Name: Mildred Compendio-Bregildo

Course: MagDev246

Learning Task 4: Processes in An Organization

From your personal experience list three organizations in each of the following
classifications: a) short life, b) transitory, and c) long life. For each organization on your list
give the important factors you observed that caused you to put that organization in its
particular classification.

In my experience in handling projects under Special Area for Agricultural

Development. I had met a lot of associations with different behavior and status. At that time,
whenever there were associations dying, I thought it was my fault. Despite of my efforts I feel
that I just can’t fulfill my job right. However, during our impact assessment the resource
speaker said that, “project is out of control of the implementor, and that it’s lie on the people
themselves” which aligns to what I have learned to this course. I have confirmed that there
are lot of internal factors going on inside the association like group communication process:
view of survival; philosophy of management; structure; informal group within formal group;
mutual interest or complement interest; tangible and intangible factors in communication and
many more. Agricultural Extension has defined is importance in bridging and tying tangible
and intangible factors in the nature of reality through communication. Managing Farmer
Organizations is complex, it is a system where there’s a lot of sub component of factors to
be consider. It requires the skills of extension agent to be able to bring change or innovation
to the group. Because social science research and agricultural extension communication can
provide scientific solutions to existing problems of the association that they may or may not
aware of.

In this course I’ve learned that there are 3 Life Phases of an organization: Phase I, II
& III. In phase I, most its characteristics are temporarily those of the short-life organization;
an important exception is that it wants to survive. In phase II, its characteristics are moving
closer to those of the long-life organization. In phase III, its characteristics are dynamic and
versatile to systematic operations.

Phase I Phase II Phase III

SHORT LIFE
------------------------------
Time from idea of
original organization to
time when its profits
become obvious and
the partners decide to
continue.
TRANSITORY
-------------------------------
Time of planning,
hiring employees,
working out relationships
and procedures.
LONG LIFE
-------------------------------
Time of systematic and
routine operations.
 -----------------------------

Phase I: Short Life

Under short life, I had to put on Sitio-Olonglines Farmers Association as an example
because they had accomplished their simple, immediate objectives and die, members are
never aspiring to progress--and so never progressing beyond phase I. Our project that was
given to them was Free-Range Chicken Production which in turns negative on profit and
eventually out of inventory due to mortality. Other agency had also given Layer Production
which accounts to 1000 heads with cages and feeds. After how many months of operations,
it declares bankrupt. The elements that were found were: poor view of survival: before the
operations there is no clear agreement on the roll over scheme nor vision of where the
association might want to be. The vision and objectives are ambiguous and vague. Personal
Interest were also noted, it was reported that the president, business manager and vice-
president benefited from the sales and maneuver from the very start of the operations. There
were no upward communication, upward communication and clear vision, thus, the
association dies.

Phase II: Transitory

In this transitory phase, the organization is now gearing and paddling towards long
life phase. In this phase, members of the association are now working on reconstruction and
redefining purpose based on current situation. Forecasting and Planning towards
sustainability of enterprise is primary concern. It was on 2020 that I had discovered
Omaganhan Farmers Association as one of the best transitory association in the region. It is
because of the strong dedication of the management and members to sustain the 2018
swine production project. However, one point they cannot across Phase III because of its
negative mindset on the registration to BIR. Although, the association still performs well in
managing enterprise. Leadership and Bokkeeping skills are excellent. Members are dynamic
and active with mutual interest along the organization.

Phase III: Longlife

Mat-e Farmers Association is top association in Corn Production Regionwide. The

association is dynamic, flexible and active. Thus, making their production as their main
livelihood. They capture the feed mill market as supplier of corn to cebu and leyte. Thus,
aside from enjoying themselves as a group, evident on profit motivation drives members to
continue and strive to do more in the future. The roll over scheme and development plan are
so clear. The production, marketing, financial and organization plan are excellent, systemic
and well-planned. Also, Leadership is exceptional resulting to highly motivated in achieving
the goals of the association.

PHASE I: SHORT PHASE II: PHASE III: LONG

LIFE TRANSITORY LIFE
Name of Sitio-Olonglines Omaganhan Mat-e Farmers
Association Farmers Association Farmers Association Association
Brgy. Tahud, Brgy. Omaganhan, Brgy. Mat-e, Merida
Inopacan Leyte Tabango Leyte Leyte
View of Survival They had The association is The association aims
accomplished their persistently gearing for long term survival. It
simple, immediate towards their vision. It has set up
objectives. The has complementary development plan and
association eventually goals and objectives. roll over scheme
dies because most of Clear Roll over and peripheral to its vision
the members never Sharing Scheme with and mission. Members
aspires to progress-- strong skills in demonstrate mutual
and so never recordkeeping interest for Corn
progressing beyond Production and
phase. Personal Marketing.
Interest is the mutual
goal. Absence of
record keeping
system.
Philosophy of The goals and Staying Relevant Goals and Objectives
Management objective set are within area of are flexible depending
ambiguous and operation. on enterprise
shallow. Leadership is Goals and Objectives situations.
weak. Mutual Interest are flexible.
of the members were Centralized Financial Staying Relevant on
masked by the Management larger scope of area.
personal interest of Motivation is fueled;
the management. and evident.

Market-oriented
Enterprise

Centralized Financial
Management

Structure The association has The structure is Roles and Functions of

no defined structure. simple and effective. the Officers were
Roles and functions Officers and members reinforced.
were not clearly are versatile and The president and
informed and dynamic. treasurer/bookkeeper
reinforced by the is working together
officers and members. hand by hand. Decision
Making is based on the
consensus of the
members in
consideration with the
financial status of the
association. Members
are well aware of their
functions. Officers and
Members are versatile
and dynamic.