Thumbnail Image

Theses

Browse

20011
Reset filters
Subject: Agricultural Extension × Author: Anjana, S × Author: KAU × End date: 2011 × Start date: 2000 × Type: Thesis × Thesis Type: M.Sc ×
Reset filters

Search Results

Now showing 1 - 1 of 1
  • Thumbnail Image
    ThesisItemOpen Access
    Leadership in people`s planning programme-swot analysis
    (Department of Agricultural Extension, College of Horticulture, Vellanikkara, 2001) Anjana, S; KAU; Kaleel, F M H
    This study on "Leadership in people's planning programme - SWOT analysis" was designed to measure the role perception and role performance of different categories of leaders, as well as the strength, weakness, opportunity and threat elements associated with the role performance of leaders in people's planning programme. This study was conducted in Thrissur district of Kerala state which was purposively selected. The sample selected for the study comprised two categories of leaders consisting 100 non-officials and 25 officials. In role perception, the roles like; proper selection of beneficiaries and identification of felt needs of the people were emerged as the most important by both categories of leaders in planning stage. As in case of implementation stage, they were active involvement of people in the implementation stage, making transparency and effective utilisation of resources. Highlighting the beneficial aspects, involving people. In evaluation stage, monitoring and assessing and submitting the reports before the gramma sabha were perceived as the most important roles perceived by both categories of leaders. Regarding the role performance, in planning stage both categories of leaders performed the roles well together were co-ordination of officials, identification of felt needs, cost' of the projects and decentralisation in decision making. In implementation stage both categories of leaders performed the roles like, the neighbourhood formation and equitable distribution of benefits. Whereas in case of evaluation stage, they were report submission, preparation of accounts of the project, monitoring and assessing results and highlighting the results. The study revealed that majority of non-officials and official leaders belonged to 'high' category of role perception and role performance. It was found that there was no significant difference among the two categories of leaders regarding their role perception and role performance. In case of relationship between role perception and role performance of non-official and official leaders was positive and significant. Different strengths, weaknesses, opportunities and threats experienced by the non-officials and officials while performing their roles were identified. The study drew attention to the emerging need of taking necessary action to avoid the delay in sanctioning the programmes and fmancial allotment by the higher authorities.