FALKER .ALASKA
Dorothy M. Bell,Editor
Published every Thursday at Palmer, Alaska, for the Matanuska Valley Fanners' '
Cooperating Association for the purpose of giving news of the Associations Mork,
Problems and Accomplishments.
SUBSCRIPTION BY I.AIL $1.75 Single Copy 10?
SIZING UP YOUR COOPERATIVE
\ ' i
In rather recent articles about Co-tops it has been pointed out that members should
occasionally stop and appraise their co-op associations. Several broad principles
may be applied in determining whether your co-op is functioning, as effectively as it
might. I. E. Wells, Jr. lists nine principal factors as Co-op Yardsticks. All' of
those'nine factors should be taken into consideration in effectively sizing up your
co-op. They are as follows:
1. Is there on economic need for the co-op?
2. Are the association’s membership relations satisfactory?
3. Is the management Good?
4j Arc the operating policies sound?
5; Are the directors nroocrly oualifiod?
6. Is the association’s financial condition satisfactory?
7, Do past history and present conditions point toward successful future operations?
8i Is the volume of business satisfactory?
9. Can the co-op meet or overcome competition?
Host of these wo have'discussed at different times, however, the last but not the
least important cf those factors has been ieft to the last. N<o, 3.
‘management is the mainspring of your co-op. All the other parts of your cooperative
machine may be in perfect working ordor, and you as a member may be supplying you*
share of the patronage and financing to'make it go—but if the mainspring is weak,
your effort* may bo in vain.'' So says J.E. Wells, Jr. ,Farr- Credit Administration,.
Just what is the- fusion of the management? J.E. -Wells points out'those factors.
“The function of the management is to do the work of the association. How well and
efficiently that work is done determines whethor the management is good or unsatis
factory. The following tests may bo applied in sizing up your co-op’s management:
A. Is the management active in developing satisfactory membership relations?
1. Has the -management obtained experience from a private enterprise and developed
certain habits of thought and methods which tend to ignore 'the membership add the
place of the members in a cooperative set-up?
2. Dc-os the management tend to regard the association as his own private business,
end neglect to realize that ho is working for the association, which is composed
ui mumuorsr .
3. In ths managol* c±paricncod in .the particular line of’business in which the cooper
ative is engaged, in order that he nay effectively handle the business affairs of
the association? Sonet inos managers are selected because they .arc personal friends
of directors or influential nenbers, and nay not have ability to carry out the bus
iness administration of the cooperative.
C. Docs the'manager seek the assistance'and aid Of the board of directors on all major
problems, and does ho adhere to their advice and resolutions? Sene managers feel
that reporting ±.o„ the directors is'a necessary evil rather than a responsibility.
The manager nay not realize that responsibility for the success of the enterprise'
is in the board-of directors. The manager has the stewardship of the association,
but ho should handle its affairs in accordance with policies dccidod upon by the
board of directors. ,i
Pi Does the manager prepare comprehensive Reports concerning the status of operations?
E. Is he controlled by an operating budget, and does the board’of directors appraiso
his performance under the budget?
F. Docs tho manager train under-studios who can take his place in caso of his absence
of incapacity to hold his position?
J. W. Jonos,'"Writing for tho Farm Credit Association dn membership relations of Co
operative Associations has this to say in regard to attitudos of managers,
nA great many studies have been made of members’ attitudes in cooperative associations
o it few, is any, studios have bccn'nado of managers’ attitudes, A manager who is in
sympathy with the members, however, is important in doveloping satisfactory membership
•elations. Even with such management it is necessary that dynamic policies looking
j tho development of satisfactory membership relations in the organization bo cnploy
I. There is frequently a tendency on the part of managers and directors to ovor-look
jhe building of membership'loyalty which ctm.bc. one of the greatest elements of
.:;rcngth in an association. This tendency on tho part of managers can bo traced to
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