RODELIO B. ANTOLIN

DISCUSSANT

DR. JO BITONIO

PROFESSOR

1

• Developing a Strategic Vision and Mission

2 • Setting Goals and Objectives

• Crafting a Strategy

3 • Executing the Strategy

• Evaluating Performance

The Leader’s Role in A Strategy

Honesty

Ability to delegate

Communication

Sense of humor

Confidence

Commitment

Positive Attitude

Creativity

Intuition

Ability to Inspire

According to FORBES

www.forbes.com

(September 23, 2013)

NAVIGATOR – Clearly and quickly works through the complexity of key issues, problems and opportunities to affect actions ( e.g. leverage opportunities and resolve issues).

STRATEGIST - Develops a long-range course of action or set of goals to align with the organization’s vision.

MOBILIZER –

Proactively builds and aligns stakeholders, capabilities, and resources for getting things done quickly and achieving complex objectives.

ENTREPRENEUR – Identifies and exploits opportunities for new products, services, and markets.

ENTREPRENEUR – Identifies and exploits opportunities for new products, services, and markets.

MOBILIZER – Proactively builds and aligns stakeholders, capabilities, and resources for getting things done quickly and achieving complex objectives.

TALENT ADVOCATE – Attracts, develops, and retains talent to ensure that people with the right skills and motivations to meet business needs are in the right place at the right time.

CAPTIVATOR – Builds passion and commitment toward a common goal.

GLOBAL THINKER – Integrates information from all sources to develop a well-informed, diverse perspective that can be used to optimize organizational performing

ENTERPRISE GUARDIAN – Ensures shareholder value through courageous decision-making that supports enterprise-or unit-wide interests.

(White Paper by Loren Appelbaum)

CHANGE DRIVER – Creates an environment that embraces change; makes change happen-even if the change is radical-and helps others to accept new ideas.

Improve their ability to deliver better business results by applying the nine leadership roles in the workplace

Bridge the gap from operational to strategic leadership

Minimize derailers that can impede their success as a senior leader

Establish peer networks across organizations and functions.

Section 1. General Powers

The board of Directors shall be responsible for the strategic planning, direction-setting and policy-formulated activities of the cooperatives. Provided further that any members of the board shall not hold any other position directly involved in the day-to-day operation and management of the Cooperative.

The members of the Board shall be composed of eight (8) members elected by districts through secret balloting, which shall be held in accordance with the Cooperative Election Guidelines.

The term of office of the Members of the Board of Directors shall begin at 12 noon of the 30th day of June, unless otherwise, provided in the Election Guidelines.

The term of office of a regularly elected member of Directors shall be three (3) years unless removed for cause, resigned, disqualified or become incapacitated due to illness, insanity or death; or extension of term by reason of postponed regular election.

Regular election maybe postponed only in cases of force majeure or upon lawful order of a competent court.

A member of the Board who is elected in a special election or in a postponed regular election, shall take his/her oath of office immediately after proclamation and shall serve the unexpired portion of his/her official oath.

No member shall be elected or to continue as such member of the Board of Directors unless he is a member entitled to vote and has the following qualifications:

Has paid in full the subscribed share capital; Have continuously patronized the cooperative services; A member in good standing for the last two years; Completed or willingness to complete the required

education and training as may be provided by law, rules and regulations and policy approved by the general assembly;

Other qualifications prescribed in the IRR of the Authority and in the election guidelines.

Any member who is under any of the following circumstances shall be disqualified to be elected as a member of the Board of Directors, or to continue as such:

Holding any elective position in the government, except that of a party list representative;

The members of the Board shall not hold any other position directly involved in the day-to-day operation and management of the Cooperative;

Having direct or indirect personal interest with the business of the Cooperative;

Having been absent for in three (3) consecutive regular meetings or in more than fifty percent (50%) of all regular meetings within the twelve (12) month period unless with valid excuse as approved by the board of directors;

Being an official or employee of Cooperative Development Authority;

Having beer convicted in administrative proceedings or civil/criminal suits involving financial and/or property accountability;

Having been disqualified by law; and Other disqualifications prescribed in the election

guidelines.

A meeting of the board shall be held within ten (10) days after all members shall have taken their oath of office to elect from among themselves the chairperson and vice-chairperson, and elect or appoint other officers from outside of the Board.

All officers shall serve during good behaviour and shall not be removed except foe cause after due hearing. Loss of confidence shall not be a valid ground for removal unless evidence by acts or omission causing loss of confidence in the honesty and integrity of such officer. No two or more persons with relationships up to the third civil degree of consanguinity or affinity nor shall any person engaged in a business similar to that of the Cooperative nor who in any way has conflict of interest with the Cooperative shall serve as an appointive officer in the same Board. He/she must have the time and willingness to serve the Cooperative.

Election of Chairmanship and Vice-Chairmanship of the Board shall be held every year.

The regular board meetings shall be held twice a month in order to transact their business. The Secretary shall ensure that notice of meeting is received by every member three (3) days before the intended meeting, either by personal service, registered mail, or electronic communication. The notice of meeting shall include the time, place, date, and necessary documents on matters to be taken up.

Special board meeting may be called by the Chairman or in his absence, by the Vice-Chairman, or by a majority of the directors when necessary

Directors cannot attend or vote by proxy at Board meetings

The Presiding Officer may not vote, except in

any case but to break a tie

Majority of the members of the Board of Directors present in a regular or special meeting shall constitute a quorum to validly transact business. The act of majority of the Board present at a meeting at which a quorum is present shall be the act of the Board.

Any vacancy occurring in the Board of Directors by reason of death, illness, incapacity, disqualification, removal, resignation and other similar causes, may be filled-up by a majority of vote of the remaining directors, if still constituting a quorum , otherwise such vacancy shall be filled up by the general assembly in a regular or special meeting called for the purpose. The elected director shall serve only for the unexpired term of his/her predecessor in office.

The member of the Board of Directors shall not receive any salary for their services as such, except for reasonable per diems and allowances

The members of the Board of Directors carrying out Cooperative business authorized by the Board may reimburse for expenses incurred, subject to existing policies or guidelines, rules and regulations of the Cooperative and other laws, rules and regulations issued by concerned Authority or agency.

Directors and officers who wilfully and knowingly vote for or assent to patently unlawful acts, or who are guilty of gross negligence or bad faith in directing the affairs of the Cooperative or acquire any personal or pecuniary interest in conflict with their duties as such committee members shall be liable jointly and severally for all damages or profits resulting there from to the prejudice of the Cooperative, members and other persons.

When a director or officer attempts to acquire or acquires, in violation of his duty, any interest or equity adverse to the Cooperative in respect to any matter which has been reposed in him in confidence, he shall as a trustee for the Cooperative, be liable for the damages and shall be accountable for double the profits which otherwise would have accrued to the Cooperative subject to the due process of law.

A director who, by virtue of his office, acquires for himself an opportunity which would belong to the cooperative shall be liable for damages and must account for double the profit that otherwise would have accrued to the Cooperative by refunding the same, unless his act has been ratified by a three-fourth (3/4) vote of all the members with voting rights, present and constituting a quorum. This provision shall be applicable, notwithstanding the fact that the director used his own funds in the venture.

A director or officer, or an Associate of a director or officer, who, for his benefit or advantage or that of an associate, makes use of confidential information that, if generally known, might reasonably be expected to adversely affect the operation and viability of the cooperative, shall be held:

Liable to compensate the cooperative for the direct losses suffered by the cooperative as a result of the illegal use of information; and

Accountable to the cooperative for the direct benefit or advantage received or yet to be received by him or his associate as a result of the transaction

The cooperative shall take the necessary steps to enforce the liabilities in subsection

Any member of the Board of Directors may be removed from of office for a cause by a vote of three-fourths (3/4) of the members in their respective districts entitled to vote, present and constituting a quorum, in a regular or special assembly meeting called for the purpose, after being given the authority to be heard at the said meeting,

Any officer elected/appointed by the Board, may also be removed from office for a cause by a vote of three-fourths (3/4) of the Board, reason shall be officially recorded on the minutes. It shall be understood that such removal from office shall not mean removal of his membership in the Cooperative.

Felt need

Enlighten membership

Responsible and knowledgeable

Competent manager

Board – Manager relationship

Smooth and balanced relationship between the

Board and General Manager is a very important

factor essential for proper functioning and sustained

progress in business operations. Even well

established cooperatives were ruined or their

progress suffered when this relationship came under

strain or got estranged.

There should be clear and understanding of and

respect for each other role, functions and authority.

The following are some of the important roles and

functions of the Board of Directors in a Coop.

1. to define the objectives of the coop.

2. to et out goals, strategy, work plans

Short-term planning

Long- term planning

3. to hire a General Manager to run the operations

4. to establish operational policies

5. to mobilize and arrange funds and to

regulate and lay down policies for use of

funds.

6. to supervise and monitor operations and to

review performance

7. To keep members well-uniformed

8. relationship with other coop and sister

organizations

9. to maintain good relations in the community

and with general public

1. To manage business operations

2. To implement Board policies and

decisions

3. Reporting of progress to the Board

4. To look after assets or properties of the

coop

5. Maintenance of books of accounts and

records

6. Recruit of staff

7. Training of employees

8. To act as an adviser to the Board

1. He must show due respect the elected

representatives and spokesmen of the

membership.

2. He must always remember that he is an

employee of the coop.

3. He must accept without any mental

reservation, the righteousness of the

cooperative system and significance of

democratic management.

4. He has a right to be heard but the final decision is

with the Board of Directors. Once a decision is

made, he must implement it sincerely .

5. He should make full, frank and frequent reports to

the Board about achievement progress and problems.

6. He must accept full

responsibility for entire

business operations of

the cooperative.

7. He should delegate his authority, train and instruct

his staff, property, extend fair and equal treatment to all

employees; cultivate good team-spirit and give them

inspiring leadership.

8. His relationship with the

Chairperson of the Board

should be open and business-

like.

9. He should not develop a sense of

acquisition of or deep personal attachment

with the cooperative.

10. He must never take interest or involve

himself in election of board members. He

must keep himself aloof from functions or

groupings in the Board of Directors.

Smooth and balanced relationship between the Board and General Manager is a very important factor essential for proper functioning and sustained progress in business operations. Even well established cooperatives were ruined or their progress suffered when this relationship came under strain or got estranged.

“A true Leader has the confidence to stand alone, the

courage to make tough decisions, and the compassion

to listen to the needs of others. He does not set out to

be a leader, but becomes one by the equality of his

actions and the integrity of his intent”

~Douglas MacArthur~

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