Mindoro Organic Farmers Association (MOFA) in Naujan, Oriental Mindoro: A Case Study

Date

6-2022

Degree

Bachelor of Science in Agribusiness Management

College

College of Economics and Management (CEM)

Adviser/Committee Chair

Gemma U. Reyes

Committee Member

Jeanette Angeline B. Madamba, Juan Paulino S. Trespalacio, Junior, Mar Cruz

Abstract

The Mindoro Organic Farmers Association (MOFA) is the subject of this research, which was founded to promote organic farming in the province of Oriental Mindoro. The association is located in the municipality of Naujan in Oriental Mindoro. Currently, only 14 of MOFA's 26 listed members are actively engaged in the organization's project and activities. Eleven out of the 14 active members are serving as officers. As part of the association's purpose to promote organic farming, members give trainings and seminars in Naujan, Oriental Mindoro.

The study entitled "Mindoro Organic Farmers Association (MOFA) in Naujan, Oriental Mindoro: A Case Study" was conducted to assess the performance of MOFA as an association and as one of the key promoters of organic farming in Naujan, Oriental Mindoro. Specifically, the study intended to: (a) present the current business environment of MOFA; (b) discuss the organization in terms of the four business functions (marketing, finance, operation, and personnel); (c) identify the key business issues of MOFA; (d) present alternative solutions to the identified business issues encountered by MOFA; and (e) provide a recommendation that addresses MOFA's business issues.

The association has proven its importance in promoting organic farming in Naujan, Oriental Mindoro since its establishment in 2009. Currently, the association product and service offerings are confined to only two options, which are the facilitation of organic trainings and seminars in Naujan, Oriental Mindoro, and the harvester rental service. Most of the members of MOFA, on the other hand, are primarily engaged in organic rice production.

Given the COVID-19 pandemic and its restrictions, only 8 out of 14 active members were available during the time of data gathering and consented to be interviewed. Primary data was gathered through personal and phone interviews with the officers and other members of the association. A questionnaire also aided the researcher in obtaining necessary information and data. Meanwhile, secondary data were obtained from the association's documents such as financial statements and a copy of MOFA's bylaws. Data from journals, agricultural books, publications, and research papers were also gathered to further support the study.

To describe the socio-demographic profiles of the respondents, descriptive statistical tools were used such as mean, mode, percentage, and frequency. On the other hand, management tools including PESTLE Analysis, Michael Porter's Five Forces Model, and SWOT Analysis were used to examine the case subject's internal an external environments. The financial statements of MOFA were compared from 2019 to 2021 using financial ratios and horizontal analysis, and its financial status was also assessed. Using the Zmijewski's Score Model, it was also determined whether MOFA's financial performance was sustainable and whether it would lead to bankruptcy. In order to identify the key challenges, MORA is dealing with, a study of the four business functions (marketing, operations, human resources, and finance) was also provided.

Upon analyzing the presented issues in each of the business functions of MOFA, it was concluded that the organizational survival of the association is the most pressing and serious problem that MOFA is facing. In order to guide the association toward further development and address its current issues, this study provided short-term, medium-term, and long-term measures in response to MOFA's stated core problem. These measures were gleaned from the SWOT Analysis of the association. The following short-term solutions are (1) shifting from an association into an agriculture cooperative and (2) selling organic red rice to members. Medium-term goals, on the other hand, include activities such as (1) partnering with other organic groups and businesses and (2) improving member retention and recruitment strategies. Lastly, expanding to other revenue-generating sources would be the group's long-term goal.

Each of these strategic solutions is thought to be crucial for the company's survival during the next five years. However, the association's vision, mission, and objectives must be reformulated to improve the strategic management of MOFA. A proposed strategic direction for MOFA was then presented to help and guide the members in redefining their purpose.

Language

English

LC Subject

Organic farming--Philippines

Location

UPLB College of Economics and Management (CEM)

Call Number

LG 993 2022 M17 M33

Notes

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Document Type

Thesis

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