6 BULLETIN 118^ IT, S. DEPARTMENT OF AGEICULTUSE. 



\rell as in the larger organizations, knowledge of accounting and of 

 the business principles involved in the particular type of cooperative 

 organization are essential, as the manager in these cases must per- 

 form all the accounting duties in addition to those of the general 

 manager. The office manager of the small organization is relatively 

 just as important a personage in helping to promote or defeat the 

 objects of the cooperative scheme as is the office manager of the 

 laigest organization. 



The office managei' should have executive ability and a broad 

 point of view, combined with the ability to perceive the importance 

 of details. He should have the power to direct others and the 

 ability to maintain a happy, harmonious spirit throughout the 

 organization. 



In no other business is the qualit}^ of courtesy more essential. The 

 office force deals in most cases with members who are part owners 

 of the business, and who in all cases must be treated with courtesy. 

 A spirit of enthusiasm should always be present in the office, in order 

 that the grower nvdj be impressed with the business-like appearance 

 of everything — the activit}', the openness of the business, the meth- 

 ods used, ^and the promptness and accuracy with which the work is 

 done. 



The office manager should keep in touch with other organizations 

 aiid with the progress, development, and improvements in existing 

 practices of cooperative organizations generally, thereby being in 

 a position to take advantage of anything that will be of benefit to 

 the office. 



OFFICE EMPLOYEES. 



In a great many oj'ganizations there is a rush during the market- 

 ing season, which usually does not extend over two or three months; 

 this is followed by a season of comparative inactivity. The clerical 

 help can not be retained during the dull season. This necessitates 

 the breaking in of new men each year, and is a very unfortunate 

 feature. One of the greatest employers of office help in this country 

 claims that it costs $100 in loss of supplies, time, and training by 

 higher salaried employees, in mistakes that must be corrected, etc., 

 to break in each new clerk. If possible, at least all the head men 

 in an office should be retained throughout the year. This applies 

 to the small concerns where the manager and a helper are the onlj^ 

 employees. 



A great many organizations have introduced separate depart- 

 ments which handle conmiodities other than those which would 

 come regularly under the head of growers' supplies, for the pur- 

 pose of keex)ing the office force intact during the slack season of 

 the year. In the case of some fruit associations this has taken the 



