Tuesday, November 15, 2016

Definition of Cooperative Management

Cooperative management task is to collect, coordinate and develop the potential of the members so that potential into power to improve the lives of members of his own through a process of "value added". It can be done if the existing resources can be efficiently and fully creative (innovative) and offset by strong leadership abilities.

Cooperative management has the task of evoked potentials and motifs available that is by understanding the objective conditions of the members of the other as the human beings. The management is required to always think one step ahead in benefits than the competition only by the members or prospective members were moved to choose the cooperative as an alternative that is more rational in economic transactions.

For his efforts have been cooperative units and spacious, it is possible to lift the board of managers and employees. Manager or employee does not have members of the cooperative and should indeed be taken from outside the cooperative so that supervision easier. They work as assigned by the board, then they are also responsible to the board.

Definition, Benefits and Objectives Planning
Planning is a process management basis. In the planning manager to decide what to do, when to do, how to do and who should do.
Good planning is the planning that is flexible, planning will be different because in situations and conditions change in the future. If necessary in the implementation planning are held back so that the faster the ideals / organizational goals to be achieved.
Type and Planning Process
There were four basic stages of planning, namely:
1. establish goals and set of objectives,
2. formulate its current state,
3. identify all the ease and constraints, and
4. develop a plan or a series of activities for the achievement of objectives.
Planning made by one company is not necessarily the same as those made by other companies. The difference is caused by different types of organization, the time period used and the type of manager who manages the company.

Broadly speaking there are two types of plans of strategic and operational plans. Strategic planning includes the selection process of organizational goals, determine strategies, policies and programs to ensure that these objectives can be achieved. Operational outlines in more detail how the strategic plans will be achieved.

Planning in Cooperative
Cooperative organizations together with other organizations, need to be managed properly in order to achieve the ultimate goal as effectively as possible.
The planning function is the management function that is very important because it is the basis for other management functions. So that the ultimate goal of the cooperative can be achieved, the cooperative must make a good plan, through some basic steps of making plans that define the organization's objectives propose several alternative means of achieving them and then those alternatives must be reviewed one by one the pros and cons before deciding which alternative selected
The type of plan that can be taken in a cooperative can vary depending on the duration and the level or levels of management.

The device implies a number of tools or equipment necessary to achieve the objectives. In the cooperative concept  minimal consists of three things;
 - Members Meeting
 - Management
 - Supervisor

Organizing and Organizational Structure
Organizing is a process for designing a formal structure, group and organize and share tasks or jobs among the members of the organization, so that organizational goals can be achieved efficiently. Implementation of the organizing process will reflect the organizational structure that includes several important aspects such as:
division of labor, departmentation, organization charts, chain of command and unity of command, levels of the management hierarchy, and channels of communication and so on.

Administration Cooperative
Good administration has a goal of efficiency. Efficiency here describe their most excellent comparison between an undertaking with the results achieved from these efforts. Judging from the results, an attempt is said to be efficient if the business gives the best result. By contrast in terms of the business, a business can be said to be efficient if the results specified can be achieved with the lightest effort. The process of organizing a joint effort involving a range of actions that can be divided into eight types are often referred to as the eight elements of administration. The eighth element is the organization, management, communications, personnel, finance, supplies, administration and representation.

Financial Sources and Use of Funds Cooperative
As a company engaged in the field of economics, cooperatives need capital to run their business. There are four kinds of cooperative capital according to its use, namely (1) capital for the organization, (2) capital for tools and equipment, (3) working capital or current capital and (4) capital to advance.

To meet the need for capital, the cooperative has multiple sources of capital, among others: of members, in the form of savings, compulsory savings and voluntary savings; of Time Results of Operations and outside the cooperative, which may be a loan from a bank or from investors.
size success
Experts cooperatives still have not seen a consensus of opinion about how and what the exact measure of the effectiveness of cooperatives. It was as disclosed Blumle (Dulfer and Hamm, 1985) that, "Finally let us see what the co-operative science has to say, for it has been Widely debating the problem of success. In the current discussion about the promotional task this problem is linked up with the co-operative system of objectives and member participation. But there will be disappointment in the results of this research for anybody who approaches with hopes and analysis of the diverse attempts to Make the promotional maxims operational, and to measurement co-operative success. "
Therefore, up to now measure the effectiveness of the cooperative is not as simple as measuring the effectiveness of an organization or other entity is not cooperative. The effectiveness of cooperative organizations not only with regard to the merely economic aspects but also with regard to social aspects. However, as a logical consequence of the condition of the cooperative who are always in a state to compete with other organizations to obtain the resources to formulate success is important.
Cooperative in measuring the success, improvements in the level of relative prosperity cooperative members. It was also stated by Hanel (1985.76), namely, "Advantages of cooperation and, Thus, produce sufficient promotional potential for the benefit of the members".

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