Managing and Developing Weaving Group in Wiangyong Sub-District, Muang District, Lamphun Province

Abstract

This research was a participatory action research to study the context of a weaving group in Wiangyong Sub-District, Muang District, Lamphun Province, to examine management problems in marketing, production and finance of the group, and to find out forms, structures, methods and activities suitable for managing weaving group in Wiangyong Sub-District, Muang District, Lamphun Province. The sample of the research was 17 members of the weaving group. The data was collected by interview, enquiry, observation and focus group discussion as a knowledge forum.      

                The results of the research showed that a group founder was Phra Kru Paisarn Teerakhun, the abbot of Wat Ton Kaeo, who was responsible for every aspect and provided the master budget. The group adhered to the person and his prestige. Objectives of establishing the group were to conserve and further local wisdom in weaving. The members of the group lived together as the relatives.

                The research found the management problems of the group as follows: no action plans in every aspect, informal group structure, no clear systems in selecting members, no controls of workpiece quantity and working time, and only head of the group controlling work quality. In term of marketing, only head of the group could design the pattern and there was only weaving as a product. There were no brand name and no clear price tags. There was no clear pricing. The product was distributed only at the group location. There were no sales promotion and public relations. In term of production, buildings and equipment used for production were quite old and deteriorated, and members had different skills of weaving. In terms of finance and accounting, accounts and sales volume were not recorded, and funds came from only one source.           

                The research revealed forms, structures, methods and activities suitable for managing the group as follows: holding meetings of group members, changing the group structure to be more formal, dividing works according to individual abilities and proficiency, conducting training occasionally, more members responsible for examining and controlling work quality, finding successors to carry on and conserve weaving, government sector participating in listening to problems and supporting the budget, increasing motivation in buying to customers by offering promotions according to festivals, and summarizing monthly incomes and expenses to help make decisions and plan for operations more quickly.