specifically Ghulam Mohammad and Guddu Barrages. In the first level of analysis the issues involved were: competence, autonomy, and control of the Board of Directors. The second level of analysis focused on the degree of coordination, participation in planning and organization of work, inter-departmental cooperation, functional and financial control, and the quality of personnel. A questionnaire was designed to elicit necessary information from the members of the Board of Directors and the personnel of the Corporation in the Project Areas. Out of three full time members of the Board of Directors, two could be interviewed. An extensive survey of Ghulam Mohammad Barrage and Guddu Barrage Project Areas was carried out. One hundred and sixty-one officials of the Corporation were interviewed in Hyderabad, Tando Mohammad Khan, Sujawal, Thatta, Sukkar, Jacobabad, Ghotki, and other affiliated areas thereto. For the purpose of analyses simple descriptive statistics like distribution of means, standard deviations, percentage were used. Inferential statistics of simple correlation were used wherever found necessary. BMD program was used for statistical analyses. The Board of Directors was found to be composed of generalists. In the absence of any specialist on the Board, we cannot say who are competent to formulate the programs and policies of the Corporation. Their autonomy to formulate programs and policies did not necessarily depend on their competence. In fact, the West Pakistan Agricultural Development Corporation Ordinance vested the power of formulating policies in the Provincial or Central Government. So far as their organizational control is concerned, the Board was empowered to hire and fire employees of the Corporation. But this power was restricted by the rules and regulations of the Government (Chapter III). The findings reported in Chapter IV indicate a high degree of structural differentiation and coordination in the project areas of the Corporation. Personnel working in the project areas seemed to have a fairly good knowledge of organizational goals which they developed through their participation in planning and organization of work (Chapter V). Goal accomplishment did not seem to be dependent on the knowledge of goals. The respondents reported that they had a great degree of functional authority and autonomy. But taking into consideration socio-psychological factors, their responses could be misleading. So far as functional control is concerned, it was exercised by those supervisors who were either at the Project Directorate or at the sub-divisional level (Chapter VI). Communication between subordinates and supervisors was found to be formalistic in terms of sending reports. There was no effective feedback mechanism (Chapter VI). A large percentage of the personnel were deputationists from their parent organizations. They were not given additional remuneration required to be paid by a corporate organization. Working for the Corporation was less attractive for them. Proposition regarding personal satisfaction as a stimulus and the effectiveness of the organization on the basis of the relationship between specialists and generalists could not be confirmed due to lack of data (Chapter VII).|
Bibliography: leaves 202-206.
xiii, 206 l tables
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|Appears in Collections:||Ph.D. - Political Science|
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