Hostname: page-component-586b7cd67f-t7fkt Total loading time: 0 Render date: 2024-11-25T06:19:16.786Z Has data issue: false hasContentIssue false
  • English
  • Français

Objectives, Motives, Business Style, and Personal History — How They Relate to Managerial Success*

Published online by Cambridge University Press:  05 September 2016

Robert L. Oehrtman
Robert L. Oehrtman*
Affiliation:
Oklahoma State University
Get access Rights & Permissions [Opens in a new window]

Extract

Management of agricultural business firms, such as grain and supply cooperatives, is becoming increasingly complex. Such complexity is a result of growth in size and intricacy of cooperatives over the last decade or more, and of processes of expansion of traditional functions and adoption of new ones. Currently, there is little research information available about the management function, and even less which is specific to agricultural business firms. Several studies have shown that the most important reason a cooperative fails is probably management. Yet, there is seldom any testing of senior management performance.

Type
Research Article
Information
Journal of Agricultural and Applied Economics , Volume 7 , Issue 2 , December 1975 , pp. 111 - 116
Copyright
Copyright © Southern Agricultural Economics Association 1975

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

*

Oklahoma State University Agricultural Experiment Station Journal Article No. 3004. This publication is based on a contributed paper presented at the American Agricultural Economics Association Meetings, Gainesville, Florida. Research reported herein was completed as a contribution to Hatch Project 1254.

References

[1] Benitz, Pedro. “Oklahoma Cooperative Managers: Their Managerial Problems and Objectives for Success,” Unpublished M.S. Thesis, Oklahoma State University, May 1972.Google Scholar
[2] Cochrane, W.W. and Elsworth, R.H.. Farmer's Cooperative Disturbances 1875-1939, U.S. Department of Agriculture, Farm Credit Administration Miscellaneous Report No. 65 (1943), Cited by Allen J. Baker, “Management Process in Cooperative Grain Marketing Firms,” Unpublished Ph.D. Thesis, Oklahoma State University, 1970, pp. 10–12.Google Scholar
[3] Fox, R.L. “Farm Meat Packaging Enterprises in the U.S.,” U.S. Department of Agriculture, Farmers Cooperative Service, General Report 29 (1957), Cited by R.L. Kohls, Marketing of Agricultural Products, 3rd. ed. New York: The MacMillan Company, 1967, p. 234.Google Scholar
[4] Harman, Harry H. Modern Factor Analysis, Chicago: University of Chicago Press, 1967.Google Scholar
[5] Horst, Paul. Factor Analysis of Data Matrices, New York:Holt, Rinehart and Winstron, Inc., 1965.Google Scholar
[6] Miller, R.W. and Jensen, A.L.. “Failures of Farmers' Cooperatives,” Harvard Business Review, XXV (March-April, 1947), p. 213, Cited by R.L. Kohls, Marketing of Agricultural Products, 3rd. ed. New York: The MacMillan Company, 1967, p. 234.Google Scholar
[7] Oehrtman, Robert L. “A Hierarchial Factor Analysis of the Adjustment Problems Facing Bottling Firms,” Unpublished Ph.D. Thesis, Iowa State University, 1970.Google Scholar
[8] Oehrtman, Robert L. “Factor Analysis — Some Fundamental Concepts and Examples,” Mimeographed material, Department of Agricultural Economics, Iowa State University, Ames, Iowa, November 1967.Google Scholar
[9] Page, R.E., Schermerhorn, R.W., and Romine, B.D.. Financial Analysis of Grain and Supply Cooperatives, Oklahoma State University Extension Circular E-813, Stillwater, Oklahoma.Google Scholar