Tanmay Garg

The purpose of this article is to describe how one university counseling center went about the process of changing its management style and subsequent service delivery. In a relatively short period of time the center went from the traditional director-staff relationship to a collective governance process. This shared governance process is based on the assumptions that the product of collective planning, shared responsibilities, and group decision making enhance morale, creativity, and productivity. As a result of the arduous tasks involved in the shift of administrative styles, the center has established group accountability, collective decision making, open communication, and total group program development. For this center's staff the transition to nonauthoritarian governance has been both stimulating and exciting. However, the process of change involves high risks, continual cooperation, and a climate of support. Without these ingredients the potential for creative management will be sharply reduced.

Over the past decade, widespread interest has developed among consumers in the formation of cooperatives, raising the question of how economically viable these cooperatives will be over time. This paper presents an analysis which shows that the potential for growth of consumer cooperatives will depend on the success of cooperatives in increasing management efficiency and in developing a range of more sophisticated financial instruments, including reorganizing as capital stock cooperatives and using borrowed capital. In addition, federation, consolidation and vertical integration may be needed. These conclusions are derived from analysis of the cost functions of the cooperative firm and from comparative analysis of the structural evolution of producer marketing cooperatives and consumer cooperatives.