Reading Test 15

Organic Farming and chemical fertilizers

A
The world’s population continues to climb. And despite the rise of high-tech agriculture, 800 million people don’t get enough to eat. Clearly, it’s time to rethink the food we eat and where it comes from. Feeding 9 billion people will take more than the same old farming practices, especially if we want to do it without felling rainforests and planting every last scrap of prairie. Finding food for all those people will tax farmers’ — and researchers’ — ingenuity to the limit. Yet already, precious aquifers that provide irrigation water for some of the world’s most productive farmlands are drying up or filling with seawater, and arable land in China is eroding to create vast dust storms that redden sunsets as far away as North America. “Agriculture must become the solution to environmental problems in 50 years. If we don’t have systems that make the environment better — not just hold the fort—then we’re in trouble,” says Kenneth Cassman, an agronomist at the University of Nebraska at Lincoln. That view was echoed in January by the Curry report, a government panel that surveyed the future of farming and food in Britain.

B
It’s easy to say agriculture has to do better, but what should this friendly farming of the future look like? Concerned consumers come up short at this point, facing what appears to be an ever-widening ideological divide. In one corner are the techno-optimists who put their faith in genetically modified crops, improved agrochemicals and computer-enhanced machinery; in the other are advocates of organic farming, who reject artificial chemicals and embrace back-to-nature techniques such as composting. Both sides cite plausible science to back their claims to the moral high ground, and both bring enough passion to the debate for many people to come away thinking we’re faced with a stark choice between two mutually incompatible options.

C
Not so. If you take off the ideological blinkers and simply ask how the world can produce the food it needs with the least environmental cost, a new middle way opens. The key is sustainability: whatever we do must not destroy the capital of soil and water we need to keep on producing. Like today’s organic farming, the intelligent farming of the future should pay much more attention to the health of its soil and the ecosystem it’s part of. But intelligent farming should also make shrewd and locally appropriate use of chemical fertilisers and pesticides. The most crucial ingredient in this new style of agriculture is not chemicals but information about what’s happening in each field and how to respond. Yet ironically, this key element may be the most neglected today.

D
Clearly, organic farming has all the warm, fuzzy sentiment on its side. An approach that eschews synthetic chemicals surely runs no risk of poisoning land and water. And its emphasis on building up natural ecosystems seems to be good for everyone. Perhaps these easy assumptions explain why sales of organic food across Europe are increasing by at least 50 per cent per year.

E
Going organic sounds idyllic — but it’s naive, too. Organic agriculture has its own suite of environmental costs, which can be worse than those of conventional farming, especially if it were to become the world norm. But more fundamentally, the organic versus-chemical debate focuses on the wrong question. The issue isn’t what you put into a farm, but what you get out of it, both in terms of crop yields and pollutants, and what condition the farm is in when you’re done.

F
Take chemical fertilisers, which deliver nitrogen, an essential plant nutrient, to crops along with some phosphorus and potassium. It is a mantra of organic farming that these fertilisers are unwholesome, and plant nutrients must come from natural sources. But in fact, the main environmental damage done by chemical fertilisers as opposed to any other kind is through greenhouse gases—carbon dioxide from the fossil fuels used in their synthesis and nitrogen oxides released by their degradation. Excess nitrogen from chemical fertilisers can pollute groundwater, but so can excess nitrogen from organic manures.

G
On the other hand, relying solely on chemical fertilisers to provide soil nutrients without doing other things to build healthy soil is damaging. Organic farmers don’t use chemical fertilisers, so they are very good at building soil fertility by working crop residues and manure into the soil, rotating grain with legumes that fix atmospheric nitrogen, and other techniques.

H
This generates vital soil nutrients and also creates a soil that is richer in organic matter, so it retains better and is hospitable to the crop’s roots and creatures such as earthworms that help maintain soil fertility. Such soil also holds water better and therefore makes more efficient use of both rainfall and irrigation water. And organic matter ties up CO2 in the soil, helping to offset emissions from burning fossil fuels and reduce global warming.

I
Advocates of organic farming like to point out that fields managed in this way can produce yields just as high as fields juiced up with synthetic fertilisers. For example, Bill Liebhardt, research manager at the Rodale Institute in Kutztown, Pennsylvania, recently compiled the results of such comparisons for corn, wheat, soybeans and tomatoes in the US and found that the organic fields averaged between 94 and 100 per cent of the yields of nearby conventional crops.

J
But this optimistic picture tells only half the story. Farmers can’t grow such crops every year if they want to maintain or build soil nutrients without synthetic fertilisers. They need to alternate with soil-building crops such as pasture grasses and legumes such as alfalfa. So in the long term, the yield of staple grains such as wheat, rice and corn must go down. This is the biggest cost of organic farming. Vaclav Smil of the University of Manitoba in Winnipeg, Canada, estimates that if farmers worldwide gave up the 80 million tonnes of synthetic fertiliser they now use each year, total grain production would fall by at least half. Either farmers would have to double the amount of land they cultivate — at catastrophic cost to natural habitats — or billions of people would starve.

K
That doesn’t mean farmers couldn’t get by with less fertiliser. Technologically advanced farmers in wealthy countries, for instance, can now monitor their yields hectare by hectare, or even more finely, throughout a huge field. They can then target their fertiliser to the parts of the field where it will do the most good, instead of responding to average conditions. This increases yield and decreases fertiliser use. Eventually, farmers may incorporate long-term weather forecasts into their planning as well, so that they can cut back on fertiliser use when the weather is likely to make harvests poor anyway, says Ron Olson, an agronomist with Cargill Fertilizer in Tampa, Florida.

L
Organic techniques certainly have their benefits, especially for poor farmers. But strict “organic agriculture”, which prohibits certain technologies and allows others, isn’t always better for the environment. Take herbicides, for example. These can leach into waterways and poison both wildlife and people. Just last month, researchers led by Tyrone Hayes at the University of California at Berkeley found that even low concentrations of atrazine, the most commonly used weedkiller in the US, can prevent frog tadpoles from developing properly.

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What the managers really do

II.
An entry-level position is the most typical choice when students graduate and enter the workforce. This could be an unpaid internship, an assistant position, a secretarial post, or a junior partner position. Traditionally, we begin with easier tasks and progress to complex ones. Young professionals begin their careers with the intention of becoming senior partners, associates, or even managers. Nevertheless, these promotions might be scarce, leaving many young professionals without managerial experience. Understanding the duties and responsibilities of a person in a managerial position is a crucial step. Managers are individuals who are accountable for the work performance of other members. Managers are vested with the formal authority to utilise organisational resources and make decisions. At various organisational levels, managers devote varying amounts of time to the four managerial responsibilities of planning, organising, leading, and controlling. Nevertheless, as many professionals are already aware, management styles can vary greatly depending on the workplace. Certain management styles are purely hierarchical. Other management styles can be more casual and laid-back, with the manager acting more like a teammate than a rigid supervisor. Numerous experts have developed a more scientific method for examining these various management styles. In the 1960s, eminent researcher Henry Mintzberg developed a three-category organisational model. There are three major functional methods represented by these categories: interpersonal, informational, and decisional.

 

III.
Category 1: INTERPERSONAL ROLES are introduced. Interpersonal responsibilities necessitate that managers direct and oversee personnel and the company. Typically, the figurehead is a senior or middle manager. During company meetings, this manager may discuss future organisational objectives or ethical norms with staff. In addition, they participate in ribbon-cutting ceremonies, banquets, presents, and other events linked with the figurehead position. A leader serves as an example for other employees, commands and instructions to subordinates, takes decisions and rallies employee support. They are also accountable for personnel selection and training. Managers must be leaders at all levels of the business; lower-level managers frequently look to upper management as a model of leadership. In the job of liaison, a manager must coordinate the work of people in other work units, forge alliances with others, and work towards resource sharing. This job is especially crucial for middle managers, who must frequently compete with other managers for significant resources while maintaining productive working relationships with them over the long term.

 

IV.
Category 2: INFORMATIONAL ROLES are introduced. Informational positions involve managers acquiring and transmitting the information. As technology has progressed, these positions have changed drastically. The monitor assesses the performance of others and implements remedial measures to enhance that performance. Monitors also keep an eye out for external and internal developments that may affect individual and organisational performance. Monitoring occurs at all management levels. The position of a disseminator requires managers to notify employees of organisational and individual developments. In addition, they communicate the company’s mission and goal.

 

V.
Presented Category 3: DECISION-MAKING ROLES. Managers with decision-making responsibilities must create a strategy and utilise resources. There are four specific decision-making responsibilities. The entrepreneur function demands the management to allocate resources to the creation of innovative products or services, or to the expansion of a corporation. The disturbance handler addresses unanticipated difficulties that arise from the internal or external environment and threaten the organisation. The third decisional position, resource allocator, determines which units receive which resources. Upper-level managers are more inclined to make large, global budget decisions, whereas intermediate managers are more likely to make more detailed allocations. Finally, the negotiator collaborates with others, such as suppliers, distributors, or labour unions, to negotiate product and service agreements.

 

VI.
Although Mintzberg’s 1960s study helped to classify manager methods, he remained concerned with studies involving various positions in the workplace. Mintzberg contemplated expanding his research to include more positions, such as disseminator, figurehead, liaison, and spokesperson. Each function would have unique qualities, necessitating the creation of a new categorisation system for each role in order to adequately comprehend it.

 

VII.
While Mintzberg’s initial research was crucial in initiating the discussion, his techniques have since been criticised by other academics. Even though there were several categories, the manager’s function was nevertheless criticised for being overly complex. There are still numerous non-traditional manager responsibilities that are not reflected by Mintzberg’s original three categories. In addition, Mintzberg’s research was occasionally ineffective. When applied to real-world settings, the findings did not always improve the management process in actual practice.

 

VIII.
These two criticisms of Mintzberg’s research methodology raised doubts about the research’s applicability to our contemporary understanding of “managers.” However, even if the objections of Mintzberg’s study are accurate, this does not entail that the 1960s research is utterly useless. These scholars did not assert that Mintzberg’s work is invalid. His research serves two beneficial purposes for future research.

 

IX.
Mintzberg’s functional approach to management analysis is the first good effect of his work. And he utilised this strategy to present the researcher with a clear understanding of the manager’s job. When conducting a study on human behaviour, it is essential to be succinct about the topic. Mintzberg’s research has helped other scholars precisely define what a “manager” is because, in real-world situations, “manager” and “job title” are not necessarily synonymous. The clarity and accuracy supplied by Mintzberg’s definitions to future research on the topic.

 

X.
The second beneficial effect is that Mintzberg’s research could be viewed as a solid starting point for future research in this sector, providing fresh insights. Research in the sciences is always a slow process. The fact that Mintzberg’s first research contained significant shortcomings does not render it useless to later scholars. Researchers interested in a systematic examination of the workplace have access to previous studies. A researcher need not begin from scratch; prior research, such as Mintzberg’s, has demonstrated which methodologies are effective and which are inappropriate for workplace dynamics. As an increasing number of young professionals enter the labour market, this research will continue to examine and alter our conceptions of the contemporary workplace.

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The Future of The World’s Language

Of the world’s 6,500 living languages, around half are expected to die out by the end of this century, according to UNESCO. Just 11 are spoken by more than half of the earth’s population, so it is little wonder that those used only by a very few are being left behind as we become a more homogenous, global society. In short, 95 percent of the world’s languages are spoken by only five percent of its population—a remarkable level of linguistic diversity stored in tiny pockets of speakers around the world. Mark Turin, a university professor, has launched WOLP (World Oral Language Project) to prevent the language from the brink of extinction.


He is trying to encourage indigenous communities to collaborate with anthropologists around the world to record what he calls “oral literature” through video cameras, voice recorders and other multimedia tools by awarding grants from a £30,000 pot that the project has secured this year. The idea is to collate this literature in a digital archive that can be accessed on demand and will make the nuts and bolts of lost cultures readily available.


For many of these communities, the oral tradition is at the heart of their culture. The stories they tell are creative as well as communicative. Unlike the languages with celebrated written traditions, such as Sanskrit, Hebrew and Ancient Greek, few indigenous communities have recorded their own languages or ever had them recorded until now. The project suggested itself when Turin was teaching in Nepal. He wanted to study for a PhD in endangered languages and, while discussing it with his professor at Leiden University in the Netherlands, was drawn to a map on his tutor’s wall. The map was full of pins of a variety of colours which represented all the world’s languages that were completely undocumented. At random, Turin chose a “pin” to document. It happened to belong to the Thangmi tribe, an indigenous community in the hills east of Kathmandu, the capital of Nepal. “Many of the choices anthropologists and linguists who work on these traditional field-work projects are quite random,” he admits.


Continuing his work with the Thangmi community in the 1990s, Turin began to record the language he was hearing, realising that not only was this language and its culture entirely undocumented, it was known to few outside the tiny community. He set about trying to record their language and myth of origins. “I wrote 1,000 pages of grammar in English that nobody could use—but I realised that wasn’t enough. It wasn’t enough for me, it wasn’t enough for them. It simply wasn’t going to work as something for the community. So then I produced this trilingual word list in Thangmi, Nepali and English.”


In short, it was the first ever publication of that language. That small dictionary is still sold in local schools for a modest 20 rupees, and used as part of a wider cultural regeneration process to educate children about their heritage and language. The task is no small undertaking: Nepal itself is a country of massive ethnic and linguistic diversity, home to 100 languages from 10 different language families. What’s more, even fewer ethnic Thangmi speak the Thangmi language. Many of the community members have taken to speaking Nepali, the national language taught in schools and spread through the media, and community elders are dying without passing on their knowledge.


Despite Turin’s enthusiasm for his subject, he is baffled by many linguists’ refusal to engage in the issue he is working on. “Of the 6,500 languages spoken on Earth, many do not have written traditions and many of these spoken forms are endangered,” he says. “There are more linguists in universities around the world than there are spoken languages—but most of them aren’t working on this issue. To me it’s amazing that in this day and age, we still have an entirely incomplete image of the world’s linguistic diversity. People do PhDs on the apostrophe in French, yet we still don’t know how many languages are spoken.”


“When a language becomes endangered, so too does a cultural world view. We want to engage with indigenous people to document their myths and folklore, which can be harder to find funding for if you are based outside Western universities.”


Yet, despite the struggles facing initiatives such as the World Oral Literature Project, there are historical examples that point to the possibility that language restoration is no mere academic pipe dream. The revival of a modern form of Hebrew in the 19th century is often cited as one of the best proofs that languages long dead, belonging to small communities, can be resurrected and embraced by a large number of people. By the 20th century, Hebrew was well on its way to becoming the main language of the Jewish population of both Ottoman and British Palestine. It is now spoken by more than seven million people in Israel.


Yet, despite the difficulties these communities face in saving their languages, Dr Turin believes that the fate of the world’s endangered languages is not sealed, and globalisation is not necessarily the nefarious perpetrator of evil it is often presented to be. “I call it the globalisation paradox: on the one hand globalisation and rapid socio-economic change are the things that are eroding and challenging diversity. But on the other, globalisation is providing us with new and very exciting tools and facilities to get to places to document those things that globalisation is eroding. Also, the communities at the coal-face of change are excited by what globalisation has to offer.”


In the meantime, the race is on to collect and protect as many of the languages as possible, so that the Rai Shaman in eastern Nepal and those in the generations that follow him can continue their traditions and have a sense of identity. And it certainly is a race: Turin knows his project’s limits and believes it inevitable that a large number of these languages will disappear. “We have to be wholly realistic. A project like ours is in no position, and was not designed, to keep languages alive. The only people who can help languages survive are the people in those communities themselves. They need to be reminded that it’s good to speak their own language and I think we can help them do that—becoming modern doesn’t mean you have to lose your language.”

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