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Success as an agricultural business operator takes more than the knowledge and tools farmers have traditionally used.

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Pay systems many not reward what managers want.

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Accurate personnel records meet legal, tax, and human resource management needs.

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Numerous examples throughout the book illustrate concepts and suggest effective ways of avoiding or dealing with common problems.

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Discipline informs and shapes performance.

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Employing personnel carries risks of various conditions and outcomes that translate into lower revenues, higher costs, or both.

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The concept of leadership is often used interchangeably with those of management, supervision, direction, delegation, and decision making.

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Managing agricultural labor depends on: (1) external factors, (2) techniques, and (3) nature of the manager and the managed.

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Training employees will translate into improved profits.

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All businesses, even small ones in which relationships may be informal and fluid, can benefit from having a shared sense of structure.

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