However this view is rather old fashioned thinking. Agricultural enterprises can range from the small scale subsistence farms to large commercial firms that require huge investment and complex operations. Even for those that are presently small scale, it is advisable to consider up-scaling on the basis that the more technological advanced a farm is, the more likely it is to have large scale customers who pay well.

What then are the practical applications of technology in agriculture ?  The increased mechanization of agriculture means that computers and other technology can be used to either replace human activity in whole or to replace certain aspects of human activity or even to merely complement the other traditional methods of farming. At a time when farmers are encouraged to mechanize, thereby reaping the benefits of improved efficiency and adding value to their products, the role of InfoTech will increase in this sector. The equipment that is being used will become more efficient and will tie-in with the more modern farms.

Modern farms are not just about producing crops or rearing animals. They can have quite complex human resource systems, finance and operations. They would then resemble any other business and would likewise need similar Information Technology programs. Take for example a ranch owner who regularly supplies to major supermarkets; the ability to control stock and delivery times as well as the importance of ensuring consistent quality will mean that modern technology will be invaluable. The issues of finance, human resource management and even communication mean that the farm will have to have some form of business IT model. The level of sophistication will depend on the type of farm and the needs of the farmer.

The only downside is that the majority of farmers in the world come from the developing countries where they have very limited scope to grow. They tend to be subsistence farmers with extremely limited income. There is also the problem of lack of awareness and the fear of new technology. It is even doubtful whether such attempts to create technology within a basic industry are viable. The costs of creating a whole business information technology model may by far outweigh any returns that such a farm can realistically obtain.

En conclusion I would argue that agriculture has to behave like other industries if it is to experience the rapid development that those industries have experienced over the last three decades. The traditional methods of farming still have a role to play but in terms of getting really big returns, the only way is to modernize. This transformation will require InfoTech conceptualization and applications, and farmers ought to prepare themselves for this resource.

These include but are not limited to operational performance management (OPM), business performance optimization (BPO), corporate performance management (CPA) and enterprise performance management (EPM). Despite the difference both operate on one principle which attempts to increase the efficiency and profitability of the organization right up to the optimum level.

In order to achieve this aim, the organization has to muster all its resources whether it is human capital or technology aids with the overriding aim of reducing costs, increasing output and growing profits. The challenge is getting all departments to understand their work in times of increasing efficiency and profitability. Many of them will have vested interests and their own agendas. The institutional culture that you have encouraged in your company will also have an impact in terms of the extent to which staff members are willing to join your efforts at performance management.

Evidence shows that performance management process does go hand in hand with change management. In order to prioritize the company’s core objective, there will have to be significant period of organizational change. Where there is change culture resistance is not far off. It will take a lot of work to get the whole organization to work in sync. The larger the organization the greater the complexity of effecting change.

Performance management by its very nature seeks to create minimum performance standards. It can create rewards and sanctions depending on the level of compliance. The strategic nature of its operations means that it often takes precedence over the day to day routine. It also creates a fear of management as people may believe that their jobs are being restructured and will eventually disappear from the payroll.

Performance management is a process and not just an incident. It is imperative that there is a continuous assessment in order to ensure that the changes and performance standards are not a one-off administered in haste but part of a well planned strategy to improve performance. Staff members should be encouraged to record the results of their own work and review their own performance in line with the standards that have been set.

There is always a risk that business performance management is created and supervised as a top-down activity. This is an approach that is likely to attract the stiffest resistance from members of staff who may feel that they are being dictated to by management. Rather efforts should be made to ensure that even the lowest employee believes that performance management is in their best interests. If they are to do well then the rewards will go to them in terms of promotion and better conditions.