Management of agricultural research: A training manual. Introductory module

Table of Contents

Prepared by
V.N. Asopa
Indian Institute of Management
G. Beye
Research and Technology Development Service
Research, Extension and Training Division, FAO

Rome, 1997

The designations employed and the presentation of material in this publication do not imply the expression of any opinion whatsoever on the part of the Food and Agriculture Organization of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries.

ISBN 92-5-104090-7

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying or otherwise, without the prior permission of the copyright owner. Applications for such permission, with a statement of the purpose and extent of the reproduction, should be addressed to the Director, Information Division, Food and Agriculture Organization of the United Nations, Viale delle Terme di Caracalla, 00100 Rome, Italy.

© FAO 1997

This electronic document has been scanned using optical character recognition (OCR) software and careful manual recorrection. Even if the quality of digitalisation is high, the FAO declines all responsibility for any discrepancies that may exist between the present document and its original printed version.

Table of Contents



Abbreviations used in the text


Research management: A key ingredient

Components of a worldwide agricultural research management programme

Defining FAO's role

Modus operandi

The manual

Evolution of the training manual

Institute management
User's guide

Design of the manual

Session sheet
Session guide
Instructional materials
Background readings
Recommended readings
Design flexibility
Workshop schedule

Organizing a training workshop

Appendix 1: Management orientation and decision making

Understanding the situation
Will to act and action orientation
Problem-solving approach

Defining the problem
Generating alternatives
Specifying criteria
Evaluation and decision
Developing an action plan
Feedback and contingency planning

Appendix 2: The case method

What is a case?
Types of cases
Dimensions of a case
Case discussion
Usefulness of the case method

Acquiring knowledge
Developing skills
Forming attitudes and values
Behavioural learning

Facilitating the process of learning
Training of managers
Using the case method

Sequential process of the case method
Role of the resource person
Role of participants

Guidance to participants

Utility of small group discussions

Case development and writing

Identifying case development needs
Developing case leads
Initial clearance
Data collection
Preparing the case outline
Preparing a case draft
Clearance, registration and testing

Teaching notes

Appendix 3: Summary of course contents

Appendix 4: Illustrative schedule for a workshop on agricultural research

Appendix 5: Management training

Aims for management training
Some critical aspects of learning

Participation and practice
Feedback and reinforcement

Application of learning

Appendix 6: Planning and management of short-duration, executive development programmes

Problems in managing SEDPs

First-day problems
Some participants switch off...
... While others dominate
All face mid-programme blues
Total breakdown
Non-academic concerns
Suggestions to the programme coordinator

Screening participants
Planning the course and teaching material
The first day
On subsequent days
Designing a learning climate
Monitoring and reviewing the programme

Suggestions to programme faculty

First and last sessions
Planning the programme
Other aspects

Suggestions to participants

References cited and sources for further reading