000			04258nam a22002533a 4500
001			UPMIN-00009042826
003			UPMIN
005			20230316172359.0
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040			_cUP Min
090		0	_aLG993.2 2016 M21 _bT75
100			_aTripoli, Keinne Ross C., _eauthor _93021
245		2	_aA strategic management proposal for Tagnanan CARP Beneficiaries Cooperative / _cKeinne Ross C. Tripoli; Larry N. Digal, Adela G. Ellson, advisers
260			_aDavao City: _bSchool of Management, University of the Philippines Mindanao, _cc2016
300			_a94 leaves
500			_aThesis (Master in Management) -- University of the Philippines Mindanao, June 2016.
520			_aTagnanan Carp Beneficiaries cooperative is an Agrarian Reform Cooperative located in Barangay Tagnanan, Mabini, Compostela Valley Province. The organization practices individual farming system (IFS) especially on Banana crop, being supplied to their partnered buyer: Unifrutti. The Cooperative is also affiliated with federations. Foundation of Agrarian Reform cooperatives in Mindanao Inc. (FARMCOOP), National Association of Training center for cooperatives (COOP-NATCCO), Provincial Cooperative Union (PCU), and the Mass Alliance of Self-Help Societies- Southern Philippines Educational Cooperative Center (MASS-SPECC). The cooperative's main operations and income source were from their banana production supplied to Unifrutti. This included the boxes packed and produce by each Agrarian Reform Beneficiary (ARB). Despite meeting the standards of their buyer, the cooperative was facing an issue on uneven production outputs of ARBs. The overall range of the production based on the Box per Stem per Ratio (B.S.R.) was from 0.78 to 1.69 based from Production Running of TCBC CY 2015. In terms of Class A boxes packed per hectare, the annual range was from 1,612 to 5,436. According to the Board of Directors (BOD), it can only be considered as a good production if an ARB reaches 1.0 B.S.R. and meet more than 4,000 boxes per hectare annually. Also, there were no formal marketing strategies for other products such as coconut and fish production which could have helped ARBs in terms of selling and market accessibility. Uneven distribution of output could result in ARB's difficulty in managing its finances and could cause frequent cash advances. These occurrences could cause disruption in the budget allocation of the cooperative and to its field operations at the same time. In order to mitigate these activities of ARBs and for others to hit the target production standard, a strategic management plan was devised. The strategic management plan was a combination of Hambrick and Frederickson's Strategy Diamond and Input-Output model. Input-Output served as the overall framework wherein the input was derived from the cooperative's mission, vision, and goals. The transformation process was done through Strategy Diamond in order to reach the cooperative's output: operational efficiency, social and economic gains. Strategy Diamond served as a checklist guide during the transformation process or the implementation part of the strategy. PESTLE and 5 Porter's Model were utilized to identify key external factors while internal factors were based on the organization's human resource, marketing, financial, and operational aspects. Data were collected through a series of interviews with the key informant and primary data provided by the cooperative. SWOT Matrix was made, with reference to the identified internal and external factors. This enabled one to formulate strategies that would address the cooperative's core problem and current issues. Quantitative Strategic Planning Matrix was used to identify the most appropriate solution to the cooperative's problem, which is to streamline facilities, environmental and farming technologies. To implement the said strategies, policies for each functional area of the company were devised. Moreover, the Key Results Area will be used as the mechanism of the control system.
658			_aPolicy and Strategic Planning _cM241
700			_aDigal, Larry N., _eadviser _9307
700			_aEllson, Adela G., _eadviser _9897
905			_aFi
905			_aUP
942			_2lcc _cTHESIS
999			_c3214 _d3214