ABSTRACT

HILADO, ANNA SHEIL F., Department of Economics, College of Arts and Sciences, Sultan Kudarat State University, City of Tacurong, Sultan Kudarat. November 2012 “MANAGERIAL STRATEGIES AND ECONOMIC STATUS OF RICE MILLS IN SULTAN KUDARAT “.

Adviser: MARY JANE B. LANDIG

            The study was conducted to determine the profile of managers/owners engaged in Rice Mill business in terms of; age, gender, civil status, and number of years in operation. The study also determined the extent of managerial strategies in terms of: planning, organizing, directing, controlling, and decision-making. It also evaluated the economic status of the Rice Mills as to its; location, number of employees, capital, operating expenses, and annual net income. This was also conducted to determine the significant relationship on managerial strategy and economic status of Rice mills and to determine the significant difference on perception between the managers and employees in terms of managerial strategies of managers/owners.

            The researcher used a survey questionnaire and administered to the 20 managers and 20 employees of selected Rice mills in the Sultan Kudarat.

            Frequency and percentage distribution was used to measure the profile of the managers and employees. Mean rating was used to measure the level of managerial strategies of the managers. Frequency and percentage was also utilized to measure the economic status of the different Rice Mills in Sultan Kudarat. Correlation analysis was

used to determine the significant relationship between managerial strategies and economic status of rice mills in the Sultan Kudarat and t-test was employed to determine the significant difference on the perception between the managers and employees in terms of managerial strategies imposed by the managers/owners of different Rice mills in Sultan Kudarat.

            Based on the result of this study, majority of the managers and employees are between 46-55 and 25-35   years old respectively. Most are male managers while majority are female employees; mostly are married managers and employees and has the rice and milling business for 16-20 and 1-5 years respectively.

            Level of managerial strategies in terms of planning got the section mean of 4.06 as to managers’ perception and 3.74 as to the perception of employees interpreted as “highly effective”. Organizing obtained the section mean of 3.78 and 3.85 as to managers and employees perception, which interpreted as “highly effective”. The section means received by directing strategy are 4.31 and 4.07 which interpretatively means “extremely effective” and “highly effective”, respectively. In terms of controlling strategy, the rating are interpreted as “highly effective” with the section mean of 3.85 and 3.69. The decision-making obtained the section mean of 4.06 as to managers’ perception while 3.89 as to employees’ perception and interpreted as “highly effective” respectively.

            In terms of location, the buildings of rice milling business mostly situated at the center of farmers’ farm enterprise. The said business doesn’t require too large number of employees to hire. In terms of capital, majority of the Rice mill owners invested a capital of ₱20,000,001 to 30,000,000. In terms of operational expenses, the said business expenses an average amount to ₱3,000,001 to 4,000,000 yearly. The average annual net income of the Rice mills is between ₱4,000,001-5,000,000.

            There is no sufficient evidence to claim that the managerial strategies affect economic status of the Rice mills. In owning a business, there are many other factors that contribute to the status of the business.

            The managers have “highly effective” managerial strategies.

            It is therefore, recommended that those statements rated as “oftentimes” must be improved to be more extremely effective in every organizational undertakings.