Journal of Social Welfare and Management

Agriculture is one of the strongholds of the Indian economy and accounts for 14.6 per cent of the country’s gross domestic product (GDP) in 2009-10, and 10.23 per cent (provisional) of the total exports. Furthermore, the sector provided employment to 55 per cent of the work force. India’s agriculture and allied sector grew by 3.8 per cent in the first six months of the current fiscal (2010-11), against one per cent in the year-ago period on the back of better Kharif crop output. According to the GDP data released by the Central Statistical Organisation (CSO) on November 30, 2010, the country’s farm sector grew by 2.5 per cent and 4.4 per cent each in the first two quarters of the current fiscal, against 1.9 per cent and 0.9 per cent, respectively, in the same period last year. The Government is giving highest priority to agriculture and allied sector. The Eleventh Plan allocation has been considerably higher over the Tenth Plan allocation. An amount of US$ 19 billion has been allocated for the Ministry of Agriculture during the Eleventh Five Year Plan. Capital investment in agriculture has increased from US$ 1.2 billion in 2007-08 to US$ 3.26 billion in 2010-11 (inclusive of State Plan Scheme Rashtriya Krishi Vikas Yojana), as per a Ministry of Agriculture press release dated August 3, 2010.In this study focus on history, importance and problems of Indian agriculture and also discuss about modern agricultural development.

Keywords: Agriculture, GDP, Global Positioning System, Development.
 

Going green has been elevated to a key business strategy for employers today. In the future, a company’s carbon statement will be as prominent as its financial statement. Human resource managers are bringing the green movement into the workplace. Earlier in the past it looked too expensive but now it is the way the business has to go in order to stay in the market in long run. In this paper we have focused on the increased need of going green practices through the human resource department of the organizations. The support of green HR practices resulting in eco-friendly organization remains another emphasizing area of this paper.

Keywords: Employees, organization, Green HR, Sustainability

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The tribal areas constitute a very significant portion of backward areas of the country presenting a complex situation for both planners and administrators. The tribal communities predominately live in hilly and forest regions, which are comparatively inaccessible and isolated. This paper has analyzed the costs and revenues on tribal lands in the study area. The cost of cultivation on seeds in very low among the sample households. More than 79 per cent of the sample households are spending less than Rs. 500 on seeds. More than 82 per cent of the sample households are spending less than Rs.500 on fertilizers. More than 40 per cent of the sample households are having total income in the range of Rs.5,000 to Rs.10,000. Non- agricultural activities in the study area are also a good substitute for the livelihood of the scheduled tribes. More than 92 per cent of the sample households do not get the credit from institutional sources and it leads to get the credit from private moneylenders. In this regard, the government should play active role in making the institutional sources disburse the loans to the scheduled tribe people in these areas so that they are brought out of the clutches of the moneylenders. 

The main purpose of this paper is to show the linkages and inter-relationship among the leadership and organizational culture. Further authors want to know which leadership style employee would prefer to execute culture in the organisation. The study has been conducted in manufacturing firms of various locations in Gujarat with total sample size of 440 employees in order to investigate empirically the impact of leadership and organisational culture in Indian business context. This is an exploratory study of the relationship between leadership style and organizational culture. Correlations revealed that proactive culture preferred more compared to other organisational culture irrespective of style of leadership. The unexpected findings of correlations suggest that there is need for research in this area. It is further recommended that the relationship between the leadership practices the prevailing organisational cultures be measured according to subgroups such as caste, race, gender etc. and followed up by a qualitative investigation. Further comparative analysis could be done among the industries/service sectors.

Keywords: Leadership styles, corporate leaders, Organisational Culture