000			01834nam a2200193Ia 4500
999			_c48436 _d48436
005			20220527152107.0
008			200204s9999 xx 000 0 und d
020			_a8120400798
082			_a334 SEE
100			_aSeetharaman, S. P.
245		0	_aFramework for studying cooperative organisations : case of NAFED / by S. P. Seetharaman and N. Mohanan
260			_aNew Delhi
260			_bOxford & IBH
260			_c1986
300			_a94 p.
520			_aCooperatives 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. 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. 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			_a"Cooperatives, agriculture"
942			_cB _2ddc