Confidential

Thesis, Graduate (Master in Management)--University of the Philippines Mindanao, December 2012.

The Women's Garments and Services Cooperative is a cooperative organization of marginalized women in Baguio District, Davao City. This cooperative provides livelihood for unemployed women and promote cooperativism in the community. WGSC was organized in 2006 through the assistance of DOLE Philippines and KASILAK Foundation. It manufactures garments products basically for agricultural workers of DOLE Philippines and SARBAC. WGSC and DOLE Philippines have a concession agreement wherein WGSC is given the priority to supply the agricultural garments to DOLE. For six years of operations, WGSC total assets remained less than half a million pesos. Its profitability is declining and its operations are becoming unsustainable in recent years as result of the chain effect of the world financial crisis in late 2008. This paper will attempt to address these problems of WGSC by formulating and implementing critical strategies to improve the overall performance of the cooperative. These strategies will be properly guided by the principles of cooperativism and by the results of the environment analysis. The environment analysis composed of the internal factors evaluation and external factors evaluation revealed that WGSC is extremely weak and responds poorly to external factors affecting the organization. To place WGSC in a better position to respond to external opportunities and threats, its internal position and capabilities should be strengthened. According to the results of the Quantitative Strategic Process Management, the priority strategy for WGSC is the strengthening of the functional capabilities and internal position. This strategy will be implemented through several specific implementing strategies distributed throughout the five-year plan. These implementing strategies are divided into four functional areas of WGSC, the operations, human resource, finance, and marketing. Specific actions will be implemented by the assigned personnel. The implementation will be monitored monthly by the assigned personnel in each functional area using the Key Results Area monitoring and evaluation matrix. The heads of each functional area will assess the results of the monitoring program. At the end of every quarter, the heads of each functional area will submit a consolidated monitoring and assessment report to the board of directors. The board will schedule special quarterly meetings specifically for the review of the strategy implementation. Based on the results, the board will decide the necessary corrective and control actions to be taken. The final decision will be communicated to each of the department heads. The heads will the delegate the responsibility to the specific assigned person.