Grand Forks herald. [volume] (Grand Forks, N.D.) 1916-1955, 1919-05-08
tBy G. S. %strandvold.)

Pc H' LE go III .'
It has already been emphasized
that n of the factors essential to
the success of a cooperative store is
the efficiency Of the manager to whom
the conduct of the business is en-
trusted. ..-
Time and again such stores have
failed chiefly because Of poor man.
agement, while, on the other hand.
success has been q result of skill and
intelligence on the part Of the man
IN charge.
a xcoSoperative store. to toe it, to
write laws STIMULATING the methods to
be adopted, etc. The n important
thing else, is that Of management,
and it is even said that in some parts
of the United States members of a
cooperative store organization have
made sure that a satisfactory man
ager was obtainable long before they
took any other steps toward the per-
lection of the preliminary plans.
Traits of the Manager.
Naturally, every manager of a bust
ness enterprise must possess certain
Indispensable traits in addition to his
acquired efficiency, but the man who
Is placed In charge of a cooperative
store must have all of these traits in
a rather intensified degree.
First of all he must be a personif-
cation of ecourtesy. He must at all
times remember that practically every
n of his customers is one of the
owners of the store and as such has
special Claims to courtesy. He must
be enthusiastic in the sense that he
works for the store as were it his per-
sonal property, and that he does not
stop merely at taking care of the
routine business, but makes sugges-
lions from time to time and takes the
initiative in bringing about improve
ments for the purpose Of raising the
quality of all goods sold and Of in
creasing the savings accruing to each
member at the end Of the year.
In addition to this he must be a
good deal Of a psychologist who
knows. and is able to interpret ac-
curately, the sentiment and the de-
sires Of the community as well as to
study probably the methods of CO.
operative business elsewhere SO that
he is always fully posted on every
subject that directly or indirectly is
affiliated with the management of
the store Of which he is charge.
Briefly, the manager. of a co-opera-
tive store should approach, as nearly
as possible the very ideal of a bust
9 man. lnefhcieciency will ruin q
store, and mediocre ability viii re.
tard its progress.
stAff of the Store.
In q majority Of cases the manager
Will need help, most stores are too
arge ZOE n man 30 it will be neces-
sary to have one or more clerks.
2 Generally <speaking the uualifica.
tions OF the clerks must correspond
to those of the executive head: they
must pc as courteous and enthusiastic
as ne rs, and must be familiar with all
idetadls Of the routine Of the store.
IT Is FAR from enough to have
studied text books and attended b,,.i.
ness colleges. The only way in which
und6puted ability can be attained n
asco-operative storeH 81 by practical
experience. You can theorize in this
neid as ~ all others. but practices. Is
Wo oely alHerent from mere theory.
that no institutions teach c~o.operative
business methods. They must all Is
studied and learned in the store am
for that reason It isf Imperative thai
q clerks undergo q course 81 svs-
terQatic and thorough training. -,
The clerk must know at fhe Tin. -
MS myers all about co-operatiye
stores, tNelr plans, methods. 9ooda
etc. IN addition he must acouire
2 great deal fof what may is callcS
technical %education In regard "a
bookkeeping. advertising, delivery
market conditions, stock keeping
Local Conditions Imupostant.
Even though the manager ma tb.
CLERKS engaged for work IN Is al,
OperAttvs store meet All reason1hi;
req,ire1nehts that 3ngftseif a Isl al
Actents gs9 May Ssos gsiaranteeiheSt hi