Loading...
University of Agricultural Sciences, Bengaluru
University of Agricultural Sciences Bangalore, a premier institution of agricultural education and research in the country, began as a small agricultural research farm in 1899 on 30 acres of land donated by Her Excellency Maharani Kempa Nanjammanni Vani Vilasa Sannidhiyavaru, the Regent of Mysore and appointed Dr. Lehmann, German Scientist to initiate research on soil crop response with a Laboratory in the Directorate of Agriculture. Later under the initiative of the Dewan of Mysore Sir M. Vishweshwaraiah, the Mysore Agriculture Residential School was established in 1913 at Hebbal which offered Licentiate in Agriculture and later offered a diploma programme in agriculture during 1920. The School was upgraded to Agriculture Collegein 1946 which offered four year degree programs in Agriculture. The Government of Mysore headed by Sri. S. Nijalingappa, the then Chief Minister, established the University of Agricultural Sciences on the pattern of Land Grant College system of USA and the University of Agricultural Sciences Act No. 22 was passed in Legislative Assembly in 1963. Dr. Zakir Hussain, the Vice President of India inaugurated the University on 21st August 1964.
Browse
17 results
Search Results
ThesisItem Open Access MANAGEMENT OF FOOD PROCESSING UNITS-A CASE OF ROLLER FLOUR MILLS IN BIJAPUR DISTRICT (KARNATAKA)(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 2001-08-09) MANJUNATHA, M. B.; KARNOOL, N. N.India is one of the principal wheat producing and consuming country in the world, wheat forms and staple food to most of the population in the world. Wheat flour based products such as chapathi are part of the staple diet in most part of central and northern India. Nearly 10.5 million tonnes of wheat is processed every year. The leading flour producing states are, Uttara Pradesh, Maharashtra, Kamataka, Tamil Nadu, Bihar, Andhra Pradesh, West Bengal, Haryana and Punjab. The overall objective of the study was to analyse the performance of roller flour mills in Bijapur district of Karnataka. The two units located in the Bijapur district were selected for the study. Further, they were categorised into small and medium scale units based on their installed capacity The primary data was collected for the year 1999-2000. ; The results showed that the investment in both categoiy of roller n flour mills was financially feasible and economically viable. The per quintal total cost of processing was Rs.908.99 and Rs.959.53 in small and medium scale units respectively. The value added as a result of processing activity at an overall average level was Rs.220.85 per quintal of wheat processed. The marketing cost per bag of maida (90 kgs) was high in chsmnel-I (Rs.34.70). Among items of cost incurred sales tax accounted for 57.06 per cent of the total cost of marketing. The industry on an average utilised only 37.62 per cent of installed capacity-. Break even quantity of output in small and medium scale units was 15.468.84 quintals and 1.37,757.17 quintals respectively. The labour intensity was very low in both the units, capital iniensity and efficiency was higher in medium scale unit. Problems regarding marketing, processing, government policies and procurement were considered as the most important problems.ThesisItem Open Access MANAGEMENT OF FERTILIZER DISTRIBUTION A CASE OF KAIC DHARWAD Dist.(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 2001-08-09) DAKHANI, K.M.; Vijayakumar, Dr.H.S.To analyse the efficiency of procurement of agricultural inputs in terms of cost and distribution, and to suggest the ways to improve the performance of the organisation, Kamataka Agro-industries Corporation (Agro-input division) in Dharwad district was selected for the study. Primary and secondary sources of data were utilised for the study. The data pertains to the period 1995-96 to 1996-97. KAIC procures 6767 tonnes of fertilizer by incurring a cost of Rs.4,86,659 in procurement but it can adopt the minimum cost routes as suggested in suggested procurement schedule and save about Rs.37,128.The sensitivity analysis was earned out by assuming that KAIC is going to supply the whole demand for fertilizer of a district. The storage cost was found to be highest at Haveri and lowest at Navalgund agrokendra, because Navalgund agrokendra was actively engaged in sale of seeds and PPC. The lowest unit storage cost of fertilizer of Rs. 15.28 per tonne was seen at Haveri and the highest of Rs.28.12 per tonne at Mundargi because of the turnover that agrokendra cuold achieve. In organisation structure it was found that there is a need for one assistant to be posted at agrokendra and delegation of power to purchase directly from input supply firm. Among the taluks Haveri agrokendra had lion share of 79.02 per cent in the sale of fertilizer followed by Dharwad ( 57.30 per cent). Navalgund agrokendra ranked first in the sale of seeds while Shiggaon stood first in the sale of PPC among the agrokendras. The total margin earned amounted to of Rs. 1.911 Lakhs and Rs.1.586 Lakhs at Hubli and Haveri agrokendras respectively, while the lowest margin of Rs.0.537 Lakhs was found at Hangal. The gross profit earned by Navalgund agrokendra was highest (Rs. 0.891 Lakhs) , followed by Hubli agrokendra (Rs.0.793 Lakhs). Gross profit was earned at six agrokendras namely Navalagund, Hubli, Dharwad, Mundargi, Haveri and Shiggaon while the four agrokendra namely Ranebennui, Hanagal.ThesisItem Open Access INPUT PURCHASE MANAGEMENT - A CASE OF NANDI CO-OPERATrV E SUGAR FACTORY LIMITED, KRISHNA NAGAR, BIJAPUR(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 2001-08-09) PATIL, KASHIPATI; Vijayakumar, Dr. H.S.To identify the internal and external facloni influencing the perfomance of the management in procuring cane and to suggest ways to improve average seasonal sugar recovery and capacity utilization. The Nandi Co-operative Sugar Factory Limited, Krishnanagar, Bijapur was selected for the study. Primaiy and secondaiy sources of data were utilised for the study. The data pertains for the period 1991-92 to 1997-98. Fertilizers worth Rs. 200 lakhs and cane sets worth Rs. 75.56 lakhs were supplied to the needy farmers by the factory. The total sugarcane area planted under plant and ratoon canes was highest in 1997-98 (8647 and 8890 acres, respectively). Further, it was found that COC671 variety covered maximum average area (88.21%). The average cane price index of the factory was 84.70 per tonne. The average price paid by the factory in i installment constituted as much as 68.17 per cent of the total cane bill. The average quantity of extraneous matter deducted from the total quantity of procured cane was 1.44 per cent. Staling of cane for every two hours delay in crushing showed a loss of sugitr recovery by about 0.02 per cent. Gangs were hired on contract basis to harvest the crop and an advance of Rs. 60,000 was paid for the purpose. Sugarcane area harvested on an average, was maximum during December and January. The total proportion of available cane area under sugarcane was 16184, 11226 and 11618 acres, respectively during 1994-95, 1995-96 and 1996-97. The average total cane area covered for procurement of sugarcane over the years was 11045 acres from the operational area and 1361 acres from the outside area. The average total sugarcane area utilized for purposes other than supplying to the factory was 1964 acres. The average working period during the entire sea.son was 4198.49 hours, with an average number of 175.33 days. Average total hours of crashing was 2857.01 hours. The average capacity utilization of the factory was 61.73 per cent over the years.ThesisItem Open Access BUSINESS PERFORMANCE OF CO-OPERATIVE OIL MILLS - A MANAGEMENT APPRAISAL(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 2001-08-09) ASHRAFALI, F.; BANAKAR, BASAVARAJThesisItem Open Access MANAGEMENT APPRAISAL OF SPINNING MILLS IN GADAG DISTRICT (KARNATAKA)(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 2001-08-09) SAVITHA, M. C.; VIJAYAKUMAR, Dr. H. S.ThesisItem Open Access MANAGEMENT OF COTTON GINNING AND PRESSING INDUSTRIES IN BELLARY DISTRICT(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 2001-08-09) SHIVAKIIMAR, S.; SONNAD, J. S.Cotten is the important fibre crop in the world. India currently produces produces 132.80 lakh baies(1998-99) of cotton and the demand in 2020 is expected to be around 240 lakh bales. The Ginning and pressing of cotton is important for value addition to the produce, as the spinning mills accept cotton only after ginning and pressing. Indian ginning industry is very large area in cotton growing states. A number of surverys and improvement plans have been chalked out for the improvement of ginning industry, but owing to its size and nature, the knowing the strong and weak points in processing and marketing .Therefore this study intended to examine managerial aspects of cotton processing units.Fifteen ginning units and fifteen ginning and pressing units in Bellary distict of Karnataka were selected. Further, they were categorised into small and large based on their installed capacity. The primary data was collected for the year 1998-99. The investment in both category of ginning and pressing units is financially feasible and economically viable. The average per quintal total cost of ginning and ginning and pressing was Rs 2631.62 and 2639.79 respectivaly. The average value added by ginning activity was Rs 753.74 per quintal of cotton ginning and that by ginning and pressing activity was Rs 859.28 per qunital of cotton ginned and pressed. The marketing cost per qunital of ginned cotton wsa high when the produce was sold through channel 2 (Rs 374.82) and it was also true for ginned and pressed cotton (Rs 384.77 ).Taxes and transport charges accounted for Rs 275.10 and Rs 102.17 each in the total cost of marketing. The analysis of financial ratios revealed that large units in both the types were more efficient than samll units. Problems regarding repairs and maintenance was the major problem as revealed by most of the processors (86.60%).ThesisItem Open Access BUSINESS PERFORMANCE ANALYSIS OF AGRO-BASED INDUSTRY IN BELGAUM DISTRICT OF KARNATAKA - A CASE OF STARCH INDUSTRY(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 2001-08-09) RAHUL RAJTARAM, MANE; Vijayakumar, H. S.The maize starch industry in terms of volume and value of the final products is most important sector in the world.The turnover of the Indian starch industry is about Rs. 5,000 million. Starch industry suffers from various management problems. Therefore to help existing manufactures and who wish to enter in the industry Belgaum district was selected in Karnataka with both established starch units. Further they were categorized into two namely, small and largo unit based on their installed capacity. The primary data was ^or the collected for the year 1998-99 by personal interview method with the help of pre-tested schedule. Similarly secondary data was collected from both the units and DIG, Belgaum for the year 1998-99. The results revealed that, in Belgaum district 12,294 agro-based units were established, out of which 12,278 were small units. There was a direct relationship between the total capital investment and the size of the unit. The starch industry followed the line organization type of structure. Totally three patterns of procurement of maize were identified. The cost of carrying inventory per tonne of maize was higher (Rs.913.29) in large unit. The cost of production of starch per tonne of maize processed was small (Rs.8,374.37) in small unit. The value added as a result of processing activity was high (Rs.5,724.15) in large unit per tonne of maize processed. Maximum quantity of starch was marketed through traders and commission agents. The marketing cost per tonne of starch was high through channel III (commission agent). The units used 50 kg package for marketing of starch powder. The small unit adopted pricing at the market strategy and large unit adopted penetration pricing and loss leader pricing strategy. The business performance as observed through the financial ratios showed that the large processing units were more offiaient than the small unitThesisItem Open Access A STUDY ON MARKETING MANAGEMENT IN EDIBLE OIL IN REGIONAL OILSEEDS GROWERS' CO-OPERATIVE SOCIETIES UNION LIMITED, RAICHUR(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 2001-08-08) YUSUF, MOHAMMED; WADER, L.K.Investigation was conducted to study the marketing management m edible oil of the Union. The primary data were collected by discussion with personnels and personal observations. Secondary data were obtained from the annual reports and records of the union. The data were analysed using tabular" and various statistical techniques. The quantity of sunflower seeds procured by the union in the project area was maximum (54.89%) followed by groundnut and safflower seeds. The union crushed only 51.35 per cent of oilseeds over the study period. The average share of oilseeds procurement by the union over the study period was just 0.85 per cent to the total quantity of oilseeds produced'marketed surplus in the project area. Tlie capacity utilization of oil mills/expellers, solvent extraction and refinery plants were used to a maximum of 22.32 per cent, 13.34 per cent and 6.25 per cent, respectively. The groundnut oil alone constituted 94.87 per cent of the total oil consumption. As per 1991 census, 78.27 per cent of the total population, consumed only 24.73 per cent of oil by the rural market and the urban market which consisted of only 21.73 per cent of the total population consumed 75.27 per cent of oil to the total oil consumption. The groundnut oil positioned at higher quality and at higher price by the union, and vice versa in sunflower oil than Competitors. It is implied that if strictly cost reduction measures followed by the Union at least at par with the competitors in over heads in pricing system for a quintal of oilseeds, quote more price Rs. 18.76 in tender at APMC Market Yard than Competitor-II and less Rs. 8.19 than Competitor-I. If proposed Union gate procurement concept, is introduced by the Union shall announce Rs. 143.25 comparatively more than existing pricing system without affecting the percentage of its margin. The seasonal indices of either groundnut and sunflower prices were found to be maximum in the month of August. The sales promotion measures adopted by the union did not increase the sales realization. The institutional channel was not followed by the Union. The Union is dealing through divisional offices in rural areas. Stockists' commission was not paid by the Union at par with Competitors. The main problems faced by the union were lack of working capital, strong competition in procurement of oilseeds and geographical disadvantage.ThesisItem Open Access MANAGEMENT OF BROILER INDUSTRY - "A CASE OF BELLARY DISTRICT "(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 2001-08-08) SREEKANT BABU, K.; KHAN, H.S.S.Animal husbandry is an integral part of agriculture in India. Poultry production in India made rapid progress during last two decades, by 1991 it has gone upto 250 million from mere 4 million in 1971. India now ranks 18"ยป in broiler production in the world. Kamataka state contributes about 6 per cent to the total poultry production in India. The overall objectives were to study the financial management. Inventory management, marketing management and management practices followed in broiler industry. There were totally 14 broiler farms operating in the study area. All the 14 farms were selected for the study with out looking into the population and 5 wholesalers and 10 retailers were randomly selected. The data was collected through personal interview method for the year 1998-99. The techniques of tabular analysis, financial feasibility analysis and financial ratio analysis were employed. The results showed that the total investment and total costs per bind increased with the increase in the farm size but total cost per kg live weight decreased with the increase in the farm size, while the net returns increased with the increase in farm size. Large broiler farms recorded higher value of Net present value. Internal rate of returns. Benefit cost ratio and Pay back period was less. Various financial test ratios like solvency. Liquidity, profitability and turn over ratios were worked out to ascertain the business performance of broiler farms. Four different channels were identified in marketing of live broilers. The share of producer in consumer's rupee was highest in channel 111 (Producer - Hotel/ Bar) followed by channel 11 (Producer - Retailer - Consumer) and channel 1 (Producer - Wholesaler - Retailer - Consumer). Two patterns for purchasing feed was observed in the study area. Purchasing of feed through pattern 1 (Feed mixing units-Broiler farms) was more economical than patterns 11 (Retailers- Broiler farms).