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Organizational Maturity of Dar-Assisted Organizations in the Province of Eastern Samar

Select Volume / Issue:

• Vol. 2 Issue 3, May 2015

Year:

2015

Type of Publication:

Article

Keywords:

DAR Assisted Organizations, Organizational Maturity, Strategic Plan

Authors:

• Lacaba, Lito D.
• Alde, Teresita C.

Journal:

IJIRES

Volume:

2

Number:

3

Pages:

112-115

Month:

May

BibTex:

@article{250, author = "Lito D. Lacaba and Teresita C. Alde", abstract = "This study aimed to determine the organizational maturity of the Department of Agrarian Reform (DAR)-assisted organizations in the province of Eastern Samar as inputs to municipal and Agrarian Reform Community (ARC)-based strategic development plan. A descriptive-survey design was employed involving leaders and members of 41 existing Agrarian Reform Beneficiary (ARB) organizations in Eastern Samar. Focused-group discussions were made to elicit data that described the level of organizational maturity. These were validated through key informants who constituted tenMunicipal Agrarian Reform Officers (MARO), twenty-sixDevelopment Facilitators (DF), and representatives from community leaders. Results of the study revealed the following: majority of the 41 organizations were Farmers’ Association or Irrigators’ Association (51.22%) and mostly (98.68%) registered by Cooperative Development Authority (CDA) (52.63%) or Department of Labor and Employment (DOLE) (31.58%) during the years 2000-2009. They have written Vision, Mission Goals and Objectives (97.56%) with one to five members of the Board of Directors (BOD) (65.85%), eleven to fifteen committee members (48.78%) and one to five management staff (82.93%). However, a high percentage of managers (73.17%) and treasurers (63.41%) were not full-time.These organizations have less than fifty male members (87.80%) and female members (90.24%). Most of ARB organizations have strategic plan (87.80%) and operational plan (80.49%) which were being implemented (70.73%), reviewed and updated (41.46%). They also have policy, systems and procedures which were being followed by a considerable number of officers and members. However, only very few of its officers and members had attended basic and advanced trainings. In addition, a very limited Capital build-up (CBU) below Php50,000 was noted in 60.98% of the ARB organizations. Most of them (80.49%) have no savings generated from their undertakings. As a whole, 65.85% of these ARB organizations evaluated obtained a very low maturity index below 57.33, which were classified Level I and interpreted “Low Level of Development”. Further, regardless of ARC classification and types of ARB organizations, a comparable level of organizational maturity was noted. ", journal = "IJIRES", keywords = "DAR Assisted Organizations, Organizational Maturity, Strategic Plan", month = "May", note = "This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License. CC BY-NC-SA 4.0 Creative Commons License: https://creativecommons.org/licenses/by-nc-sa/4.0/", number = "3", pages = "112-115", title = "{O}rganizational {M}aturity of {D}ar-{A}ssisted {O}rganizations in the {P}rovince of {E}astern {S}amar", volume = "2", year = "2015", }

Note:

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License. CC BY-NC-SA 4.0 Creative Commons License: https://creativecommons.org/licenses/by-nc-sa/4.0/

Abstract:

This study aimed to determine the organizational maturity of the Department of Agrarian Reform (DAR)-assisted organizations in the province of Eastern Samar as inputs to municipal and Agrarian Reform Community (ARC)-based strategic development plan. A descriptive-survey design was employed involving leaders and members of 41 existing Agrarian Reform Beneficiary (ARB) organizations in Eastern Samar. Focused-group discussions were made to elicit data that described the level of organizational maturity. These were validated through key informants who constituted tenMunicipal Agrarian Reform Officers (MARO), twenty-sixDevelopment Facilitators (DF), and representatives from community leaders. Results of the study revealed the following: majority of the 41 organizations were Farmers’ Association or Irrigators’ Association (51.22%) and mostly (98.68%) registered by Cooperative Development Authority (CDA) (52.63%) or Department of Labor and Employment (DOLE) (31.58%) during the years 2000-2009. They have written Vision, Mission Goals and Objectives (97.56%) with one to five members of the Board of Directors (BOD) (65.85%), eleven to fifteen committee members (48.78%) and one to five management staff (82.93%). However, a high percentage of managers (73.17%) and treasurers (63.41%) were not full-time.These organizations have less than fifty male members (87.80%) and female members (90.24%). Most of ARB organizations have strategic plan (87.80%) and operational plan (80.49%) which were being implemented (70.73%), reviewed and updated (41.46%). They also have policy, systems and procedures which were being followed by a considerable number of officers and members. However, only very few of its officers and members had attended basic and advanced trainings. In addition, a very limited Capital build-up (CBU) below Php50,000 was noted in 60.98% of the ARB organizations. Most of them (80.49%) have no savings generated from their undertakings. As a whole, 65.85% of these ARB organizations evaluated obtained a very low maturity index below 57.33, which were classified Level I and interpreted “Low Level of Development”. Further, regardless of ARC classification and types of ARB organizations, a comparable level of organizational maturity was noted.

Full text: IJIRES_250_Final.pdf Online version [Bibtex]