Book Store Managment Seminar
on July 20, 1983, by NFUCA
Speaker: OKAYASU Kisaburo
Managing Director
The University of Tokyo Co-op


(Muttering): "Don't decrease the sales so much."
"Insure a net profit at the rate of 6% of sales."

1. Good management stems from a positive, creative, outlook, not necessarily from the operational manual. Our creativity helps production.

(1-1) Is a store manager's working inside of his store?

--Really, his workshop is the whole campus. If so, what are his duties?--

(1-2) What is the University Co-operative store?

--There are four areas in the stores in the movement.--
( the 26th General Assembly of NFUCA )

(1) The "field" where the members' demands are actualized.
(2) The "field" where the policy of the cooperative is put into practice.
(3) The "field" which must looks after operating costs of the cooperative.
(4) The "field" in which each employee is assured to grow.

(1-3) There are several useful tips for your division activity to be gained from other divisions.

--Don't follow superiors instructions blindly, use your own good judgment. --

(1-4) Having empathy is, first of all, the most fundamental requirement of an executive. You must educate yourself in order to develop this ability to empathize with others.

(1-5) No matter what your age, keep up with the time.

2. Sometimes, a problem cannot be identified as such.

(2-1) The co-operative is an "evolving organization" now. Policies which were right a few years ago are not necessarily right now.

(2-2) Are you conscious of your weak points or deliberately neglecting to change them into strength? The following is a major weakness for many people.

--Becoming overconfident when praised and conversely, being
oversensitive to criticism.--

(2-3) 'Problem-solving' is not 'fault-finding', but rather a constructive means for improving teamwork.

3. Sometimes, even though the problem is understood, it remains a problem.
A certified public accountant said "a co-operative employee may indeed, think the problem over, but doesn't work to solve it."

(3-1) Leadership is most important for putting policy into practice, for both managers and directors.

--Selfish activity is detrimental to fellow members.--

(3-2) Operational ability of execution is based on a responsibility for whom?

--For the boss? For the members? For society? --

(3-3) Important points;

(a) Purpose, plan (daily, weekly, monthly, annual )

--It is important to let subordinates know your plan.--

(b) To decide --- objectivity in pin-pointing problem areas.

--- group decision-making.

(c) Let your subordinates know your criterion for pre-evaluation. They do
not trust the leader who evaluates a situation only after it happens.

(d) Don't expect others to follow orders simply because they are given. Orders should be explained beforehand.

(e) Negative rehashing of past activity is not helpful.

4. What are the operating principle of our business?

--It is to always remember co-operative members! --