M. W. Waldron, J. Vsanthakumar, and S. Arulraj
Mark W. Waldron is a Professor of Rural Extension Studies, University of Guelph, Guelph, Canada; J. Vsanthakumar is a Professor of Agricultural Extension, Annamalai University, India; and S. Arulraj is a Senior Scientist, Agricultural Extension, Sugarcane Breeding Institute, India.
The authors acknowledge the assistance of Michael Rzeznik, Ph.D. student in Rural Studies, University of Guelph, in preparing this chapter.
Managing people effectively in extension programmes is a skill that requires constant planning and development. An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub units. He or she has status that leads to various interpersonal relations, and from this comes access to information. Information, in turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg, 1988). Management is concerned with the optimum attainment of organizational goals and objectives with and through other people. Extension management organizations are characterized by many strategies, wide spans of control, democracy, and autonomy. Their management practices cannot be reduced to one standard set of operating guidelines that will work for all organizations continually. However, all managers of professional organizations face the same challenge: to manage one 's time, objectives, and resources in order to accomplish tasks and implement ideas (Waldron, 1994).
Managers of extension programmes are painfully aware of the need for revision and development of the new skill sets held by today 's high performers. If change is not handled correctly, it can be more devastating then ever
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