1. Explain the basic structure of cooperative.

 
Cooperative is an autonomous association of persons that is owned and
controlled by the people united voluntarily to meet their common economic,
social, and cultural needs and aspirations through a jointly-owned and
democratically controlled enterprise. The organizational structure of a
cooperative is based on democratic principles. As owners of the business, the
members are the decision makers. Members control their cooperative through a
Board of Directors that they elect from among themselves. Today, many
cooperatives are changing from their original model of mutual benefit to
an investor-driven, for-profit model. This change often involves the conversion of
member-owner rights into common stock shareholder rights

2. Explain the purpose of the primary financial statement use by cooperatives.

Like any other businesses, financial statements are used by investors,
market analysts, and creditors to evaluate a company's financial health and
earnings potential. For cooperative, members also have an interest in
understanding cooperative financial statements. Financial strength determines a
cooperative's ability to control its future and provide services for its members.
Three major financial statement reports use by cooperatives, these are the
balance sheet, income statement, and statement of cash flows. These report the
financial position of the cooperative, its performance over a given time period,
and its ability to meet cash obligations. They are the basis for planning future
operations.

3. Enlist and describe the elements of and organizational task.

a. Plans and Programs
Planning and programming for cooperative involves the identification of
the project objectives and the development of a statement of work that
identifies the project or program priorities and activities to be performed.
b. Financial Management
In cooperative, financial management is the practice of handling
finances in a way that allows effective handling of money through
planning, organizing, directing and controlling funds compliant with
regulations. 
c. Book-keeping and Accounting
Bookkeeping refers specifically to the tasks and practices involved in
recording the financial activities of the cooperative. Accounting is the
overall practice of managing finances of a cooperative.
d. Office Management
Office management involves the planning, design, implementation
of work including its offices. This create a focused work environment, and
guiding and coordinating the activities of office personnel to achieve
business goals of the cooperative.
e. Meetings
Meetings is the assembly of the people, especially the members
the cooperative, for discussion or strategic planning.
f. Staff Management
Staff management ensures an adequately trained workforce that
can help operate and grow cooperative enterprise. To be effective,
assessing work environment needs, scheduling, training and providing
constructive criticism and feedback is necessary.
g. Member Education and Information
Cooperatives provide education and training for their members,
elected representatives, managers, and employees so that they can
contribute effectively to the development of the cooperatives
h. Training and Development
Providing training and development to cooperative allows members
the knowledge and skills of members and staff while providing information
and instruction on how to better perform specific tasks.
i. Share Capital, Savings / Deposits and Loans and Collections
j. Risk Management
Risk management is the logical and systematic method of
establishing the context, identifying, analyzing, evaluating, treating,
monitoring and communicating risks associated with any activity, function
or process in a way that will enable cooperative to minimize losses and
maximize opportunities
k. Financial Statements
Financial statements are written records that convey the activities
and the financial performance of a cooperative. 
l. Strategic Management and Planning
Strategic planning and management is the approach used in
forming an organization's direction of the cooperative and the overall
process of achieving that direction, from planning to executing.