124 OKGANISATION 



can be secured as in the case of industrial enterprise ; 

 but it is certain, none the less, that success in agri- 

 culture depends largely on factors similar to those 

 already enumerated. Are the size and distribution 

 of the holding suitable? Is it properly equipped 

 and stocked? These are questions which must be 

 answered before success or failure can be attributed 

 to the personal characteristics and skill of the farmer. 

 To revert to the analogy of the factory. Suppose 

 that the directors of a cotton mill in Bombay were to 

 call in an expert to advise them as to what was wrong 

 with their system of weaving, and the expert were to 

 find that the mill was situated at Dadar, the offices 

 in Byculla, and the godowns at Colaba, that the 

 engines were much too large for the work that they 

 had to do, the number of looms too small to turn out 

 produce sufficient to support the cost of management, 

 and the working capital inadequate. In such a case 

 the weaving expert would assuredly say: "First get 

 all your buildings conveniently situated in one place, 

 increase the number of your looms, and put your 

 finances in order, and then call me in for technical 

 advice". This is the problem that the Agricultural 

 Department so frequently has to face when called in 

 to advise cultivators. It is often the organisation 

 which is wrong, not the technical skill ; and though 

 there is usually ample room for improvement in the 

 latter, many obvious improvements which might 

 otherwise be suggested are found to be hopelessly 

 blocked by the economic circumstances. There are 



