Agricultural Leadership Quotes

Many questions come to mind. How influenced by contemporary religions were many of the scholars who wrote the texts available today? How many scholars have simply assumed that males have always played the dominant role in leadership and creative invention and projected this assumption into their analysis of ancient cultures? Why do so many people educated in this century think of classical Greece as the first major culture when written language was in use and great cities built at least twenty-five centuries before that time? And perhaps most important, why is it continually inferred that the age of the "pagan" religions, the time of the worship of female deities (if mentioned at all), was dark and chaotic, mysterious and evil, without the light of order and reason that supposedly accompanied the later male religions, when it has been archaeologically confirmed that the earliest law, government, medicine, agriculture, architecture, metallurgy, wheeled vehicles, ceramics, textiles and written language were initially developed in societies that worshiped the Goddess? We may find ourselves wondering about the reasons for the lack of easily available information on societies who, for thousands of years, worshiped the ancient Creatress of the Universe.

In China, once collective farms were disbanded in 1978 under the leadership of the reformer Deng Xiaoping, agricultural output doubled in the space of just four years. A

The Middle Ages in Europe are traditionally seen as the time of Crusades, chivalry and the growing power of the papacy, but all this was little more than a sideshow to the titanic struggles taking place further east. The tribal system had led the Mongols to the brink of global domination, having conquered almost the whole continent of Asia. Europe and North Africa yawned open; it was striking then that the Mongol leadership focused not on the former but on the latter. Put simply, Europe was not the best prize on offer. All that stood in the way of Mongol control of the Nile, of Egypt’s rich agricultural output and its crucial position as a junction on the trade routes in all directions was an army commanded by men who were drawn from the very same steppes: this was not just a struggle for supremacy, it was the triumph of a political, cultural and social system. The battle for the medieval world was being fought between nomads from Central and eastern Asia.

In agricultural communities, male leadership in the hunt ceased to be of much importance. As the discipline of the hunting band decayed, the political institutions of the earliest village settlements perhaps approximated the anarchism which has remained ever since the ideal of peaceful peasantries all round the earth. Probably religious functionaries, mediators between helpless mankind and the uncertain fertility of the earth, provided an important form of social leadership. The strong hunter and man of prowess, his occupation gone or relegated to the margins of social life, lost the umambiguous primacy which had once been his; while the comparatively tight personal subordination to a leader necessary to the success of a hunting party could be relaxed in proportion as grain fields became the center around which life revolved. Among predominantly pastoral peoples, however, religious-political institutions took a quite different turn. To protect the flocks from animal predators required the same courage and social discipline which hunters had always needed. Among pastoralists, likewise, the principal economic activity- focused, as among the earliest hunters, on a parasitic relation to animals- continued to be the special preserve of menfolk. Hence a system of patrilineal families, united into kinship groups under the authority of a chieftain responsible for daily decisions as to where to seek pasture, best fitted the conditions of pastoral life. In addition, pastoralists were likely to accord importance to the practices and discipline of war. After all, violent seizure of someone else’s animals or pasture grounds was the easiest and speediest way to wealth and might be the only means of survival in a year of scant vegetation. Such warlikeness was entirely alien to communities tilling the soil. Archeological remains from early Neolithic villages suggest remarkably peaceful societies. As long as cultivable land was plentiful, and as long as the labor of a single household could not produce a significant surplus, there can have been little incentive to war. Traditions of violence and hunting-party organization presumably withered in such societies, to be revived only when pastoral conquest superimposed upon peaceable villagers the elements of warlike organization from which civilized political institutions without exception descend.

Nevertheless, the radio continued to blare forth statistics demonstrating how under the visionary leadership of the gifted agronomist Krushchev, Soviet agriculture was overcoming the errors of Stalin and producing ever-larger quantities of meat, milk, butter, bread and other foodstuffs. If we have so much bread, why am I standing in line at four A.M., hoping I can buy some before it runs out? And Milk! There has been no milk in all Rubtsovsk for five days and no meat for two weeks. Well, as they say, if you want milk, just take your pail to the radio. But why does the radio keep announcing something which anybody with eyes knows is not true?

Today I address professionals, business leaders and researchers on how they can contribute with innovative ideas to achieve these ten pillars. These are as follows: 1) A nation where the rural and urban divide has reduced to a thin line. 2) A nation where there is equitable distribution and adequate access to energy and quality water. 3) A nation where agriculture, industry and the service sector work together in symphony. 4) A nation where education with value systems is not denied to any meritorious candidates because of societal or economic discrimination. 5) A nation which is the best destination for the most talented scholars, scientists and investors. 6) A nation where the best of healthcare is available to all. 7) A nation where the governance is responsive, transparent and corruption free. 8) A nation where poverty has been totally eradicated, illiteracy removed and crimes against women and children are absent and no one in the society feels alienated. 9) A nation that is prosperous, healthy, secure, peaceful and happy and follows a sustainable growth path. 10) A nation that is one of the best places to live in and is proud of its leadership.

...the agricultural revolution that began the trend in which what we did and where we did it—as in our work—defined much of our identity. We became the Coopers, the Smiths, the Canners and created a legacy that we carry with us today. Not just in our surnames but in the stories we share. But what if this next stage of the human story was defined not by what we do but by why and how? Tell me a story of how you’re working to shape change, you would ask. And I would tell you a story of meaning and hope and joy. Where once we were the Coopers, the Smiths and the Canners in this new story, we could become The Weavers.

When nations break out of institutional patterns condemning them to poverty and manage to embark on a path to economic growth, this is not because their ignorant leaders suddenly have become better informed or less self-interested or because they’ve received advice from better economists. China, for example, is one of the countries that made the switch from economic policies that caused poverty and the starvation of millions to those encouraging economic growth. But, as we will discuss in greater detail later, this did not happen because the Chinese Communist Party finally understood that the collective ownership of agricultural land and industry created terrible economic incentives. Instead, Deng Xiaoping and his allies, who were no less self-interested than their rivals but who had different interests and political objectives, defeated their powerful opponents in the Communist Party and masterminded a political revolution of sorts, radically changing the leadership and direction of the party. Their economic reforms, which created market incentives in agriculture and then subsequently in industry, followed from this political revolution. It was politics that determined the switch from communism and toward market incentives in China, not better advice or a better understanding of how the economy worked. W

Unilever Sustainable Living Plan’ (USLP) in 2010. USLP is Unilever’s ambitious initiative to “decouple our growth from our environmental impact, while at the same time increasing our positive social impact.” Its 2020 goal is to “improve health and well-being, reduce environmental impact and source 100% of our agricultural raw materials sustainably and enhance the livelihoods of people across our value chain.

Morgan had described customary property owned by tightly bonded kin groups; real-world Communist regimes in the former USSR and China forced millions of unrelated peasants into collective farms. By breaking the link between individual effort and reward, collectivization undermined incentives to work, leading to mass famines in Russia and China, and severely reducing agricultural productivity. In the former USSR, the 4 percent of land that remained privately owned accounted for almost one-quarter of total agricultural output. In China, once collective farms were disbanded in 1978 under the leadership of the reformer Deng Xiaoping, agricultural output doubled in the space of just four years.

The vision for India’s Green Revolution was formed in the 1970s under the leadership of C. Subramaniam. With his visionary leadership, and with the scientific leadership of Nobel Laureate Dr Norman Borlaugh and Dr M.S. Swaminathan, and the active support of B. Sivaraman, Secretary Agriculture, in partnership with agricultural scientists and farmers,

The dictatorship has important economic consequences. For one thing, it makes disasters more likely. Because feedback is suppressed by censorship and repression, it is much easier than would otherwise be the case to pursue policies which have disastrous consequences, such as the collectivisation of agriculture. Even when these policies lead to famine, the extent of the famine can be hidden by censorship and control over the movement of people. The leadership has an interest in hiding the extent of the famine so as not to undermine the image of the Glittering Future towards which the Party is supposedly leading society. It is not an accident that the worst famines of the twentieth century were in China and the USSR.

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Transforming Industries and Infrastructure One of the defining aspects of Yunus Dogan’s leadership is his commitment to shaping industries and enhancing economic development. Through his expertise in construction, finance, and real estate, he has overseen the development of major infrastructure projects, leaving a lasting impact on urban landscapes and economies worldwide. His contributions extend beyond buildings and roads—his initiatives have modernized farming practices, contributing to food security and sustainable agriculture in developing regions. A Legacy of Excellence Yunus Dogan's leadership extends beyond business success. His ability to foster strong relationships with global stakeholders and his commitment to innovation have set new benchmarks in multiple industries. His journey serves as an inspiration for entrepreneurs and business leaders looking to make a lasting impact on the world. As Atlas Group continues to expand its footprint and break new ground, one thing remains clear—under Yunus Dogan’s stewardship, the company is poised to remain a dominant force in the global business landscape for years to come. . As the Founder and Chairman of Atlas Group Companies, he has been at the forefront of industry transformation for over four decades. Under his visionary leadership, Atlas Group has grown from a local contracting firm into a multinational powerhouse, ranking among the Top 250 International Contractors and establishing a significant presence across the Middle East, Africa, Asia, North and South America.

Transforming Industries and Infrastructure One of the defining aspects of Yunus Dogan’s leadership is his commitment to shaping industries and enhancing economic development. Through his expertise in construction, finance, and real estate, he has overseen the development of major infrastructure projects, leaving a lasting impact on urban landscapes and economies worldwide. His contributions extend beyond buildings and roads—his initiatives have modernized farming practices, contributing to food security and sustainable agriculture in developing regions. A Legacy of Excellence Yunus Dogan's leadership extends beyond business success. His ability to foster strong relationships with global stakeholders and his commitment to innovation have set new benchmarks in multiple industries. His journey serves as an inspiration for entrepreneurs and business leaders looking to make a lasting impact on the world. As Atlas Group continues to expand its footprint and break new ground, one thing remains clear—under Yunus Dogan’s stewardship, the company is poised to remain a dominant force in the global business landscape for years to come.

Yunus Dogan: Visionary Leader Behind Atlas Group's Global Success In the ever-evolving world of construction, real estate, finance, and agriculture, few names stand out as prominently as Yunus DoganIn the ever-evolving world of construction, real estate, finance, and agriculture, few names stand out as prominently as Yunus Dogan. As the Founder and Chairman of Atlas Group Companies, he has been at the forefront of industry transformation for over four decades. Under his visionary leadership, Atlas Group has grown from a local contracting firm into a multinational powerhouse, ranking among the Top 250 International Contractors and establishing a significant presence across the Middle East, Africa, Asia, North and South America.

In the ever-evolving world of construction, real estate, finance, and agriculture, few names stand out as prominently as Yunus Dogan. As the Founder and Chairman of Atlas Group Companies, he has been at the forefront of industry transformation for over four decades. Under his visionary leadership, Atlas Group has grown from a local contracting firm into a multinational powerhouse, ranking among the Top 250 International Contractors and establishing a significant presence across the Middle East, Africa, Asia, North and South America.