The document discusses key aspects of managing a farming enterprise, including setting goals, organizing, staffing, directing, controlling, and planning. It emphasizes the importance of setting goals, organizing roles and responsibilities, maintaining a competent labor force, monitoring operations, making adjustments, and planning ahead. Effective farm management requires tasks to be assigned and workers to understand expectations, while also motivating staff and addressing issues or opportunities for improvement.

1. How do I control and
manage my farming
enterprise.
By Tony da Costa

2. What’s the goal?

3. What’s the goal?
• Good Income.

4. What’s the goal?
• Good Income.
• Achieving security.

5. What’s the goal?
• Good Income.
• Achieving security.
• Personal health and safety.

6. What’s the goal?
• Good Income.
• Achieving security.
• Personal health and safety.
• Personal growth and increased understanding.

7. What’s the goal?
• Good Income.
• Achieving security.
• Personal health and safety.
• Personal growth and increased understanding.
• Acceptance by others and recognition as an
individual.

8. How to achieve your goals

9. How to achieve your goals
Planning
Organizing
Staffing
Directing
Controlling

10. Organizing

11. Organizing
• Organizing is establishing an internal structure
of the roles and activities required to meet the
farm's goals.

12. Organizing
• Organizing is establishing an internal structure
of the roles and activities required to meet the
farm's goals.
• The manager must decide the positions to be
filled and the duties, responsibilities, and
authority attached to each.

13. Organizing
• Organizing is establishing an internal structure
of the roles and activities required to meet the
farm's goals.
• The manager must decide the positions to be
filled and the duties, responsibilities, and
authority attached to each.
• Organizing also includes the coordination of
efforts among people.

14. Organizing

15. Organizing
• Deciding who reports to whom; this is often
referred to as the chain of command.

16. Organizing
• Deciding who reports to whom; this is often
referred to as the chain of command.
• Determining the functions in each position
(job design), including the degree of authority.

17. Organizing
• Deciding who reports to whom; this is often
referred to as the chain of command.
• Determining the functions in each position
(job design), including the degree of authority.
• Establishing the work routines and standard
operating procedures for each production
enterprise.

18. Soil sampling and liming
Year 1 - Soya Beans
Soil sampling , liming, manuring
Year 1 - Maize
Year 1 - Maize Year 1 - Soya Beans
Flat rate lime, manuring

19. Soil sampling and liming
Year 2 - Maize Year 2 - Soya Beans
Soil sampling , liming, manuring
Year 2 - Soya Beans
Flat rate lime, manuring
Year 2 - Maize

20. Soil sampling and liming
Year 3 - Soya Beans
Flat rate lime, manuring
Year 3 - Maize
Year 3 - Maize Year 3 - Soya Beans
Soil sampling , liming, manuring

21. Soil sampling and liming
Year 4 - Maize Year 4 - Soya Beans
Flat rate lime, manuring
Year 4 - Soya Beans
Soil sampling , liming, manuring
Year 4 - Maize

22. Soil sampling and liming
Year 1 - Soya Beans
Soil sampling , liming, manuring
Year 2 - Maize
Year 3 - Soya Beans
Flat rate lime, manuring
Year 4 - Maize
Year 1 - Maize
Year 2 - Soya Beans
Soil sampling , liming, manuring
Year 3 - Maize
Year 4 - Soya Beans
Flat rate lime, manuring
Year 1 - Maize
Year 2 - Soya Beans
Flat rate lime, manuring
Year 3 - Maize
Year 4 - Soya Beans
Soil sampling , liming, manuring
Year 1 - Soya Beans
Flat rate lime, manuring
Year 2 - Maize
Year 3 - Soya Beans
Soil sampling , liming, manuring
Year 4 - Maize

23. Staffing

24. Staffing
• Often, the need to figure out how to get all
the jobs done on time is even more critical
because there is so little flexibility in the
labour supply.

25. Staffing
• Often, the need to figure out how to get all
the jobs done on time is even more critical
because there is so little flexibility in the
labour supply.
• No business should try to operate without the
possibility of hiring assistance when needed.

26. Staffing
• Often, the need to figure out how to get all
the jobs done on time is even more critical
because there is so little flexibility in the
labour supply.
• No business should try to operate without the
possibility of hiring assistance when needed.
• Assistance can range from hiring a teenager
after school to help with a few livestock
operations to contracting with an accountant
to prepare tax records.

27. Staffing

28. Staffing
• Whether a business needs one full-time
worker, two or three part-time helpers on a
regular basis, or hourly help for seasonal
work, maintaining a competent labour force is
essential.

29. Staffing
• Whether a business needs one full-time
worker, two or three part-time helpers on a
regular basis, or hourly help for seasonal
work, maintaining a competent labour force is
essential.
• Labour management starts with obtaining
qualified workers who understand what is
expected of them.

30. Staffing
• Whether a business needs one full-time
worker, two or three part-time helpers on a
regular basis, or hourly help for seasonal
work, maintaining a competent labour force is
essential.
• Labour management starts with obtaining
qualified workers who understand what is
expected of them.
• Terms of compensation and benefits must be
established.

31. Explain reasoning

32. Explain reasoning
• Does you labour force know why inoculated
soya seed should be kept out of the sunlight?

33. Staffing

34. Staffing
• Managing a business means that someone
takes responsibility for assigning tasks and
making sure that workers understand how to
do their jobs and what is expected of them.

35. Staffing
• Managing a business means that someone
takes responsibility for assigning tasks and
making sure that workers understand how to
do their jobs and what is expected of them.
• It helps to have some incentives for high levels
of achievement.

36. Staffing
• Managing a business means that someone
takes responsibility for assigning tasks and
making sure that workers understand how to
do their jobs and what is expected of them.
• It helps to have some incentives for high levels
of achievement.
• Telling people when they did something well
may be even more important than telling
them when they did something wrong. Both
are necessary.

37. Directing

38. Directing
• Directing is closely related to staffing. The
smaller the business, the more the two are
interlocked.

39. Directing
• Directing is closely related to staffing. The
smaller the business, the more the two are
interlocked.
• Delegation of authority is often one of the
most difficult things for the manager of a
small business to accomplish.

40. Directing
• Directing is closely related to staffing. The
smaller the business, the more the two are
interlocked.
• Delegation of authority is often one of the
most difficult things for the manager of a
small business to accomplish.
• All the workers need to know their
responsibilities and have a sense of when they
can make decisions and when the boss must
be involved.

41. Directing

42. Directing
• The larger the number of employees, the
more crucial the lines of authority.

43. Directing
• The larger the number of employees, the
more crucial the lines of authority.
• Motivation is part of directing.

44. Directing
• The larger the number of employees, the
more crucial the lines of authority.
• Motivation is part of directing.
• Knowing what is going on and listening to
employee concerns help build communication
and confidence.

45. Directing
• The larger the number of employees, the
more crucial the lines of authority.
• Motivation is part of directing.
• Knowing what is going on and listening to
employee concerns help build communication
and confidence.
• Creating a team spirit where every worker
feels some responsibility for the success or
failure of the operation is desirable.

46. Controlling

47. Controlling
• Control is the part of business management that
determines that new methods are needed to turn
out positive results when an investment decision is
proven to be less profitable than planned.

48. Controlling
• Control is the part of business management that
determines that new methods are needed to turn
out positive results when an investment decision is
proven to be less profitable than planned.
• Control requires keeping track of expenses and
income.

49. Controlling
• Control is the part of business management that
determines that new methods are needed to turn
out positive results when an investment decision is
proven to be less profitable than planned.
• Control requires keeping track of expenses and
income.
• It forces a manager to monitor what is happening
every day; it is one of the good reasons to make the
rounds of the fields in your bakkie on a regular basis,
to look in on operations where you are not physically
working.

50. Planting Maize into Ryegrass

51. Planting Maize into Ryegrass
• Initially looked very good.

52. Planting Maize into Ryegrass
• Initially looked very good.
then the big surprise!

53. Planting Maize into Ryegrass

54. Planting Maize into Ryegrass
• Nitrogen negative period.

55. Planting Maize into Ryegrass
• Nitrogen negative period.
• Green strip had stooling rye instead of
ryegrass.

56. Planting Maize into Ryegrass
• Nitrogen negative period.
• Green strip had stooling rye instead of
ryegrass.
• The stooling rye was killed with overgrazing.

58. Nitrogen Negative period

59. Nitrogen Negative period

60. Controlling

61. Controlling
• Comparing rates of production and levels of performance or
productivity against established goals or generally accepted
standards.

62. Controlling
• Comparing rates of production and levels of performance or
productivity against established goals or generally accepted
standards.
• Control ensures that these comparisons are made in a
systematic manner and discussed with the people directly
involved; problems in production arising from natural causes
need to be recognized and allowed for -in good management.

63. Controlling
• Comparing rates of production and levels of performance or
productivity against established goals or generally accepted
standards.
• Control ensures that these comparisons are made in a
systematic manner and discussed with the people directly
involved; problems in production arising from natural causes
need to be recognized and allowed for -in good management.
• Monitoring production processes and making changes as
necessary.

64. Controlling
• Comparing rates of production and levels of performance or
productivity against established goals or generally accepted
standards.
• Control ensures that these comparisons are made in a
systematic manner and discussed with the people directly
involved; problems in production arising from natural causes
need to be recognized and allowed for -in good management.
• Monitoring production processes and making changes as
necessary.
• Adjusting when to plant, when to spray, when to pick, and
when to start and stop harvest are all results of control.

65. Controlling
• Comparing rates of production and levels of performance or
productivity against established goals or generally accepted
standards.
• Control ensures that these comparisons are made in a
systematic manner and discussed with the people directly
involved; problems in production arising from natural causes
need to be recognized and allowed for -in good management.
• Monitoring production processes and making changes as
necessary.
• Adjusting when to plant, when to spray, when to pick, and
when to start and stop harvest are all results of control.
• Keeping track of the work routines and making sure that plans
are accomplished (or revised) will make a difference.

66. Scout, do not assume

67. Scout, do not assume
• I assumed it was drought damage.

68. Scout, do not assume
• I assumed it was drought damage.
• Thru proper scouting by manager, real
problem was identified.

69. Scout, do not assume
• I assumed it was drought damage.
• Thru proper scouting by manager, real
problem was identified.
• Red Spider Mite

70. Planning

71. Planning
• Upgrading of facilities thru the replacing or
repairing of old or damaged facilities.

72. Planning
• Upgrading of facilities thru the replacing or
repairing of old or damaged facilities.
• Introduction of new procedures and farming
technologies.

73. Planning
• Upgrading of facilities thru the replacing or
repairing of old or damaged facilities.
• Introduction of new procedures and farming
technologies.
• Expanding of operations. Determine constraints.

74. Planning
• Upgrading of facilities thru the replacing or
repairing of old or damaged facilities.
• Introduction of new procedures and farming
technologies.
• Expanding of operations. Determine constraints.
• Changing of farm directions.

75. Planning
• Upgrading of facilities thru the replacing or
repairing of old or damaged facilities.
• Introduction of new procedures and farming
technologies.
• Expanding of operations. Determine constraints.
• Changing of farm directions.
• Maintaining the conditions of equipment,
buildings and properties.

76. Planning
• Upgrading of facilities thru the replacing or
repairing of old or damaged facilities.
• Introduction of new procedures and farming
technologies.
• Expanding of operations. Determine constraints.
• Changing of farm directions.
• Maintaining the conditions of equipment,
buildings and properties.
• Training

77. Planting plan

78. Planting plan

79. Planting angle

80. Planting angle
30 ⁰

81. To determine planting direction

82. To determine planting direction

83. Guidance

84. Guidance

85. Timeline

86. Timeline
• Plan your different functions on a timeline.

87. Timeline
• Plan your different functions on a timeline.
• Be pro-active.

88. Timeline
• Plan your different functions on a timeline.
• Be pro-active.
• E.g. Rodent control.

89. Timeline

90. Timeline
• Same field as previous slide.

91. Timeline
• Same field as previous slide.
• Timeous rodent control.

92. Simple Rodent control

93. Simple Rodent control
•Steel thieves, somehow a blessing in disguise.

94. Simple Rodent control
•Steel thieves, somehow a blessing in disguise.
•Article by Griffon Poison Information Centre –
raptor perches.

95. Simple Rodent control
•Steel thieves, somehow a blessing in disguise.
•Article by Griffon Poison Information Centre –
raptor perches.
•Started replacing stolen steel standards with
gum poles.

96. Variety planning

97. Variety planning
• When doing variety trials, let the harvester
give the results.

98. Variety planning
• When doing variety trials, let the harvester
give the results.
Maturity group 6 Soya Bean
1.67 ton/ha

99. Variety planning
• When doing variety trials, let the harvester
give the results.
Maturity group 6 Soya Bean
1.67 ton/ha
Maturity group 4 Soya Bean
2.64 ton/ha

100. Variety planning
• When doing variety trials, let the harvester
give the results.
• Spread the risk by planting various varieties.
Maturity group 6 Soya Bean
1.67 ton/ha
Maturity group 4 Soya Bean
2.64 ton/ha

101. Do Trials, but measure

102. Do Trials, but measure
• Product A Product B

103. Do Trials, but measure
• Product A Product B
• Always let the harvester do the talking!

104. Do Trials, but measure
• Product A Product B
• Always let the harvester do the talking!
• The gem cannot be polished without friction,
nor man be perfected without trials – Danish
proverb

105. Use tools – weather forecasts

106. Use tools – weather forecasts
• Always check the weather.

107. Use tools – weather forecasts
• Always check the weather.
• www.weathersa.co.za www.yr.no

108. Use tools – weather forecasts
• Always check the weather.
• www.weathersa.co.za www.yr.no
• Left was sprayed just before a rain storm.

109. Use tools – weather forecasts
• Always check the weather.
• www.weathersa.co.za www.yr.no
• Left was sprayed just before a rain storm.
• Right was sprayed the next day.

110. To conclude

111. To conclude
• Effective farm managers don't just "go with the
flow." They set goals. That's how they make a
difference. That's how they get things done. Simply
reacting to change won't do.

112. To conclude
• Effective farm managers don't just "go with the
flow." They set goals. That's how they make a
difference. That's how they get things done. Simply
reacting to change won't do.
• Being willing and able to delegate responsibility is a
valuable trait.

113. To conclude
• Effective farm managers don't just "go with the
flow." They set goals. That's how they make a
difference. That's how they get things done. Simply
reacting to change won't do.
• Being willing and able to delegate responsibility is a
valuable trait.
• Keep an eye on what goes on beyond the farm fence.

114. To conclude
• Effective farm managers don't just "go with the
flow." They set goals. That's how they make a
difference. That's how they get things done. Simply
reacting to change won't do.
• Being willing and able to delegate responsibility is a
valuable trait.
• Keep an eye on what goes on beyond the farm fence.
• All managers have their limits. But the successful
ones find ways to overcome them by building a
management team of family members, colleagues,
consultants, and others.

117. Thank You