COOPERATIVE ORGANIZATION BY-LAWS. 17 
(e) Keep a complete record of all business of the Association and make a full 
report of all matters and business pertaining to this office to the members 
at their annual meeting and make all reports required by law. 
(/) Perform such other duties as may be required of him by the Association cr 
the Board of Directors. 
Note.— When the offices of Secretary and Treasurer are separate, the duties of each should be given 
in separate sections. 
Article IX. — Duties and Powers of the Manager. 
Section 1. Under the direction of the Board of Directors, the manager shall employ 
and discharge all employees, agents, and laborers. He shall secure information as to 
crop and market conditions and furnish the same to the members on request. He 
shall encourage the production of the best varieties of products demanded by the 
trade. He shall, as may be required by the Board of Directors, conduct packing 
schools in order that growers may become trained in the best methods of grading, 
packing, and labeling their products. He shall have charge of the grading, packing, 
and inspection of all products handled by the Association and shall have control of 
the brands and labels and their use on such products, in accordance with the rules of 
the Association. Subject to the terms of the contracts made by the members with 
the Association for the marketing of their products, the order of the Board of Directors, 
and the by-laws and rules of the Association, the manager shall have entire charge of 
of the sale and marketing of such products. 
Note.— The manager is the most important officer and his power must be limited as little as possible. 
He can not be held responsible if he is to be dictated to at will by each member or if the officers are to 
meddle constantly with his work. This does not imply that the manager should be a dictator. He 
should take the suggestions of the officers and members and from them and his own experience he should 
construct a business plan. Whenever a manager loses the confidence of the members, he should be 
replaced with a manager who possesses that confidence. The duties of a manager differ with the differ- 
ent forms of organization and kinds of business. Therefore the duties here outlined must be considered 
as suggestive. Each association should redraft this provision to suit its purposes. Organizations like 
creameries and cheese factories may find it advisable to insert an article relating to the duties of the 
buttermaker or cheesemaker, as in such organizations the duties of the manager usually are more limited. 
Article X. — Membership Fee and Finance. 
Section 1. Each member shall pay in advance to the Association a membership 
fee of [$5] and annual dues of [SI]. 
Sec 2. At the time of uniting with this Association or at any time thereafter, when 
called upon by the Board of Directors, each member shall loan an amount to be fixed 
by the Board, not less than [$10] nor more than [$100] in cash to the Association to 
be used in building warehouses or other necessary buildings, and the lease or pur- 
chase of lands therefor, or in seeming necessary equipment. 
Sec 3. Such loans shall draw interest at the rate of [4] per cent per annum. 
Sec 4. Such loans shall be repaid from a special fund created by levying a per- 
centage assessment on the produce sold and supplies bought through the association, 
the amount of such percentage to be fixed by the Board of Directors, which amount 
shall be sufficient to pay [one-fifth] of the entire loan and the interest thereon in each 
year. 
Sec 5. At the end of each fiscal year each member shall receive a certificate show- 
ing the amount of money which he has contributed that year to the special loan fund 
levied on his produce and supplies. After the original loan has been paid in full, 
the special assessments shall continue and the holders of such certificates, out of the 
proceeds arising therefrom, shall be paid the amounts due thereon in the same man- 
ner and form as was the original loan, and this process of repayment shall continue 
during the life of the Association . 
Note.— This article describes a method suggested for nonstock organizations in securing the necessary 
capital for the building of warehouses or the purchasing of equipment, inasmuch as no money is seemed 
by the sale of shares of stock. In organizations where only a small outlay for equipment is required, 
the membership fee can be made sufficiently large to provide the necessary capital. 
