Cooperative Farm Machinery Operations 1970 80 Classic Reprint

Excerpt from Cooperative Farm Machinery Operations, 1970-80 The number of farmer cooperatives franchising a full line of farm machinery declined from 101 in 1970 to 56 in 1980. Cooperative machinery sales increased from $36 million in 1970 to $106 million in 1980, at an average annual increase of 20 percent. Five of the 56 cooperative dealers specialized only in farm machinery sales and service in 1980. About half the total were marketing cooperatives, with the remainder about equally divided between supply and combination supply and marketing cooperatives. In 1970, supply Cooperatives represented more than half the 101 cooperative dealers. Sales of new and used machinery and repair parts increased as a percent of total farm machinery sales from 1970 to 1980, while sales of other equipment decreased as percent of the total. New machinery accounted for about 53 percent, used machinery and repair parts about 19 percent each, other equipment 4 percent, and service receipts 5 percent of total machinery sales. In 1970, new machinery accounted for about 46 percent, used machinery sales 13 percent, repair parts 15 percent, other equipment 20 percent, and service receipts 6 percent of total machinery sales. Farm machinery sales of cooperative dealers averaged 17 percent of their total cooperative sales of $626 milion in 1980. Cooperatives with machinery sales of more than $3 million averaged about $20 million in total sales, while cooperatives with machinery sales of less than $1 million averaged total cooperative sales of about $7 million. About the Publisher Forgotten Books publishes hundreds of thousands of rare and classic books. Find more at www.forgottenbooks.com This book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works.

Excerpt from Cooperatives' Farm Machinery Operations These cooperatives had franchise agreements with all six major full-line manufacturers and with most of the main short-line manufacturers of farm machinery and farmstead equipment. The majority of cooperative dealers handled one full line and two or more short lines of equipment, but some of the larger ones handled two full lines and three or if our short lines. About the Publisher Forgotten Books publishes hundreds of thousands of rare and classic books. Find more at www.forgottenbooks.com This book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works.

Synthesizes the empirical literature on organizationalstructuring to answer the question of how organizations structure themselves --how they resolve needed coordination and division of labor. Organizationalstructuring is defined as the sum total of the ways in which an organizationdivides and coordinates its labor into distinct tasks. Further analysis of theresearch literature is neededin order to builda conceptualframework that will fill in the significant gap left by not connecting adescription of structure to its context: how an organization actuallyfunctions. The results of the synthesis are five basic configurations (the SimpleStructure, the Machine Bureaucracy, the Professional Bureaucracy, theDivisionalized Form, and the Adhocracy) that serve as the fundamental elementsof structure in an organization. Five basic parts of the contemporaryorganization (the operating core, the strategic apex, the middle line, thetechnostructure, and the support staff), and five theories of how it functions(i.e., as a system characterized by formal authority, regulated flows, informalcommunication, work constellations, and ad hoc decision processes) aretheorized. Organizations function in complex and varying ways, due to differing flows -including flows of authority, work material, information, and decisionprocesses. These flows depend on the age, size, and environment of theorganization; additionally, technology plays a key role because of itsimportance in structuring the operating core. Finally, design parameters aredescribed - based on the above five basic parts and five theories - that areused as a means of coordination and division of labor in designingorganizational structures, in order to establish stable patterns of behavior.(CJC).