STUDY ON ORGANISATIONAL STRUCTURE OF FARMER PRODUCER ORGANISATIONS (FPOs) FOR EFFECTIVE VALUE CHAIN ANALYSIS - A CASE ANALYSIS OF TELANGANA AND KARNATAKA

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dc.contributor.advisorPRABHAVATHI, Y
dc.contributor.authorADITYA, R.L.S.
dc.date.accessioned2017-02-20T05:03:54Z
dc.date.available2017-02-20T05:03:54Z
dc.date.issued2015
dc.descriptionD5112en_US
dc.description.abstractThe concept of producer companies in India is a very recent development. These are just like cooperatives, but they are registered as companies. No non-producer can be a member of the company. They get together; they combine their share capital, register as a company, employ a professional to run the company and do value addition, whatever is possible. In this context, it is felt necessary to probe into the organizational structure, capacity building, internal controls and forward linkages of the farmer producer companies. A two stage purposive and random sampling technique was adopted to select the ultimate sample. Karnataka and Telangana states were purposively selected to study the FPCs. Bijapur district of Karnataka state and Mahabubnagar district of Telangana state were randomly selected as they were one among the backward districts in the respective states. There were totally 8 FPCs in Karnataka and 9 in Telangana promoted by different NGOs. Among these 17 FPCs, 12 were exclusively carrying out operations relating to agriculture. Among these 12 FPCs, 2 FPCs exist in Bijapur district of Karnataka and 3 FPCs exist in Mahabubnagar district of Telangana. All the five (5) FPCs are taken up from the study. The organizational structure of farmer producer company is protuberant with sectoral differentiation at each level. Predefined rules and responsibilities and classifications has made the structure heading towards the glaring position HFSPC has an equity share capital Rs of 4.32 lakh. The no of farmers shareholders, FAGs, RGB leader and BoD associated with HFSPC were 834, 48, xi 96, 10 respectively. Company conducted AGB meeting in the month of May and BoD meeting on 11th of every month. KFSPC has an equity share capital of Rs 4.71 lakh. The no of farmers shareholders, FAGs, RGB leader and BoD associated with HFSPC were 915, 46, 92, 10 respectively. Company conducted AGB meeting in the month of May and BoD meeting on 10th of every month AFSPC has an equity share capital of Rs 2.83 lakh. The no of farmers shareholders, FAGs, RGB leader and BoD associated with HFSPC were 503, 31, 62, 10 respectively. Company conducted AGB meeting in the month of May and BoD meeting on 15th of every month KLFSPC has an equity share capital of Rs 4.8 lakh. The no of farmers shareholders, FAGs, RGB leader and BoD associated with HFSPC were 1023, 58, 116, 9 respectively. Company conducted AGB meeting in the month of April and BoD meeting on 5th of every month. JFSPC has an equity share capital of Rs 4.5 lakh. The no of farmers shareholders, FAGs, RGB leader and BoD associated with HFSPC were 948, 51, 102, 10 respectively. Company conducted AGB meeting in the month of April and BoD meeting on 9th of every month. Backward linkages are the channels through which information, material and money flow between a firm and its suppliers and create a network of economic independence. FPCs in the study area have an assurance in the supply of farm inputs like fertilizer and plant protection chemicals from Tirumala fertilizers and Sri Sai agro agencies respectively. Forward linkages can be defined as a distribution chain connecting a producer or supplier to its customers. The five FPCs in the study area have in common a single buyer named Farmers Pulse Private limited (FPPL) for purchasing red gram brought by the FPC. Reliability of the farmer shareholders on producer company, intuition and knowledge of BoD, visitor and official meetings, noticeable attendance percentage in annual general and BoD meetings, prompt and timely availability of inputs, BoD leadership and SHG experience and well-educated BoD were the important strengths. Limited financial resources and funding sources, lack of human resource policy, lack of adequate accounting systems, lack of professional managers, lack of capital, lack of own storage and processing facilities, insufficient training and services, procurement of other major crops, poor office facilities, devoid of staff, lack of internal control, no visitor meeting, lack of proper communication channel, delay in input supply, political intervention in the FPC business, lack of input supply, lack of bods ownership, lack of advocacy and lobbying of BOD were the important weaknesses. Vast untapped membership, procurement from all the shareholder members, procurement of other major crops, opportunity to avail services from nearby Krishi Vigynan Kendra (KVK), Tandoor and equity grant fund (EGF) from SFAC were the important opportunities. Competition from middlemen and brokers, bad debts from input supply, lack of sustainability were the important threats. xii From the five producer companies studied at various levels of growth and development only one producer company (HFSPC) has shown positive indicators for business viability. General organisational structure of FPOs comprised farmer shareholders, FAGs, RGB leaders and BoD. It is a four tier structure with farmer shareholders at the bottom level. FAGs and RGB at middle level and BoD at top level. The roles, responsibilities, functions and duties of the entire organisational structure must be clearly defined and implemented to enhance the capacity building of FPOs. The priorities revealed that the maximum percentage of farmers (50) desires to get training on crop cultivation techniques, 55 per cent of the farmers opinioned to have knowledge on soil health and drought management, 30 per cent of the farmers wanted to visit a red gram processing unit and 20 per cent want to visit a successful producer company. All these felt needs of the farmers should be fulfilled by the top level management on priority basis to enhance the capacity building.en_US
dc.identifier.urihttp://krishikosh.egranth.ac.in/handle/1/5810001628
dc.keywordsSTUDY ON ORGANISATIONAL STRUCTURE OF FARMER PRODUCER ORGANISATIONS (FPOs) FOR EFFECTIVE VALUE CHAIN ANALYSIS - A CASE ANALYSIS OF TELANGANA AND KARNATAKAen_US
dc.language.isoen_USen_US
dc.pages113en_US
dc.publisherACHARYA N.G. RANGA AGRICULTURAL UNIVERSITY, GUNTURen_US
dc.subAgricultural Business Managementen_US
dc.subjectnullen_US
dc.themeSTUDY ON ORGANISATIONAL STRUCTURE OF FARMER PRODUCER ORGANISATIONS (FPOs) FOR EFFECTIVE VALUE CHAIN ANALYSIS - A CASE ANALYSIS OF TELANGANA AND KARNATAKAen_US
dc.these.typeM.Scen_US
dc.titleSTUDY ON ORGANISATIONAL STRUCTURE OF FARMER PRODUCER ORGANISATIONS (FPOs) FOR EFFECTIVE VALUE CHAIN ANALYSIS - A CASE ANALYSIS OF TELANGANA AND KARNATAKAen_US
dc.typeThesisen_US
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