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Factors Affecting Strategy Implementation among Local Non-governmental Organizations in Kenya: a Survey of Ngos in Nairobi County
| Content Provider | Semantic Scholar |
|---|---|
| Author | Patrick, Muriithi Moses, Muriuki Martin, Kinyanjui |
| Copyright Year | 2019 |
| Abstract | Globally, many organizations have slowly embraced strategic planning but the implementation process remains a challenge, resulting in well-formulated strategies that fail at the implementation stage. No known study has been done on factors affecting strategy implementation among local Non-Governmental Organizations in Kenya, Nairobi County. This study therefore sought to fill this gap by investigating the factors affecting the implementation of strategic plans in non-governmental organizations. The study also sought to establish the effect of management styles, communication, organizational culture and organizational resources on the implementation of strategic plans in non-governmental organizations. The study used cross sectional survey research design and the target population of the study was the local NGOs in Nairobi in sectors of health, youth, welfare, micro-finance and relief registered in Nairobi County. The study used stratified random sampling technique to select a sample of 163 local NGOs in Nairobi County. Data was collected using semi-structured questionnaire while data analysis was done using frequencies and descriptive statistics. The results indicated that the most common management style used by most NGO was democratic style chosen by majority of the respondents while bureaucratic style was the least used. The findings also show that flow of communication in most NGOs used a top-down approach. However, this is a concern for this study since lack of clear multi-directional flow of communication may be a hindering factor affecting implementing of strategic plans. The study also established that employees in the various NGOs widely use meetings and newsletters as a means of communicating their strategic implementation plans meaning that meetings and newsletters form the main channels of communication. The results further indicate that organizational culture influences the implementation of strategic plans. In addition, all goals in organizational resources had a positive mean showing that they all had an effect in strategy implementation. It can be concluded that all the five independent variables had a positive effects of the dependent variable, data collection instruments has been proved to be valid for this study. The study recommends that various NGOs should use better management styles that incorporate all employees like the democratic style where all employees are associated in achieving set strategic objectives. In addition, NGOs should have a more defined culture that allows training and professionalism and rewarding of more performing employees to motivate them to implement and attain the strategic objectives easily. |
| File Format | PDF HTM / HTML |
| Volume Number | 1 |
| Alternate Webpage(s) | https://serialpublishers.org/index.php/ijbmf/article/download/45/47 |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
