Framework for studying cooperative organisations : case of NAFED / by S. P. Seetharaman and N. Mohanan (Record no. 48436)

MARC details
000 -LEADER
fixed length control field 01834nam a2200193Ia 4500
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20220527152107.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
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020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number 8120400798
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number 334 SEE
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name Seetharaman, S. P.
245 #0 - TITLE STATEMENT
Title Framework for studying cooperative organisations : case of NAFED / by S. P. Seetharaman and N. Mohanan
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc. New Delhi
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Name of publisher, distributor, etc. Oxford & IBH
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Date of publication, distribution, etc. 1986
300 ## - PHYSICAL DESCRIPTION
Extent 94 p.
520 ## - SUMMARY, ETC.
Summary, etc. Cooperatives as a form of business organisation are different from private and public sector organisations. They have three facets, enter prise, institution and environment. These three facets form the basis of the normatic construct developed for studying the effectiveness of a cooperative.<br/><br/>To examine the validity of the organisational construct, the National Agricultural Market ing Federation (NAFED) was purposively chosen to evaluate its performance as an institution and as an enterprise.<br/><br/>The normative framework can be used to classify a cooperative into four groups on the basis of its success or failure as an institution and as an enterprise. Ideally, a cooperative should be successful both as an enterprise and as an institution. The one that is a failure on both the aspects would be in the process of liquidation. One that is successful as an in stitution but a failure as an enterprise would have to take measures to grapple with realities. A cooperative that is successful as enterprise but not as institution, a common phenomenon in most of the developing nations, may not gain the character of a cooperative unless put under pressure by members. Management has a critical role to play in making a cooperative achieve its mission. This book analyses the framework in analytical detail.
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element "Cooperatives, agriculture"
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Koha item type Books
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Withdrawn status Lost status Damaged status Not for loan Home library Current library Shelving location Date acquired Total checkouts Full call number Barcode Date last seen Price effective from Koha item type
  Not Missing Not Damaged   Gandhi Smriti Library Gandhi Smriti Library   2020-02-04   334 SEE 58724 2020-02-04 2020-02-04 Books

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