PREFACE 

This publication is part ora series designed to visually present basic information about 

cooperatives. Illustrations have been created for easy conversion to 35mrn slides or overhead transparencies. 

The series consolidates and updates an initial group of highly illustrated publications 

developed hy C. H. Kirkmanj Jr., former cooperative education specialist and Gene 

Ingalsbe, fortner ACS director of information, both now retired. Series content covers what 

a cooperative is and how one is organized, what (w1ctions cooperatives perform, and the 

responsibilities ofkey participants - members, employees, the tnanager, and directors. 

This publication focuses 011 managers. it covers what their management responsibilities 

are, with particular emphasis on differences between cooperative tnarlogernent and that 

ofother forms ofbusiness. 

CoopE'rative !llfOfll1<ltIOfi Ht'port 1() 

April 19cn 

SlJ per~edt's CJ R 1(i,
 

Ma !lager HolLis 1m portill1t Kcy I() Co-op Success.
 

WHAT THE CO-OP MANAGER DOES 

WHAT THE CO-OP MANAGER DOES/THE CO-OP DIFFERENCE 

cooperative - like any business - is managed to benefit its owners. Unlike other busi­

• nesses, roost, if not all, of the cooperative's business is conducted vvit11 or for its members who are also the owners. \rVhen the customers are also the owners, managing a 

cooperative is different. 

Management technique may be similar, but the cooperative's purpose and operating principles are factors of decision making that may produce vastly different conclusions and courses of 

action. 

A purchasing cooperative - farm supplies, for example - focuses on obtaining quality 

products that farmers need, rather than on searching for products that maximize the cooperative's net income. The manager knows that the farmer illvested money in the cooperative to get 

certain supplies rather than a monetary return on the investment. 

A marketing cooperative is obligated, often by a pre-eXisting agreement, to receive and market products of its members. The manager cannot pick and choose among member producers to 

the advantage of the cooperative and disadvantage of some of its members. The marketing 

manager has the delicate role of fulfilling member owners' needs as producers and meeting the 

desires of customers buyi ng the cooperative's products. 

A service cooperative - electricity, credit, health care} for example - by management 

objective, may make little or no net income because the user-owners formed the cooperative to 

get tha t certain service at the least possible cost. 

People form cooperatives as a supportive business to get a product or service that benefits 

them individuall y or contrioutes to the profitability of their primary busi ness, such as a farm 

upeldllull. Thdl [un<..ldl1lenlJlly diffelenl business ubjcclivc (Juics J unique )cL of deci)io/l factors that make managing a cooperative different from managing a profit-oriented business. 

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THE CO-OP DIFFERENCE, continued 

he manager of an investor-owned corporation basically needs to sa tisfy stockholders 

with the yield they're getting on the money they have invested. The manager of a 

cooperative, likewise, needs to satisfy its member-owner') but needs a lot more from 

them - information, participation, and decisionrnaking help. 

Members are encouraged to attend the annual meeting, discuss cooperative operations and 

direction, express their cllanging needs, serve on committees, and eject their representatives on 

the board of directors. A formiclable communications task is needed - and, indeed, is essential 

- if members are to carry out their duties inteIHgently. And that') ""hat makes managing a 

cooperative different. 

The experienced manager and board of directors know that a cooperative will be only 3') 

progressive as the membership will allow it to be. The cooperative "vill change with the times 

only if at least the majority of the membership is aware of the need to change. 

In the user-owned and democratically controlled cooperative, the management communications challenge is more complex, not just because of the greater number of owner:) needing to 

be kept informed, but also becJuse of the reasons the owners invested in the business. Investors 

are primarily concerned with financial performance. Member-owners of a cooperative arc also 

concerned about its financial performancE', but they are far more concerned about its products 

and services - these have much greater impact on tJleir lives and/or busi nesses. A marketi ng 

cooperative's greatest value to its members is providing the market for the member's original 

product. Added value comes when the cooperative processes and packages the member's product into a desirable consumer product. 

The managu lllllstlullivatt' lilt' involvelllt'llt of tlie lllt'llluu-UWnt'l:':. tu [ulll1ulale a Loupelative business operation and strategy that are always focused on proViding the products and services members need. 

!\(jlnCULTunM. COOPLRATIVE SE.RVJCL 
THE CO-OP DIFFERENCE, continued 

cooperative's manager has (l far closer and more persona] relationship I,vith the owners 

A than does the manager of other kinds of businesses. This is because the owners of a

cooperative constitute a ma jority, if not nearly all, of the cooperative's customers. 

This daily contact with many of the owners makes managing a cooperative different. 

In addition to questions and opinions about products and services, the manager lTI.1y get 

the same queries about employees, facilities and equipment, how the business is (laing, and 

even about how the cooperative is being managed. And regardless of whether the questions arc 

appropriate or the opinions accurate, the cooperative manager knows that answers to customers 

who are also owners Jleed to be thought out and worded carefully. "1v1anaging in a fishbowl" is 

how the job has been described. 

[n small cooperatives, the manager may be among the employees who fill orders and ring 

up sales on the cash register. In large cooperatives, a typical practice is to sponsor member tours 

of the cooperative's facilities. Open hou)cs, appreciation days, and other activities ai med at 

generating member invoi yemen t in tIle coopera tiv("~ affai rs places the manager in frequent personal contact with members. 

Most cooperatives produce various types of written communications for their members, 

such as a manager's newsletter or a manager's column as part of the newsletter or magazine. 

Frequent contact vvith the owners of the business may be a problem at times, but it is 

always an opportunity for the manager to communicate vvhat the cooperative is doing for members and to learn how mern.bers believe the cooperative can better serve their needs. 

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THE CO-OP DIFFERENCE, continued 

anaging a cooperative can be similar to managing other businesses in terms of functions performed, compensation received, and personal sa tisfaction gained. But an 

important difference is that the manager of a cooperative is always a hired employee 

and can never acquire ownership rights. 

Cooperatives, as user mvned, focused, and controlled businesses, make a sharp separation 

between operating management and ownership in contrast to the involvement of management 

in the ownership of other types of businesses. Even if the manager uses the cooperative's services and could otherwise qualify as a member, the separation i.s maintained to avoid the possibility of conflict of interest. The manager is hired to manage the business, focusing energies 

and effort on serving members. 

Managers can be motivated by factors such as pay, power, prestige, and gaining a "place in 

history," and these motivations are available to managers of cooperatives as well. BUL stock 

options, leveraged buyouts, or other power plays to gain control are out of the question. A 

board of directors interviewing manager candidates makes the ownership issue clear, and further 

stresses that the manager is totally accountable to the board. Candidates then weigh those conditions against their desired management style and personal ambitions. 

Cooperatives attempt to match their competition in getting the best managers, offering 

comparable wages ancl benefits, performance incentives, and retirement programs. E.xcept to 

emphasize the need to involve member-owners in ways unique to a u~er-owned and democratically controlled business, the wise board will leave the managing of the cooperative to 

the manager. 

1) AGRICUI TURAL C()()PUHTlvr. srRVICl: 
PURPOSE AND OBJECTIVES
 

deaJly, all of the key participants in a cooperative - members, directors, employees, 

ancl the manager - should be familiar with the purpose Jnd objectives of a cooperative. But the person who really needs to know the "nuts and bolts" that hold a cooperative together and make it work is the manager. Thaes why a board hires a professional ­

someone who's a skilled technician, not only in business management, not only in a certain 

industry such as dairy marketing, fertilizer manufacturing, or farm credit, but also in the particular business form known as the cooperative. 

Members and directors of some cooperatives own profit-oriented businesses such as farming 

operations while others may be individuals just looking for lovver-cost housing or a service such 

as child day care. These people are dra"vn together by a common need, and they've learned 

enough to believe a cooperative will fulfill that need. They may not have a thorough knowledge of exactly what a cooperative is and how it works. It is the professional manager who 

needs to know cooperative organization and operation and how it can fulfill their special needs. 

rt is not uncomrnon for the manager to be the If teacher" of cooperative principles and practices for the membership, board and employees, including explaining their roles and responsibili tics. The manager is fortunate if the board, in particular, includes directors wi th present or 

prior experience and involvement in other kinds of cooperatives. But it usually is the manager 

conducting planning, suggesting policies and policy changes, presenting facility proposals, 

developing the formulas for distribution of benefi ts, a nct submitting the results of that work to 

the board and membership for approval. 

Members and directors do know what they want from the cooperative. Jt is lip to the manager to determine how the cooperative em respond. 

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RESPONSIBILITIES
 

mncleJstanding the difference between manager ancl director roles is a key requirement 

for an effective and harmonious relationship. For most corporJtions these roles (Ire 

generally the same. There is one important distinction in a cooperative. That eJistinction revolves around the employee-only status of the manager. In a cooperative, the manager 

does not share in ownership and is seldom an official member of the board. This decisive difference from atheJ corporation s produces a cleaner separation between manager and cliJector 

responsibilities. 

Directors maintain a longer term and more strategic perspective. They are concerned with 

how the cooperative call better serve members' needs and what general changes may be necessary in organizational and operating policies. The board hires the manager to hand.le details. 

The manager is action and tactics oriented in run ning the day-to-day operations in response 

to objectives set by the board. Members delegate direct control of the cooperative to the board 

of directors, which in turn delegates operational control to the manager. 

Personalities often influencE', and sometimes even dominate, the manager/board relationship, but the ability of directors and managers to know when they are steppi ng on each other's 

turf is key to a cooperative, harmonious working relationship. 

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IMPLEMENTS BOARD POLICY 

oJicies set by the board of directors guide the manager's actions and decisions. These 

, policies are discussed, written in final form, approved, and reviewed at least annually

by the board. To promote clear understanding, a policy manual is made available to 

each director and the manager. 

Policy statements may be general in content, reflecting the board's philosophy of what kind 

of business the cooperative should be: " ... strive to provide leadership and cooperate with other 

businesses and community and civic group,; in promoting and carrying out programs of mutual 

interest and benefit to the community." Thus, the manager has a basis for making a decision on 

minor commitments to participate in community events without first getting board approval. 

Policies may also be specific: "No additional credit shall be extended to any patron whose 

account is 120 days past due." Such a policy gives the manager authori ty to refuse extending 

additional credit even to a director. 

Some other simplified examples of how a manager implements board policy follow: 

Policy-An independent Certified Public Accountant shall audit the financial records at the 

end of each fiscal year. Implementation-The manager keeps appropriate records and provides 

other information that is necessary to complete the audit. 

Policy-An annual business plan "ha[l be prepared for approval and progress reports made 

at monthly board meetings. Implementation-Withollt further specifics, the manager prepares 

a budget for approval, then compares the budget to actual business transacted, and reports (lily 

other information that would help the board understand the cooperative's financial status. 

Policy-Employee pay raises shall be based on job performance. Implementation-Job 

dc:;cription:; and pcrformJnce :;tJndards arc vvritten for each employee and performance i::; 

reviewed. 

Policy-An annual membership meeting shall be held. Implementatioll-Various meeting 

committees are formed to plan the time, place, content, physical arrangements, and publiCity. 

14 ,\(; IUCULTUllJ\L COOPER,\TlV[ SERVICE 
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ADVISES THE BOARD 

embers and their elected board of directors lllay not be experienced in running a 

business, or their business experience may be qUite different from operating a cooperative. For example, running a family farm business for profit is different in many 

ways from running an agribusiness cooperative with many owners and a function to create profit for the owners based on use rather than for the cooperative itself. In essence, the cooperative 

is a "subsidiary" to the farm. This supportive orientation is different. The way that commodities 

are handled and functions are performed is different. Facilities, personnel, and much of the 

equipment are different. 

So the professional manager is hired not only to manage the cooperative but also to advise 

the board of directors on how the business can be operated most effectively. 

The manager is expected to provide technical advice in many areas, including: 

• compt-titive strategy-cost cutting, pricing policy, service packages, cooperative 

benefits; 

• fi:nandal Inanagelnent-credit control, debt load, cash-flow, member eqUity; 

• operational efficiency-product storage and handling, pickup and delivery schedules, 

administra tive procedures, store traffic orga n iza tion, staffing; 

• ne1V technology and equilJlnent-industry innovations, improved machinery, research 

results; 

• new products and services-additions or replacements, pwduct information; 

• policy changes-made necessary because of problems with implementation, or by 

changes in business environment; 

• rcgulator,. c1,allgc.j chemicJI u:;e, \vork.cr ~Jfety, environmental contJmination; and 

• governmental affai,-,()- new or changed legislation, government as<;istance programs, 

involvement in public policy. 

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MANAGES DAILY OPERATIONS
 

U ome textbooks describe management as the process of planning, organizing, directing, 

coordinating, and controlling. Hut something happens to those five straightforward 

functions in the transformation to real-life application, whether the manager l1eads a 

small or large depa rtmen t, organization, or business-i nc)udi ng a cooperative. 

A more realistic description of the atmosphere in which these functions are performed is 

something like this: p la n n ing, bookkee per ca lis in si ck so the fi n ancia l report won't be :Veld y fo r 

the aftc rn 000 board meeting, fire safety inspector aui ve::. una n '1 UU nced; orga n izi ng, feed cJ elivery truck driver calls in to report breakdown on the road, cash register computer locks up, board 

president drops in for a chat; directing, high scl1001 student waiting to \olicit ad for school 

paper, member waiting, also, to complain about flew credit policy; coordinating, wife calls to 

report water heater leaking, a supervisor anives for performance review; controlling, director 

walks in complaining about treatment from employee, railroad dispatcher calls to say a railcar 

shortage mean,; only six instead of eight cars will be available :m a grain shipment. 

That more typical scenario of managing takes place also in times of headaches and 

heartaches, ji-j':tation or elation, anel winter and summer ... year after year. And the scenario 

applies not only to the manager but also to the entire staff. 

In managing people, money, and facilities, the manager wears many hats at different Limes, 

in assuming the roles of coach and player, educator and motivator, diplomat and dictator, mediator and magician, judge and jury, leader and follmver, analyst and activist. The manager is 

always accountable. 

To most people) however, the manager is simply the person who gets things done. 

1R i\GRICULTURAL COOPLRrHI vE ~F.j{ VICr. 
THE MANAGER DIRECTS AND CONTROLS DAILY OPERATIONS:
 

PLANNING
 

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CONTROLLING 
HIRES STAFF
 

iring and maintai ning a competent staff is the manager's most important job. [t is 

through people that tbe manager gets things done. In fact, how well the manager 

selects employees directly bears on how difficult the job of managing will be. 

The rare opportunity is to assemble a staff from the start. Usually, the manager inherits a 

staff and makes changes as employees leave, retire, or-in extreme situations-are fired. 

In either case, the board of directors needs to provide the manager with the proper tools to 

build the best possible staff. 

Hiring tools given the manager include a wage and salary plan, an attractive benefits package - performance incentives, health care, vacation and sick leave, retirement, and so on ­

safe and acceptable working conditions, clear personnel policies in writing, an organization 

chart, job descriptions, and performance standards. 

The organization chart and the job descriptions are the blueprint tools for the manager. 

They describe what functions must be performed and the knowledge, skills, and abilities needed 

for the cooperative to accomplish its purpose. The manager then finds candidates with the 

right education or experience and desirable personality traits and work habits. 

Assembling a cohesive workforce is just the beginning of the manager's personnel responsibilities. Effective corn rnunications with employees are maintained through daily contact, regular employee meetings, and at least an annual formal performance appraisal. 

The employees make the cooperative work tor members and must understand the business 

they work for. But the manager is the key employee, proViding direction, leadership, and motivation that results in a harmonious and purposeful work atmosphere. 

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SETS GOALS
 

n one sense, managers continually plan as they direct the daily affairs of the cooperative, reacting to events as they occur. This informal, almost subconscious planning 

comes with informal, and perhaps similarly subconscious, goals Slim med up simply as 

"getting the job done." 

Formal planning and goal setting is a more deliberate process that takes place to implement 

the policies, directives, and long-range goals of the board of directors. Planning and goal-setting 

provides a basis for measuring how well the cooperative is meeting members' needs. 

The manager is responsible for developing short-range tactical plans, typically a year ahead, 

while the board is responsible for long-range and more strategic planning that may look up to 5 

years ahead. It is not uncommon, hovvever, particularly in progressive cooperatives, for the 

manager and key staff to also develop long-range plans for review and approval by the board of 

directors. 

A short-range plan may be limited to developing a budget for the coming year, or may be a 

more involved business plan containing more than just financial goals. Short-range plans, for 

example, might be developed for increasing sales or marketing volurne, increasing operating 

efficiency, expanding territory served, increasing tile number of member meetings, or entering 

the final phase of a long-range plan such as merging with a neighboring cooperative. 

The manager's planning and goal-setting also applies to his or her own performance and to 

the performance of each employee. This exercise is an integral part of evaluating job performanct', including identifying training requirements or needed changes in policies or operating 

procedures. 

Setting goal::; and bying plJns to reach those goals is a deliberate procesJ to jmpron~ the 

effectiveness of the cooperalive in returning benefits to its member-owners. 

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REPORTS TO BOARD 

ne of the important responsibilities of the manager is to ensure that the board of dir<;>c­ I tors is not surprised by events that occur at the cooperative. Even if the bylaws or

board policy do not require information to be reported, the prudent manager keeps the 

board well informed on anything that could affect operations. The manager should "sound 

out" the board president on intended plans or actions, or should report some decisions to directors so they know before the rest of the membership. 

Formal reporting, however, takes place at regularly scheduled meetings of the board of 

directors, usually monthly. Bylaws and/or board policy will prescribe what reyuired jnforma~

tion should be in the manager's report. financial statements and information on major issues 

or proposed actions should go to directors at least 1 week before the board meeting so they can 

study the material and be prepiued to ask questions or make clecisions. Major items in the manager's report incl ude: 

• a .5tafe,ne.,.,t ofoperati.ons wi th budget comparisons; 

• a balance sheet with comparisons to ] or more previous years; 

• accounts receivable status, with particular attention to delinquent accounts; 

• progress toward goals set as part of planning at the beginning of the year; 

• activities summary of operations during the most recent period; and 

• proposal,~ for immediate action or longer term consideration. 

Some managers also report to di rectors periodically by persona I letter or regularly ina 

newsletter format. Content is designed is to keep directors informed not only about the cooperative specifically but also about industry trend\ research results, governmental regulations, and 

eveJi the 1lldlldgel'.'> jJllilu,)uVhy dlJuullllllllillg the lUOpCrJtivc Jnd irnproYing its pcrform.:mcc. 

Complete and accu[at~' reports to the board are necessary for good business management, 

Cl nd effective reporting also helps build rn utual respect an d trust between manager and board. 

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REPORTS TO MEMBERS
 

n cooperatives where the manager has daily contact with members as they transact 

business, informal reporting often takes place just in conversation. This is a natural 

time for members to comment on the quality of products and services, or on needs 

unfilled, or to raise questions about policies. Likewise, it's a time when the manager is likely to 

talk about new products and services, or other changes around the cooperative. 

The manager may use special events for more organized reporting, as part of meeting with 

member committees, holding an open house or appreciation daYI or conducting product 

demonstrations. 

Some managers write letters to members periodically. Others visit \-\lith members on an 

individual basis at the farm or in their home. More typically, the cooperative will puhlish a 

member nevvsletter, newspaper, or magazine to cover a wide range of information about cooperative operations and information related to the industries in which the cooperative operates. 

Often, the member publication will contain a manager's column as a regular feature. 

The official report to members, required by the bylaws, takes place at the annual meeting. 

Although it is not as detailed, the manager's report contains the same type of financial infonnation as presented to the hoard of directors throughouL the year. Additionally, the manager will 

discuss operational highlights, problems encountered, and the outlook for the coming year. 

Frequent and varied reporting to members often generates important feedback to the manager. Encouraging member feedback, whatever the reporting format, may provide the manager 

with some of the better ideas or advice for improving the cooperative's service to members. And 

members' ideas and suggestions are important. After all, they are the owners. 

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REPRESENTING THE COOPERATIVE 

s the person in charge on a day-to-day basis, the manager is called upon to represent 

... the cooperative in many 'vvays. How that [unction is carried out is guided by the cooperative's policies and specific cl irectives from the boarel. The manager's own in terests 

may also influence the type and extent of representation on behalf of the cooperative. The 

manager represents the cooperative in at least four areas: community, cooperatives, industry, 

and Govern ment. 

C01nn,unity - As a business leader, the manager is called upon to participate in a variety of community activities, such as helping raise funds for charities, speaking at business and 

social events, and becoming a member of the chamber of commerce or community service 

organizati 0 ns. 

Cooperatives - Tile board of directors may select the rnanager to be the cooperative's 

voting delegate or official representative to other cooperatives or cooperative organizations. 

And at the discretion of the board, the manager may serve on the board of directors for other 

cooperatives. 

Industry - Most industries have professional or trade associations to protect or enhance 

their business interests. The manager may get involved in one or more of the key organizations 

closely related to the cooperative's functions. 

Goverumen! - Managers who are particularly convincing speakers are often called 

upon to speak to regu latory officiaIsand poJicymakers on issues affecting the cooperative or its 

members. 

Even in personal actions and activities, many people see the manager - even if indirectly J:; representing the cooperative. It is J responsibility lhat requires con:;l<1l1t <1nd Glfcful 

attention. 

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INFORMATION 

gricultural Cooperative Service (ACS) conducts research, collects statistics, provides 

onsite technical assistance, and develops educational materials. The agency helps 

farmers and other rural residents organize cooperatives and proVides continuing assistance as needed. 

The agency develops both general and specific educational materials on cooperative organization and operation. Periodically, the staff conducts workshops for the key participants in new 

coope ra tives. 

ACS publishes Fanner Cooperatives, a monthly rnagazine oriented to the cooperative business 

community. The catalog Farmer Coopemtillf Publicatiun'>, Cooperative Information Report 4, lists 

about 150 titles on cooperatives. A few publications particularly valuable to managers include: 

Cooperative Benefits and Limitations, erR 1, Sec. 3 

Cooperative Communications, OR I, Sec. ] 1 

Cooper(ltive Education and Training, CIR I, Sec. 10 

Cooperative Finance and Taxation, CrR 1! Sec. 9 

Cooperati ve Organiza hon and Structure, em I, Sec. 6 

Cooperative Principles and Legal Foundations, cm 1, Sec. 1 

Cooperative Management, em I, Sec. 8 

Cooperatives in Agribusiness, em 5 

Keeping Cooperative Membership Roles Current, CIR ~7

Organ izl ng and Cond llcting Your Cooperative's Annual Meeting, cm 21 

Rl:'LlUilillg dllU TldiJlillg CU-U!J E1JlJ?luyee~, ClR 36 

Policies for Cooperatives, Clf{ 39 

Understanding Cooperatives, cm 6 

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