THE MANAGEMENT OF AN OCCUPATIONAL COMMUNITY GROUP IN TAMBOL THA KAT NEUA MUNICIPALITY, AMPHOE MAE THA, LAMPHUN PROVINCE

Abstract

               This research aimed to investigate the state of operations and management methods of a community occupational group in Tambol Tha Kat Neua Municipality, Amphoe Mae Tha, Lamphun Province. The research is qualitative in nature and uses data gathered from in-depth interviews with 25 members and executive officers of a community enterprise engaged in the large-scale cultivation of longan in Amphoe Mae Ta. The information is analyzed and presented using descriptive techniques.

               The results of the research show that the occupational group has a clear management structure, it has well laid out regulations, and work is well planned. However, problems exist with the supply of electricity of water. The group is connected to the work of a number of organizations and has been included in the 9101 project, ‘Following in father’s footsteps, and under the graciousness of His Majesty’, which has the aim of supporting sustainable agriculture. In addition, educational institutes have also provided assistance to the group by developing innovations that help with the longan harvest and assisting with the planning of planting and cultivation. In terms of financial management and accounting, there is a lack of clarity but at the same time, the group uses a participatory approach to its management and coordinates with the district-level committee that represents longan traders in order to raise management flexibility and to bring this into line with the structure that has already been laid out.

               The recommendations that follow from this research are : To reduce production and marketing costs, both central and local government organizations should play a greater role in helping to plan marketing for the group. Academic assistance should also be established and/or better coordinated in order to produce new technologies to help harvest longan fruits and to plan plantings according to local conditions, while the management committee should increase its knowledge of marketing and, to reduce a number of risks, encourage younger generations to take part in this inheritance. The committee should also split operations into administrative and management branches and, more importantly, should increase the resources devoted to finance and accounting, as well as clearly separate these two functions because as the business grows this will help to improve the quality of the operation’s management, the clarity and transparency of its activities, and its overall quality.