FARM ORGANIZATION IX SOUTHWESTERN MINNESOTA 89 
more than is already available from the regular supply. The results 
of this change would be as follows: 
400 pounds more butterf at produced, at 45 cents $180 
2,000 pounds less beef produced, at 5 cents 100 
Added returns from the choice of butt erf at production. 80 
Assuming the price of beef to be 7 cents per pound and the price 
of butterf at only 30 cents, the result would be as follows: 
2,000 pounds less beef, at 7 cents $140 
400 pounds more butterf at, at 30 cents 120 
Added returns from the choice of beef production 20 
In one case the farmer could obtain an increase of S80 if he con- 
sidered that sufficient to repay him for the additional 212 hours of 
labor involved. In the other case, he would actually reduce his 
returns by expanding the dairy at the expense of the beef enterprise. 
The nature of the cattle enterprise on most of the farms in this area 
is such as to permit taking advantage of the changes in the relative 
prices of beef and butterf at. 
REORGANIZATION PLAN NO. 2 
Effect of an increase in size of business upon the returns. — It is ob- 
vious from a comparison of the weekly distribution of labor and 
the available supply of labor as shown in Figures 27 and 28 that 
with the exception of the corn husking period there is considerable 
room for expansion without necessitating the hiring of any additional 
labor. In order to have a better balanced organization and to 
obtain a fuller utilization of his resources, this farmer rented 30 
acres of additional land during one year of this study. This land 
was used for grain production and two-fifths of the yield was paid 
as rent. The possibilities of obtaining a fuller utilization of the 
man and horse labor and of providing feed for the expansion of the 
hog enterprise are shown below. 
In these estimates the same requirements for the different enter- 
prises are used as for the previous smaller organization. As a matter 
of fact, this is not what usually happens under actual farm con- 
ditions. The extent to which expansion means greater or less 
efficiency in the conduct of the different enterprises depends upon 
the ability of the operator to manage additional units. There was 
no significant change in the rate of performing the various crop 
operations on this farm as a result of expansion. 
The 30 additional acres of land is distributed as follows under 
this second reorganization plan: Corn, 14 acres; oats, 8 acres; clover 
and timothy, 5 acres; pasture, 2 acres; and corn fodder, 1 acre. 
There is no change in livestock except the increase of pork produc- 
tion to 30,000 pounds by raising fall litters from part of the brood 
sows. The same feed requirements per 100 pounds for pork pro- 
duction have been assumed. The outline given in Table 55 indi- 
cates the return from this reorganization. 
This expansion of the business involves no change in resources but 
requires approximately 750 additional hours of man labor. Of this, 
225 is for corn husking which has been covered in a cash allowance 
for husking so the net increase is only 525 hours. On account of the 
