how do i control and manage my
TRANSCRIPT
How do I control and manage my farming
enterprise.
By Tony da Costa
What’s the goal?
What’s the goal?
• Good Income.
What’s the goal?
• Good Income.
• Achieving security.
What’s the goal?
• Good Income.
• Achieving security.
• Personal health and safety.
What’s the goal?
• Good Income.
• Achieving security.
• Personal health and safety.
• Personal growth and increased understanding.
What’s the goal?
• Good Income.
• Achieving security.
• Personal health and safety.
• Personal growth and increased understanding.
• Acceptance by others and recognition as an individual.
How to achieve your goals
How to achieve your goals
Planning
Organizing
Staffing
Directing
Controlling
Organizing
Organizing
• Organizing is establishing an internal structure of the roles and activities required to meet the farm's goals.
Organizing
• Organizing is establishing an internal structure of the roles and activities required to meet the farm's goals.
• The manager must decide the positions to be filled and the duties, responsibilities, and authority attached to each.
Organizing
• Organizing is establishing an internal structure of the roles and activities required to meet the farm's goals.
• The manager must decide the positions to be filled and the duties, responsibilities, and authority attached to each.
• Organizing also includes the coordination of efforts among people.
Organizing
Organizing
• Deciding who reports to whom; this is often referred to as the chain of command.
Organizing
• Deciding who reports to whom; this is often referred to as the chain of command.
• Determining the functions in each position (job design), including the degree of authority.
Organizing
• Deciding who reports to whom; this is often referred to as the chain of command.
• Determining the functions in each position (job design), including the degree of authority.
• Establishing the work routines and standard operating procedures for each production enterprise.
Soil sampling and liming
Year 1 - Soya Beans Soil sampling , liming, manuring
Year 1 - Maize
Year 1 - Maize
Year 1 - Soya Beans Flat rate lime, manuring
Soil sampling and liming
Year 2 - Maize
Year 2 - Soya Beans Soil sampling , liming, manuring
Year 2 - Soya Beans Flat rate lime, manuring
Year 2 - Maize
Soil sampling and liming
Year 3 - Soya Beans Flat rate lime, manuring
Year 3 - Maize
Year 3 - Maize
Year 3 - Soya Beans Soil sampling , liming, manuring
Soil sampling and liming
Year 4 - Maize
Year 4 - Soya Beans Flat rate lime, manuring
Year 4 - Soya Beans Soil sampling , liming, manuring
Year 4 - Maize
Soil sampling and liming
Year 1 - Soya Beans Soil sampling , liming, manuring Year 2 - Maize Year 3 - Soya Beans Flat rate lime, manuring Year 4 - Maize
Year 1 - Maize Year 2 - Soya Beans Soil sampling , liming, manuring Year 3 - Maize Year 4 - Soya Beans Flat rate lime, manuring
Year 1 - Maize Year 2 - Soya Beans Flat rate lime, manuring Year 3 - Maize Year 4 - Soya Beans Soil sampling , liming, manuring
Year 1 - Soya Beans Flat rate lime, manuring Year 2 - Maize Year 3 - Soya Beans Soil sampling , liming, manuring Year 4 - Maize
Staffing
Staffing
• Often, the need to figure out how to get all the jobs done on time is even more critical because there is so little flexibility in the labour supply.
Staffing
• Often, the need to figure out how to get all the jobs done on time is even more critical because there is so little flexibility in the labour supply.
• No business should try to operate without the possibility of hiring assistance when needed.
Staffing
• Often, the need to figure out how to get all the jobs done on time is even more critical because there is so little flexibility in the labour supply.
• No business should try to operate without the possibility of hiring assistance when needed.
• Assistance can range from hiring a teenager after school to help with a few livestock operations to contracting with an accountant to prepare tax records.
Staffing
Staffing
• Whether a business needs one full-time worker, two or three part-time helpers on a regular basis, or hourly help for seasonal work, maintaining a competent labour force is essential.
Staffing
• Whether a business needs one full-time worker, two or three part-time helpers on a regular basis, or hourly help for seasonal work, maintaining a competent labour force is essential.
• Labour management starts with obtaining qualified workers who understand what is expected of them.
Staffing
• Whether a business needs one full-time worker, two or three part-time helpers on a regular basis, or hourly help for seasonal work, maintaining a competent labour force is essential.
• Labour management starts with obtaining qualified workers who understand what is expected of them.
• Terms of compensation and benefits must be established.
Explain reasoning
Explain reasoning
• Does you labour force know why inoculated soya seed should be kept out of the sunlight?
Staffing
Staffing
• Managing a business means that someone takes responsibility for assigning tasks and making sure that workers understand how to do their jobs and what is expected of them.
Staffing
• Managing a business means that someone takes responsibility for assigning tasks and making sure that workers understand how to do their jobs and what is expected of them.
• It helps to have some incentives for high levels of achievement.
Staffing
• Managing a business means that someone takes responsibility for assigning tasks and making sure that workers understand how to do their jobs and what is expected of them.
• It helps to have some incentives for high levels of achievement.
• Telling people when they did something well may be even more important than telling them when they did something wrong. Both are necessary.
Directing
Directing
• Directing is closely related to staffing. The smaller the business, the more the two are interlocked.
Directing
• Directing is closely related to staffing. The smaller the business, the more the two are interlocked.
• Delegation of authority is often one of the most difficult things for the manager of a small business to accomplish.
Directing
• Directing is closely related to staffing. The smaller the business, the more the two are interlocked.
• Delegation of authority is often one of the most difficult things for the manager of a small business to accomplish.
• All the workers need to know their responsibilities and have a sense of when they can make decisions and when the boss must be involved.
Directing
Directing
• The larger the number of employees, the more crucial the lines of authority.
Directing
• The larger the number of employees, the more crucial the lines of authority.
• Motivation is part of directing.
Directing
• The larger the number of employees, the more crucial the lines of authority.
• Motivation is part of directing.
• Knowing what is going on and listening to employee concerns help build communication and confidence.
Directing
• The larger the number of employees, the more crucial the lines of authority.
• Motivation is part of directing.
• Knowing what is going on and listening to employee concerns help build communication and confidence.
• Creating a team spirit where every worker feels some responsibility for the success or failure of the operation is desirable.
Controlling
Controlling
• Control is the part of business management that determines that new methods are needed to turn out positive results when an investment decision is proven to be less profitable than planned.
Controlling
• Control is the part of business management that determines that new methods are needed to turn out positive results when an investment decision is proven to be less profitable than planned.
• Control requires keeping track of expenses and income.
Controlling
• Control is the part of business management that determines that new methods are needed to turn out positive results when an investment decision is proven to be less profitable than planned.
• Control requires keeping track of expenses and income.
• It forces a manager to monitor what is happening every day; it is one of the good reasons to make the rounds of the fields in your bakkie on a regular basis, to look in on operations where you are not physically working.
Planting Maize into Ryegrass
Planting Maize into Ryegrass
• Initially looked very good.
Planting Maize into Ryegrass
• Initially looked very good.
then the big surprise!
Planting Maize into Ryegrass
Planting Maize into Ryegrass
• Nitrogen negative period.
Planting Maize into Ryegrass
• Nitrogen negative period.
• Green strip had stooling rye instead of ryegrass.
Planting Maize into Ryegrass
• Nitrogen negative period.
• Green strip had stooling rye instead of ryegrass.
• The stooling rye was killed with overgrazing.
Nitrogen Negative period
Nitrogen Negative period
Controlling
Controlling
• Comparing rates of production and levels of performance or productivity against established goals or generally accepted standards.
Controlling
• Comparing rates of production and levels of performance or productivity against established goals or generally accepted standards.
• Control ensures that these comparisons are made in a systematic manner and discussed with the people directly involved; problems in production arising from natural causes need to be recognized and allowed for -in good management.
Controlling
• Comparing rates of production and levels of performance or productivity against established goals or generally accepted standards.
• Control ensures that these comparisons are made in a systematic manner and discussed with the people directly involved; problems in production arising from natural causes need to be recognized and allowed for -in good management.
• Monitoring production processes and making changes as necessary.
Controlling
• Comparing rates of production and levels of performance or productivity against established goals or generally accepted standards.
• Control ensures that these comparisons are made in a systematic manner and discussed with the people directly involved; problems in production arising from natural causes need to be recognized and allowed for -in good management.
• Monitoring production processes and making changes as necessary.
• Adjusting when to plant, when to spray, when to pick, and when to start and stop harvest are all results of control.
Controlling
• Comparing rates of production and levels of performance or productivity against established goals or generally accepted standards.
• Control ensures that these comparisons are made in a systematic manner and discussed with the people directly involved; problems in production arising from natural causes need to be recognized and allowed for -in good management.
• Monitoring production processes and making changes as necessary.
• Adjusting when to plant, when to spray, when to pick, and when to start and stop harvest are all results of control.
• Keeping track of the work routines and making sure that plans are accomplished (or revised) will make a difference.
Scout, do not assume
Scout, do not assume
• I assumed it was drought damage.
Scout, do not assume
• I assumed it was drought damage.
• Thru proper scouting by manager, real problem was identified.
Scout, do not assume
• I assumed it was drought damage.
• Thru proper scouting by manager, real problem was identified.
• Red Spider Mite
Planning
Planning
• Upgrading of facilities thru the replacing or repairing of old or damaged facilities.
Planning
• Upgrading of facilities thru the replacing or repairing of old or damaged facilities.
• Introduction of new procedures and farming technologies.
Planning
• Upgrading of facilities thru the replacing or repairing of old or damaged facilities.
• Introduction of new procedures and farming technologies.
• Expanding of operations. Determine constraints.
Planning
• Upgrading of facilities thru the replacing or repairing of old or damaged facilities.
• Introduction of new procedures and farming technologies.
• Expanding of operations. Determine constraints.
• Changing of farm directions.
Planning
• Upgrading of facilities thru the replacing or repairing of old or damaged facilities.
• Introduction of new procedures and farming technologies.
• Expanding of operations. Determine constraints.
• Changing of farm directions.
• Maintaining the conditions of equipment, buildings and properties.
Planning
• Upgrading of facilities thru the replacing or repairing of old or damaged facilities.
• Introduction of new procedures and farming technologies.
• Expanding of operations. Determine constraints.
• Changing of farm directions.
• Maintaining the conditions of equipment, buildings and properties.
• Training
Planting plan
Planting plan
Planting angle
Planting angle
30 ⁰
To determine planting direction
To determine planting direction
Guidance
Guidance
Timeline
Timeline
• Plan your different functions on a timeline.
Timeline
• Plan your different functions on a timeline.
• Be pro-active.
Timeline
• Plan your different functions on a timeline.
• Be pro-active.
• E.g. Rodent control.
Timeline
Timeline
• Same field as previous slide.
Timeline
• Same field as previous slide.
• Timeous rodent control.
Simple Rodent control
Simple Rodent control
•Steel thieves, somehow a blessing in disguise.
Simple Rodent control
•Steel thieves, somehow a blessing in disguise. •Article by Griffon Poison Information Centre – raptor perches.
Simple Rodent control
•Steel thieves, somehow a blessing in disguise. •Article by Griffon Poison Information Centre – raptor perches. •Started replacing stolen steel standards with gum poles.
Variety planning
Variety planning
• When doing variety trials, let the harvester give the results.
Variety planning
• When doing variety trials, let the harvester give the results.
Maturity group 6 Soya Bean 1.67 ton/ha
Variety planning
• When doing variety trials, let the harvester give the results.
Maturity group 6 Soya Bean 1.67 ton/ha
Maturity group 4 Soya Bean 2.64 ton/ha
Variety planning
• When doing variety trials, let the harvester give the results.
• Spread the risk by planting various varieties.
Maturity group 6 Soya Bean 1.67 ton/ha
Maturity group 4 Soya Bean 2.64 ton/ha
Do Trials, but measure
Do Trials, but measure
• Product A Product B
Do Trials, but measure
• Product A Product B
• Always let the harvester do the talking!
Do Trials, but measure
• Product A Product B
• Always let the harvester do the talking!
• The gem cannot be polished without friction, nor man be perfected without trials – Danish proverb
Use tools – weather forecasts
Use tools – weather forecasts
• Always check the weather.
Use tools – weather forecasts
• Always check the weather.
• www.weathersa.co.za www.yr.no
Use tools – weather forecasts
• Always check the weather.
• www.weathersa.co.za www.yr.no
• Left was sprayed just before a rain storm.
Use tools – weather forecasts
• Always check the weather.
• www.weathersa.co.za www.yr.no
• Left was sprayed just before a rain storm.
• Right was sprayed the next day.
To conclude
To conclude
• Effective farm managers don't just "go with the flow." They set goals. That's how they make a difference. That's how they get things done. Simply reacting to change won't do.
To conclude
• Effective farm managers don't just "go with the flow." They set goals. That's how they make a difference. That's how they get things done. Simply reacting to change won't do.
• Being willing and able to delegate responsibility is a valuable trait.
To conclude
• Effective farm managers don't just "go with the flow." They set goals. That's how they make a difference. That's how they get things done. Simply reacting to change won't do.
• Being willing and able to delegate responsibility is a valuable trait.
• Keep an eye on what goes on beyond the farm fence.
To conclude
• Effective farm managers don't just "go with the flow." They set goals. That's how they make a difference. That's how they get things done. Simply reacting to change won't do.
• Being willing and able to delegate responsibility is a valuable trait.
• Keep an eye on what goes on beyond the farm fence.
• All managers have their limits. But the successful ones find ways to overcome them by building a management team of family members, colleagues, consultants, and others.
Thank You