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Kerala Agricultural University, Thrissur

The history of agricultural education in Kerala can be traced back to the year 1896 when a scheme was evolved in the erstwhile Travancore State to train a few young men in scientific agriculture at the Demonstration Farm, Karamana, Thiruvananthapuram, presently, the Cropping Systems Research Centre under Kerala Agricultural University. Agriculture was introduced as an optional subject in the middle school classes in the State in 1922 when an Agricultural Middle School was started at Aluva, Ernakulam District. The popularity and usefulness of this school led to the starting of similar institutions at Kottarakkara and Konni in 1928 and 1931 respectively. Agriculture was later introduced as an optional subject for Intermediate Course in 1953. In 1955, the erstwhile Government of Travancore-Cochin started the Agricultural College and Research Institute at Vellayani, Thiruvananthapuram and the College of Veterinary and Animal Sciences at Mannuthy, Thrissur for imparting higher education in agricultural and veterinary sciences, respectively. These institutions were brought under the direct administrative control of the Department of Agriculture and the Department of Animal Husbandry, respectively. With the formation of Kerala State in 1956, these two colleges were affiliated to the University of Kerala. The post-graduate programmes leading to M.Sc. (Ag), M.V.Sc. and Ph.D. degrees were started in 1961, 1962 and 1965 respectively. On the recommendation of the Second National Education Commission (1964-66) headed by Dr. D.S. Kothari, the then Chairman of the University Grants Commission, one Agricultural University in each State was established. The State Agricultural Universities (SAUs) were established in India as an integral part of the National Agricultural Research System to give the much needed impetus to Agriculture Education and Research in the Country. As a result the Kerala Agricultural University (KAU) was established on 24th February 1971 by virtue of the Act 33 of 1971 and started functioning on 1st February 1972. The Kerala Agricultural University is the 15th in the series of the SAUs. In accordance with the provisions of KAU Act of 1971, the Agricultural College and Research Institute at Vellayani, and the College of Veterinary and Animal Sciences, Mannuthy, were brought under the Kerala Agricultural University. In addition, twenty one agricultural and animal husbandry research stations were also transferred to the KAU for taking up research and extension programmes on various crops, animals, birds, etc. During 2011, Kerala Agricultural University was trifurcated into Kerala Veterinary and Animal Sciences University (KVASU), Kerala University of Fisheries and Ocean Studies (KUFOS) and Kerala Agricultural University (KAU). Now the University has seven colleges (four Agriculture, one Agricultural Engineering, one Forestry, one Co-operation Banking & Management), six RARSs, seven KVKs, 15 Research Stations and 16 Research and Extension Units under the faculties of Agriculture, Agricultural Engineering and Forestry. In addition, one Academy on Climate Change Adaptation and one Institute of Agricultural Technology offering M.Sc. (Integrated) Climate Change Adaptation and Diploma in Agricultural Sciences respectively are also functioning in Kerala Agricultural University.

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Subject: Agricultural Extension × Author: Asnantharaman, M × End date: 1999 × Type: Thesis × Thesis Type: Ph.D ×
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    ThesisItemOpen Access
    Managerial efficiency of cassava farmers
    (Department Of Agricultural Extension, College Of Agriculture, Vellayani, 1991) Asnantharaman, M; KAU; Thyagarajan Nair, G
    The study aimed at analyzing the managerial efficiency of cassava farmers. It was conducted in four districts namely, Thiruvananthapuram (low productivity), and Pathanamthitta (high productivity) in Kerala State and Kanyakumari (low productivity) and Selem (high productivity) in Tamil Nadu state. The first three districts were considered as non- industrial district and Selem district was considered as industrial district also. A total of 240 cassava farmers were selected, 60 from each district following stratified random sampling. The managerial efficiency was measured with the help of a scale consisting of 30 items developed for the study. The data on the managerial efficiency of farmers and on the fifteen socio- psychological and situational factors of the farmers were collected using an interview schedule. The components of managerial efficiency identified empirically were ‘planning’, ‘labour management’, ‘information management’, ‘financial management’ ‘production management (variety)’, ‘production management (practices)’ and ‘marketing management’. The managerial efficiency of cassava farmers as the whole was somewhat better as little more than half of the farmers had high managerial efficiency. While the farmers exhibited high efficiency in the managerial components namely, ‘planning’, ‘labour management’, ‘financial management’ and marketing management’, they were not efficient in the components of ‘Information management’, ‘production management (variety)’ and ‘production management (practices)’. The farmers of industrial district were found to have significantly higher efficiency in the overall managerial efficiency as well as in the managerial components viz., ‘planning’, ‘information management’, ‘financial management’, ‘production management (variety)’, and ‘production management (practices)’ when compared to farmers of non- industrial district. The component- wise performance of farmers on the whole was in the order of ‘labour management’, ‘marketing management’, ‘planning’, ‘financial management’, ‘production management (practices)’, ‘information management’, and ‘production management (variety)’. While farmers of industrial district relatively performed well in ‘production management (variety)’, ‘production management (practices)’ and ‘planning’ when compared to other components, non-industrial district farmers performance was good at ‘labour management’, ‘marketing management’ and ‘financial management’. The managerial components namely, ‘planning’, ‘information management’ and ‘financial management’ were found to be relatively more important than other components with regard to their contribution towards the profit from cassava cultivation. The socio-psychological and situational factors namely, closeness with agricultural support system, market perception, achievement motivation, economic motivation, attitude towards scientific management in crop enterprise, knowledge on scientific management in crop enterprise, cultivated holding, cassava area and irrigation potential were found to be significantly contributing to the managerial efficiency. The major managerial constraints faced by the farmers were lack of awareness, knowledge, conviction, timely information and planting materials; limited resources, uncertainty and shortage of labourers.