Land Tenure and Fiscal Practices in the Aramaic Corpus of Idumea: Bow-Fields and Horse Estates

The importance of a resource and forest management system integrated with land use management is widely recognized in the world. New Zealand (NZ) was the country took the lead to establish the integrated resource management system by dividing the role of natural forests and plantation forests clearly and by establishing the Resource Management Act 1991 (RMA). This review aims to introduce NZ's forest management system, their developing processes and the effectiveness or problems of the system. Comparison to Japan's forest management system was also stated.The dichotomous management system, which manages indigenous forest for environmental conservation and plantation forest for timber production, allowed the indigenous forests to be free from harvesting. New Zealand was able to conduct this system because of (1) the small area of indigenous forest remaining on the hill countries, (2) the development of plantation forestry to a promising industry and (3) the pressure of rationalization and the conservation movement. The dichotomous forest management system itself is not likely to apply for Japan because of the difference of forest distribution pattern and the profitability of forestry. Nonetheless, the process for clarifying the role of administration bodies and the legislation related to forests might be able to introduce because forest legislations and their administration bodies are still fragmented in Japan.The establishment of the RMA accompanied by the central government reform, local government reform, and the integration of environmental legislations. These processes enabled the RMA to provide the platform to implement integrated resource management. Although some problems are still remaining, the RMA is an advanced comprehensive environmental law that put every effort to minimize contradiction among legislations and conflicts among the administration bodies. In order to establish an integrated resource or forest management system in Japan, reviewing processes of the administration system and legislations as conducted in NZ might be important.

The article investigates the theoretical foundations of the scientific organization of labor and establishes the sectoral features of the organization and effective management of the labor process in agricultural enterprises. It is established that the correct organization of labor contributes to a more rational use of equipment and time, which increases the productivity of labor itself, improves its quality, reduces production costs, increases production efficiency and strengthens competitive positions. Rational organization and effective management of the labor process should be aimed at maximizing the potential of the enterprise as a whole and its human resources in particular. The lack of a balanced, highly efficient system of labor organization at the enterprise does not allow to fully realize the competitive advantages in the target market, which will negatively affect the final results of the enterprise. Rational organization of labor should provide such a way to combine all the elements of the labor process into a single integrated system, which will ensure the most efficient use of enterprise resources, in the first place is labor. It has been established that the state, due to its policy, does not sufficiently stimulate business entities, in particular the agricultural sector, in order to improve their organization of work and the fullest use of labor resources. It is proved that the organization and effective management of the labor process in agricultural enterprises should include the creation of a holistic, balanced, adaptive system of optimal allocation of labor resources, a combination of elements of division and cooperation of labor, widespread use of methods of rationing, forms and motivation, creation of necessary working conditions under the condition of efficient use of means of production. When creating a comprehensive system of labor organization in agricultural enterprises, it is necessary to take into account the specific features of their functioning, as it will depend not only on the effectiveness of the organization of labor, but also the efficiency of the enterprise as a whole.

1. Introduction The transition to a market economy under the conditions of the restructuring of the Russian economy has led to the emergence of a fundamentally new situation in the field of resource management. There are certain requirements that are specified for each person, for his/her knowledge, special training, career development, self-realization, the process of his/her professional development (Zaytseva, 2002; Sultanova and Chechina, 2016). Today business is dynamically developing and its requirements in terms of staff have been increased. Organizations and companies need competent experts who will be engaged in the development of new technologies, products and processes. Currently, in studies on the problems of and resource management there is a lack of standardization of categorical and conceptual apparatus; it is possible to detect a number terms and definitions used according to a variety of core bases: personal management, administration, personal and industrial relations, resource management, being management, etc. (Novikov, 2013; Theriou, 2015; Theriou et al., 2014; Havlicek et al., 2013; Firuscu and Popescu, 2015). 2. Literature Review The main discussion around the differences in management (PM) and resource management (HRM) can be reduced to the following two questions: 1. To what extent HRM model is a deviation from the dominant orthodoxy of management or is it just the thing that good HR managers have always done? 2. To what extent have the organization actually adapted HRM model in practice? What is the difference between PM and HRM - the answer to this question was given by M. Armstrong (Murashova, 2012) Some HR managers do not represent what is behind the acronym of HRM, according to others this concept is only old wine in new bottles (Armstrong, 1997). 3. Concept headings From the standpoint of social and economic psychology, HRM is a strategic and holistic approach to managing people, who individually and collectively contribute to the achievement of organizational goals. Based on the analysis of the main similarities and differences of approaches to management and resource management Table 1 shows the characteristics of the strategic and traditional approaches to HR. Terminology differences may be related to the nature and directions of activities. Thus, the term personnel is often used by small firms (where fewer than 100 people are employed) (Morozova, 2016). Those who use the term human resources are large companies and organizations with the number of employees more than 2500 people. Qualitatively the new approach to resource management allows linking organizational and management structure of the policy of the organization with the main purpose of its activities, defined by development strategy (Zaytseva, 2012). Approaches to management in the common organization management system do not occur randomly, but under the influence of several groups of factors, of the first and the second order, which determine the maturity of the organization, its internal readiness to move to more modern methods of management (Murashova, 2012). The factors of the first order (internal forces) have a direct impact on the resource management system. Second-order factors (external forces) influence indirectly, by creating external conditions for the existence of the organization. Among the internal forces that affect the formation of the concept of resource management of organization, there are primarily administrative and managerial, social and cultural and personal factors that shape the content of the institutional resource management of organization that have been highlighted (Myakushkin, 2005). It is these factors which determine the internal readiness to move to the current level of resource management, which are the premises and at the same time the driving forces of this transition, or, on the contrary, are like barriers and hamper the change in resource management system. …

The Inka State in the Southern Highlands: State Administrative and Production Enclaves

This study examines the economic and technological transformations from the Upper Paleolithic to the Neolithic period, focusing on the Near East, the South Caucasus, and North Africa. Climate change and the depletion of natural resources compelled hunter-gatherer societies to reconsider their subsistence strategies, fostering the gradual development of agricultural and pastoral practices. The Neolithic era saw the cultivation of wild plants, the domestication of animals, and the division of labor by gender and profession, laying the foundation for organized agriculture. The research demonstrates that climate fluctuations, resource scarcity, and ecological dynamics significantly accelerated the transition from subsistence (extractive) economies to productive economies. It analyzes the mechanisms by which hunter-gatherer societies gradually adopted plant cultivation and animal domestication, ultimately leading to the establishment and development of agricultural systems. The advancement of economic production resulted in labor specialization, the emergence of permanent settlements, the formation of agricultural systems, and the introduction of barter exchange. Furthermore, technological innovations played a crucial role in expanding economic interactions. This study pays particular attention to the economic formation of the period – the establishment of productive economies, which formed the basis of the so-called “Neolithic Revolution”, or the first economic revolution. The research is based on archaeological, historical, and economic materials that illustrate how human livelihoods evolved in response to environmental conditions, the advent of agricultural activities, the organization of labor, and the development of social structures. Additionally, it explores the formation of early farming communities and their impact on social structures, labor organization, and cultural development. The study highlights how economic transformations during the Neolithic period played a fundamental role in the rise of civilization, ultimately leading to the emergence of early states, cities, and advanced technologies. The paper describes the formation of early agriculture and animal husbandry, the structural development of agrarian society, and economic system transformations in the South Caucasus, particularly in the territory of Georgia, from the 6th–5th millennium BCE to the mid-2nd millennium BCE. During the Shulaveri-Shomu culture (6th–5th millennium BCE), the region’s inhabitants actively engaged in agriculture and animal husbandry, as evidenced by archaeological findings – cultivation of wheat, lentils, hazelnuts, and grapes, as well as the production of clay vessels and tools. The Kura-Araxes culture (4th–3rd millennium BCE) saw population growth, settlement expansion, the use of wheeled transport, and advancements in metallurgy. The Trialeti Kurgan culture (3rd–2nd millennium BCE) is characterized by the beginning of apple and other fruit cultivation, indicating diversification in agrarian production. The research further demonstrates that agricultural development and increased livestock production laid the foundation for economic interactions and the division of labor, which ultimately contributed to the formation of early state structures. In ancient Eastern civilizations (Sumer, Egypt, the Indus Valley), the development of writing, accounting, and administrative systems was directly linked to agricultural organization and grain storage management. The study also notes that the expansion of trade networks facilitated the exchange of goods and technologies among regions. The findings confirm that economic and technological progress had a profound impact on the development of social structures, leading to urbanization, specialized labor activities, and the emergence of early states. Particular attention is given to the economic transformations following agricultural development, including the formation of private property, resource management systems, and commodity exchange. These changes not only shaped the foundation of early civilizations but also laid the groundwork for subsequent economic relationships. Keywords: Early Agriculture, Neolithic Revolution, First Economic Revolution, Economic Transformation, Cultivation, Animal Husbandry, Farming Communities, Cultivation, Animal Husbandry, Urbanization, Early Civilizations, Socio-economic Development.

Before settling down to discuss the financial resources available for urban development it is desirable to pause for a moment to consider what the total orientation and image of local finance should be. Local finances are part of a national tax system and their potentialities depend on (or are heavily influenced by) the fiscal policies and practices of higher levels of government, as well as on what they are formally permitted to do under the Constitution.1 For instance heavy use by the national government of income, profit, general sales and turnover taxes may virtually squeeze out any use of these taxes by local governments, even by Metros. Again, in a federation the states frequently have the right to taxes on land, and it is only by their grace and favour that local governments can have an independent stake in these most useful taxes.

The human resource management system is dynamic because it requires transformation taking into account the changes in external and internal conditions, goals and objectives of the organization. The goal is the basis that determines the direction and nature of the behavior of the object of management to achieve the desired results. In modern conditions, achieving the goals of the organization requires integration of goals and interests of the organization and employees, changing attitudes and approaches to management based on an “economical” approach. To implement this approach to human resource management requires the formation of a subsystem of labour organization in the human resources management system. The introduction of the subsystem of labour organization is carried out using the introduction of new forms of labour organization; enrichment of labour content; creating conditions for professional and career growth; ensuring safe working conditions; participation of employees in the process of developing and making management decisions; ensuring fair and appropriate remuneration for work. To address this issue, the paper presents a model of labour organization, whose elements are divided into two levels of importance. The first level includes the content of work, and the elements of the second level are the remuneration of employees, their professional development, working conditions. In addition, the paper proposes to consider the system of human resource management, which introduces subsystems of formation, use and development of human resource, as well as labour organization. The links between the elements give the human resource management system certain properties, such as generation, interaction, transformation and development. Particular attention is paid to the subsystem of labour organization, which is designed to change management approaches in other subsystems, based on the principle of recognition of the main role of human resource in the organization. The introduction of the subsystem of labour organization in the human resource management system will reduce the severity of the problem of personnel management in organizations.

Fishers and the West African manatee in the Fresco lagoon complex, Cote d'Ivoire: common property, conflict and conservation

The study of management functions in the conditions of functionally developed systems of strategic administration of special purpose by industrial enterprises and scientific-industrial associations from the standpoint of the systematic approach gives the reason to conclude that any part of the organizational management system can be recognized by the subsystem if the following requirement is fulfilled: y subsystems can be allocated parts that have systematic features and which in turn can be called tasks (complexes of tasks) of a given subsystem emu management. The possibility of fulfilling this one requirement in the conditions of creation in the functionally developed systems of strategic administration of the special purpose of industrial enterprises and scientific-industrial associations of an independent (autonomous) functional subsystem (function) of analytical processing of technical and economic information data (systematic economic analysis and evaluation) is considered. In the conditions of functionally developed systems of strategic management of special purpose by industrial enterprises and scientific-industrial associations, each of the types of subsystem (function) of analytical processing of technical and economic information data can be represented in the form of corresponding blocks of programs that implement sets of sequentially interconnected economically -Analytical tasks that form the functional configuration of integrated economic analysis and evaluation. This leads to the conclusion that in the subsystem of analytical processing of technical and economic information data there are structural parts, which undoubtedly possess system features, and, consequently, a requirement which consists in isolation in the functionally developed systems (methods) of strategic management of special purpose by industrial enterprises and scientific-production associations of the independent function of integrated economic analysis and evaluation are also performed.

Empirical investigation of the impact of institutional and socioeconomic factors on agricultural productivity and natural resource conditions is important for an informed evaluation of current policies, and to identify areas for future improvements. In this line, the current study addresses three topics of relevance to the process of agricultural intensification and natural resource management in the context of the less-favoured Highlands of Tigray,Ethiopia.The first topic assesses the impact of land contracting, in the form of sharecropping, on plot level crop and land management input use and intensity of use decisions, and the efficiency of resource use by tenants on their own and on sharecropped-in plots. Controlling for other socio-economic and biophysical factors, contrary to the predictions of the Marshallin theory of sharecropping, the study finds no statistically significant impact of tenancy status on input use and resource use efficiency at plot level.The second topic focuses on understanding of farmers' perceptions of rainfall-related production risk and uncertainty in the study area, and investigates how that influences their decisions on the intensity of plot level farm management input use and investment in land management. The findings show that farmers differ highly in their production risk perceptions even they face similar external circumstances and their socioeconomic features are found to account for such differences. Farm management input use and labour investment in land management by farmers did not show statistically significant associations with the risk perception of farm decision-makers.The third topic assesses the effectiveness of the household level labour quota system as a collective resource management institution employed in Tigray, and seeks to identify the household level factors that explain the degree of farmers' (non)-compliance with the system. The results from this assessment indicate the need for adapting the system to the changing socioeconomic circumstances of the households, and creating functional decentralized systems of resource management, considering the economic objectives of the human element.Overall, farmers' decisions on plot level farm management and investment for land improvement, and compliance with collective action institutions are influenced by their socioeconomic and institutional circumstances that require policy consideration. Therefore, policy interventions are necessary to alleviate major constraints for efficient resource use, create production risk management services, and promote self-sustaining systems of communal resource management in the region.

Lessons learned in coastal habitat and land-based pollution management in the South China Sea

The Kailash Sacred Landscape (KSL) is a transboundary landscape (area: 31,252 sq.km) around Mount Kailash. KSL is exceptionally rich in cultural and ecological diversity and has its own traditional systems of resource use and management. KSL Nepal comprises approximately 42.5% of the total landscape area, and covers Baitadi, Darchula, Bajhang and Humla districts. This study was conducted in different representative villages of four districts of KSL Nepal with the aim of documenting the traditional practice and knowledge of the indigenous and local communities regarding natural resource use and management. Resources like agriculture, forest, pastureland and non-timber forest products (NTFPs) have been managed by indigenous and local communities since time immemorial. People have been growing various crops depending on the location, climate and culture. Similarly, they decide the breed and number of livestock to be raised based on their access to pastureland, purpose, religious belief and location. Pasturelands are managed in two ways in KSL Nepal, either as open access or controlled access. Social institutions/communities decide the timing, duration, and area of grazing communally. Management structure of highland pasture is better regulated than that of lowland pasture. Forests in KSL Nepal are managed as government-managed forest, religious forest, community forest and leasehold forest. Local people develop rules and regulations to conserve the forest as a community forest and local authorities decide the time for collecting firewood and punish people involved in violating the rules. In some areas of KSL Nepal, forests are conserved as sacred forest where grazing and collection of timber, fodder, NTFPs, etc. are restricted. NTFPs have become major economic products in the region. The production of NTFPs is gradually decreasing due to unsustainable harvesting practices.

Stop drinking the waipiro! A critique of the government's ‘why’ behind Te Mana o te Wai

Shen, B., 2020. Construction of performance evaluation system of human resource management in port foreign trade enterprises. In: Yang, Y.; Mi, C.; Zhao, L., and Lam, S. (eds.), Global Topics and New Trends in Coastal Research: Port, Coastal and Ocean Engineering. Journal of Coastal Research, Special Issue No. 103, pp. 217–221. Coconut Creek (Florida), ISSN 0749-0208.In the traditional performance evaluation system of human resource management, because of the mismatch between the set index weight and the actual human resource management category, the employees are dissatisfied with the results of performance evaluation and reduce the enthusiasm and creativity of production. Therefore, this paper puts forward a new construction method for the human resource management performance evaluation system of port foreign trade enterprises. By establishing the performance evaluation system model of human resource management in port foreign trade enterprises and optimizing the weight of evaluation system, this method can select the indicators of performance evaluation system of human resource management in counterpart foreign trade enterprises, so as to improve the rationality of performance evaluation. The experimental research shows that compared with the performance evaluation system constructed by traditional methods, the performance evaluation system constructed this time has higher test scores, and the evaluation level rises from good to excellent, which shows that the system is more reasonable. It can be seen that the construction method proposed in this paper is suitable for the improvement and optimization of human resource management performance evaluation system of port foreign trade enterprises.

In 2006 the Aboriginal Land Rights (Northern Territory) Act 1976 was amended to provide a framework for the conversion of communal aboriginal title, held as inalienable fee simple under the Act, into forms of individual title. Both symbolically and practically this marked a major shift in the political and legal delineation of indigenous land title in Australia. This chapter provides a detailed analysis and evaluation of the form, structure and rationale of these changes, noting that little serious argument was made to support the assumptions underlying the changes: that a model of individual property rights in land will inevitably produce economic, social and political development as an antidote to the social and economic alienation of indigenous peoples within Australian society. These developments are analysed in a broader context of the relationship between customary tenures and settler schemes for land and resource management and the allocation of property rights and interests in land and resources. Some attention is given to subsequent land tenure changes in the Northern Territory and other Australian jurisdictions. The chapter argues that rather than a simple and rigid emphasis on individual titling, a more nuanced and complex set of ideas encompassing local social and cultural dimensions of land tenure and the property relationship is needed if land titling is to advance the economic empowerment of indigenous land title holders. A degree of formality in land tenure coupled with flexible property institutions, and a willingness to engage the social, political and cultural dimensions of the property relationship, might constitute a necessary although insufficient condition for sustainable economic growth for indigenous and local communities.