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Competency standard 1
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In the beginning, extension services were established more than 100 years ago to facilitate a link for farmers to new knowledge and technology in order to increase agricultural production. Extension services were first introduced in the United States through the city libraries, and by the Farmer Institute’s experimental station staff in Massachusetts (Seevers, Graham, & Conklin, 2007). Extension work gradually expanded to the rural populations in other parts of the United States, which contributed to a national system, because 50% of the U.S. population lived in rural areas nearly a century ago (United States Department of Agriculture, 2010). The Smith-Lever Act was passed by the U.S. Congress in 1914, and the Cooperative Extension Service (CES) was established (Seevers et al., 2007). The term cooperative referred to its three funding sources: federal, state, and local governments (Graham, 1994). After its creation, CES became tremendously embedded in American society. It serves as an educational outreach network of the land-grant colleges and the USDA, which is “a vast network of interdependent yet relatively independent institutions throughout all the states and territories” (Boone, 1988, p. 11). It is dedicated to developing the agricultural system, and that requires continuous adaptation due to changing technology and demographics. Programs vary within states and local regions as CES responds to local needs and issues (Graham, 1994). The program areas of CES are agriculture and natural resources, family and consumer sciences, 4-H and youth development, and community development (Seevers et al., 2007).
The mission of CES was to distribute useful and practical information in agriculture, home economics, and related subjects t...
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...needs of the people. Their ability to perform Extension tasks is a function of their job competencies. According to Swanson (1996), high value should be placed on core competencies in business and industry, primarily referring to their knowledge and expertise in these fields.
In 2002, ECOP challenged Extension leadership to prepare its administrators, faculty, and staff to value diversity and accept that change is necessary for the viability of the organization. The committee suggested that the Extension system must allocate resources to ensure that all employees spend at least 10% of their time in training and professional development that enhance competencies relative to engagement and critical issues. Because of the need for staff training and development as identified by ECOP, many states have set up their own competency standards, including North Carolina.
(1997). This is one if the many reasons why our executive management team also established core-competencies within the organization and tied them to each associate’s annual review, which is when associates usually get their merit-based raise. In order to succeed at any level in any department at MyEyeDr., associates should demonstrate six core competencies in their work and daily functions: excellent customer service orientation, superior communication skills, demonstrated collaboration/teamwork, high-level learning capacity/adaptability, superior technical proficiency/knowledge and timely
The ASTD Competence Model serves to identify the competencies training and development professionals must exhibit in order to be successful in the field. The model consists of six foundational competencies, which include “business skills, global mindset, industry knowledge, interpersonal skills, personal skills, and technology literacy” (Anderson, Rothwell, & Naughton, 2013, p. 17). The model also identifies ten areas of expertise, which include “performance improvement, industrial design, training delivery, learning technologies evaluating learning impact, managing learning programs, integrated talent management, coaching, knowledge management, and change management” (Anderson et al., 2013). Each of the foundational competencies identifies
A. “Farm Policy.” CQ Researcher 10 Aug. 2012: 693-716. Web. The Web. The Web.
Even through the economic crisis of the 1890s, Americans held to their beliefs of maintaining a free market, free from governmental influence in the agricultural fields. Farm policy remained nonexistent for 40 more years, until Herbert Hoover came into office in 1928, bringing with him heavy support for federal agricultural intervention. In 1929 he signed legislation to create the Federal Farm Board, a program intended to stabilize the income of farmers and equalize it to that of other professions—no doubt, this was in theory a logical idea, but this program paved the way for nonsensical programs to rule the agricultural sector for, thus far, the rest of our nation’s history. The Farm Board introduced
Core competencies are to begin a mark while gaining the reputation and brand acknowledgment. Core competencies have become more important now than they ever have before. Depending on how your company takes advantage of the concept and gets greater figures in the positions of building core competencies. When the situation approaches when a small or medium sized business becomes very complex they will have no choice but to build core competencies to succeed in a difficult environment and get to the global level.
Training and development is essential to employee’s retention, loyalty and overall satisfaction. When employees feel there is opportunity within a company and diversity leading the way employees pride and productivity is enhanced.
...o. “The Great Agricultural Transition: Crisis, Change, and Social Consequence of the Twentieth Century US Farming”. Annual Review of Sociology 27 (2001): 103-124.
Recruiting, selection, and employment are the main core staffing activities and are made possible by using the information found in the support activities. Core activities begin with reaching out to possible applicants and ends with the candidate accepting the job offer (Heneman III, Judge, & Kammeyer-Muellar, 2012). These activities put to practice the information in the support activities.
In recent history, farming in America has changed dramatically, and Naylor’s farm is representative of many in the American Corn Belt. Though it began growing a variety of crops and keeping livestock too, Naylor now only plants corn and soybeans. In Naylor’s grandfather’s days, the farm fed the whole family with just enough left over for twelve others. Now, Naylor indirectly feeds an estimated 129 people, but this does not mean his farm is any more successful. In fact, Naylor’s farm cannot financially support his family.
This highly influential and informational documentary about corn is told and experienced by two college friends Ian and Curt. These two best friends move from the east coast straight to the heart of their food’s location, the Midwest. Through the help from helpful neighbors and genetically engineered seeds they plant and produce their own crop of corn on just one acre of Iowa soil. After their attempt to follow their corn into the food system of America they wonder about the food we eat and how we farm. The two meet with the man who changed farming in America forever, Earl Butz and learn more than they ever thought they would about one crop.
“The farm implement industry has profoundly shaped both American agriculture and the national economy. Of all farm implements, the tractor has had the greatest impact on rural life” (Robert C. Williams, qtd. in Olmstead).
To ensure all the employees are competent, they need to develop a system to measure this competency. For example, they can do assessments to gauge competency. Besides that, they should provide compulsory and supplementary training to their employees to add in value and skills. Mentoring systems also can be implemented to ensure sharing of knowledge and experiences.
also practices Job Enrichment as well as Job Enlargement within the organization to further expand the employees experience and skill. Job Enrichment is the practice of giving employees a high degree of control over their work, from planning and organizing through implementation and evaluating the result. Google Inc. in particular, gives its more specialized and professional engineer a greater responsibility and control over their jobs
Coates and Mc Dermot 2002, ‘An exploratory analysis of new competencies: A resource based view perspective.’ Journal of Operations Management, Vol. 20, pp. 435-450.
The ASTD Competence Model serves to identify the competencies training and development professionals must exhibit in order to be successful in the field. The model consists of six foundational competencies, which include “business skills, global mindset, industry knowledge, interpersonal skills, personal skills, and technology literacy” (Arneson, Rothwell, & Naughton, 2013, p. 17). The model also identifies ten areas of expertise, which include “performance improvement, industrial design, training delivery, learning technologies, evaluating learning impact, managing learning programs, integrated talent management, coaching, knowledge management, and change management” (Arneson et al., 2013). Each of the foundational competencies identifies