Characteristics of agricultural input package users in communal clubs serviced by Acat in KwaZulu: A note

Characteristics of communal club members who use input packages are studied using a survey of communal clubs serviced by Africa Co‐operative Action Trust (Acat) in KwaZulu during 1989. Discriminant analysis shows that full input package adopters tend to belong to older clubs, have less formal savings and receive more visits each year from KwaZulu Department of Agriculture (KDA) extension officers. They also have a greater proportion of land under sugar‐cane, larger farm sizes and a higher rand monetary value of livestock.

Members of older clubs benefit from greater club experience in ordering inputs and liquidity for securing discounts on bulk orders. Clubs also enable scarce KDA extension manpower resources to be used more effectively by focusing extension efforts on groups rather than individual farmers. Sugar‐cane production probably indicates member willingness to innovate and the availability of funds to buy complete input packages for other crops. Increased access to land promotes input package adoption which can raise agricultural productivity. Development of institutional arrangements for a land rental market in KwaZulu should be considered. Higher monetary values of livestock reflect Increased ability to bear risk associated with technology adoption and that adopters have the means to purchase input packages     

Measuring cost savings in the operating room: a matter of FOCUS (follow-through, obsolescence, control, utilization, standardization)

In summary, changes came slowly at first in the OR. The biggest inventory reduction came about a year after the effort had begun. It would seem that tackling obsolescence, standardizing products, etc. would give an initial "big chunk" savings, with small amounts coming later as inventories are lowered. What we expected did not occur, due to the inherent nature of practices and what was customarily being used. For example, previously, some equipment purchases were paid for by purchasing product, which resulted in long-term commitments and high supply costs. The OR at times seemed more like a process of managing change, not just supplies. FOCUS is a daily process. How many times can you afford to overlook this process? How often are the mistakes of the past repeated? In review, we suggest this simple outline: Follow-through (review each case from start to finish), Obsolescence (schedule inventories every six months), Control (achieve inventory management by adjusting PAR levels to needs), Utilization (utilize product/equipment with your control), and Standardization (standardize products and measure results).     

A vision for excellence

One hospital integrates employee relations, customer service and commitment to quality into one successful, award-winning program. Employees at AMI Palmetto General are motivated to constantly consider the hospital's goals and strive for excellence.     

Vying for time. Work and family

Time--there is never enough of it. There are never enough hours in the day to do everything at work and at home. Today's employees, forced to choose between work obligations and family responsibilities, often feel frazzled and guilty. Some employers recognize these conflicts and are finding ways to lighten the work/family load. They are offering a sophisticated combination of dependent-care options, flexible work hours and family-related benefits tailored to meet the needs of the employees within their specific industries. HRMagazine looks at leaders in six major industries--manufacturing, health, communications/technology, financial management, government and retail. No one can give employees that 25-hour day that everyone feels they need to juggle all their work and family obligations. But these industry leaders have provided a nurturing environment where employees can successfully balance those obligations.