000			02773nam a22002413a 4500
001			UPMIN-00008983638
005			20221005163844.0
040			_aupmin
041			_aeng
090		0	_aLG993.2 2006 M21 _bD87
100	1		_aDurana, Annalee D., _eauthor.
245	1	0	_aExalta in 2010 : _bbreaking through the barriers of the global minerals market / _cAnnalee D. Durana ; Miguel D. Soledad, Sylvia B. Concepcion, advisers.
260			_aDavao City : _bSchool of Management, University of the Philippines Mindanao, _cc2006.
300			_aix, 94 leaves
500			_aThesis, Graduate (Master in Management)--University of the Philippines Mindanao, February 2006.
905			_aFI
905			_aUP
658			_aPolicy and Strategic Planning, _cM241
700	1		_aSoledad, Miguel D., _eadviser.
700	1		_aConcepcion, Sylvia B., _eadviser.
520			_aRand Minerals Corporation is a newly established mining company engaged in the exploration, extraction and development of minerals in Southern Philippines. Majority of its shares is owned by a local consortium while 35% is held by an Australian firm based in Perth. Being a relatively new organization, Rand is going through the usual birth-pains involved in the formation of a cohesive unit. As it prepares the whole organization and its people to grow alongside the progress of Exalta Copper and Gold Development Project, numerous internal factors interplayed with a host of external conditions that continue to affect the firm's performance. Securing the technical viability of the project needs to be achieved in tandem with other considerations such as social acceptability, environmental protection, economic returns, and organizational effectiveness. All these issues must be properly and successfully addressed to ensure that the operating mine becomes a reality in 2010. With this in mind, a strategic plan was prepared and developed to guide and direct Rand's management team in achieving the company's goals. The strategic management framework used by Pearce and Robinson was utilized in developing the plan as it encompasses a wider area of considerations including Rand's internal and external environments, the strategic options available, and the control and improvement mechanisms needed. Three intertwining strategic choices were selected among the formulated strategies. These alternatives were considered to be the most appropriate approach for Rand by utilizing the form's internal strengths and downplaying its weaknesses while taking advantage of existing opportunities and avoiding threats in its external environment. The three strategies cover all of the issues earlier identified and allow Rand to achieve its corporate mission and objectives.
506			_aNot available to the general public.
999			_c3184 _d3184