46 BULLETIN 1392,-U. S. DEPARTMENT OF AGRICULTURE 
The associations not only recognize the necessity of having com- 
plete information, but also for obtaining this information with a 
minimum amount of time and expense. To do this changes in opera- 
tions and methods have been made from time to time, and will doubt- 
less continue to be made as experience and study indicate more 
advantageous methods. In general, these changes have tended both 
to increase efficiency and reduce costs. As an example, the Texas asso- 
ciation handled 93,802 bales in the 1921-22 season with about 148 
people in the general office during the peak period of deliveries; in 
1922-23, with 77,706 bales, it had 50 people during the peak season ; 
in 1923-24, with 182,318 bales, it had 71 people; and in 1924-25, 
with over 280,000 bales, it had 71 people. General office costs per 
bale were $3.15 in 1921-22, $3.59 in 1922-23, $2.26 in 1923-24, and 
$1.99 in 1924-25. 
In accordance with good business practice, regular audits are 
made of the association’s books. The by-laws of the organizations 
provide that internal auditing committees may be appointed, and 
that periodical audits and annual reports must be made by a certified 
public accountant. 
FIELD SERVICE 
The most difficult problem confronting the cotton associations is 
that of obtaining and maintaining a membership that understands 
the principles, purposes, and operations involved in cooperative ac- 
tivities in general, and in the cooperative marketing of cotton in 
particular. Inasmuch as the associations were organized without 
this understanding on the part of the growers, it was found advis- 
able to develop ways and means to conduct educational work as a | 
part of the operating problem. 
Field-service work has been made necessary by (1) this lack 
of prev ious experience and thorough understanding on the part 
of the members, (2) the mistakes and misconceptions traceable to 
overenthusiasm in the intensive organization campaigns, (3) the 
unusual scale of organization, including thousands of members scat- 
tered over relativ ely large areas, (4) the high degree of centraliza- 
tion in this type of organization, which does not tend to develop a 
sense of individual responsibility, and (5) the unfavorable condi- 
tions, particularly as regards credit, under which the crop is ordi- 
narily produced and sold. The problem has been complicated by the 
lack of experience and of established practices in conducting field- 
service work in organizations of this size and character. 
The effectiveness of field-service work is being measured in the 
cotton cooperatives largely by the percentage of deliveries obtained. 
Field men are charged not only with the responsibility of obtaining 
new members, but also of gétting deliveries from the old members. 
To do this it is necessary to maintain close contacts with members; 
to keep them thoroughly informed regarding association affairs; to 
interpret conditions, policies, and regulations; to correct misunder- 
standings and combat misleading reports, and to carry on such edu- 
cational work as may be necessary to assure membership loyalty, 
based on understanding, that is essential to ultimate success. Meas- 
uring the effectiveness of field service by deliveries should, therefore, 
take into consideration the methods by which deliveries are stimulat- 
ed. Police methods and litigation may be effective temporarily, but 
