Master of Business Administration
Permanent URI for this collectionhttp://41.89.31.6:4000/handle/123456789/55
Welcome to Department of Business Administration collection>
Browse
3 results
Search Results
Item Influence of Strategic Management Practices on Organisational Performance: A Survey of Commercial Based Parastatals in Kenya(KeMU, 2022-08) Nyagaki, Bertha KariukiA key role of strategic management theory as well as research continues to be the consistent improvement of institutional results. The idea and practices of strategic management is therefore significant to privately-owned, public as well as community- based organizations as all of them are formed to fulfill a certain need in the environment. Government and its agencies the world continue to implement strategic management practices with the ultimate intention of improving the success of service performance in the delivery of public goods and services. The major intention for the Study was to determine influence of strategic management practices on organizational performance, a case study of commercial based parastatals in Kenya. More importantly the analysis deals with the degree to which strategy evaluation impact organization performance; the level to which environmental scanning influence organization performance; the level to which strategy formulation influence organization performance; and analyzed the degree strategy implementation influence organization performance in commercially based parastatals in Kenya. The study may greatly contribute towards the running of commercially based parastatals in Kenya. Terminations from the analysis aid them towards the formulation as well as designing of effective plans for the identification and tackling of concerns surrounding strategic management practices in order to realize established desires and ensure relevancy in a dynamic and place commercially based parastatals well towards better results going forward. The study was guided by a descriptive research design. The target population was and targets 129 employees of commercial based parastatals. Purposive sampling was adopted in this study; data was collected using a closed ended questionnaire. Statistical Package for Social Sciences (SPSS version 23.0) was used to run descriptive and inferential statistics. The result indicated that, collectively environmental scanning has influences on organization performance most, followed by strategy evaluation, strategy formulation and strategy implementation. The study concludes that, predictors collectively influence organization performance. The findings are to guide policy makers and managers in strategy implementation. The study recommends that during strategy formulation the commercial based parastatals should involve all stakeholders in the industry so as to create sense of ownership. Commercial based parastatals should ensure involvement and participation of all the levels of management in formulating strategies. Furthermore, the study proposes future analyses on other external aspects such as the organizational setting and type of industry to give a better aspect of these factors. This is because organization operations are influenced by both internal and external environments.Item Influence of Strategic Management Practices On Organizational Performance of Non-Governmental Organizations in Nairobi County(KeMU, 2022-10) Onyoni, SimeonStrategic management practices in the nonprofit sector are the same as in the for-profit sector. some potential benefits that could be realized by a non-governmental organization (NGO) as a result of implementing strategic management practices include improved decision-making, enhanced organizational performance, greater clarity of purpose, and better alignment between the organization's activities and its goals. Strategic management practices bring considerable benefits not only to for-profit businesses and government but also to NGOs. NGOs in Kenya are facing challenges as a result of the dynamic environment. This therefore calls for evaluation of strategic management practices and further implement. The study aimed to assess the influence of strategic management practices on the performance of NGOs in Nairobi County. Specifically, the study achieved the following research objectives; to examine the influence of situational analysis on the performance of Non-Governmental Organizations in Nairobi County; to examine the influence of strategy formulation on the performance of Non-Governmental Organizations in Nairobi County; to examine the influence of strategy implementation on the performance of Non-Governmental Organizations in Nairobi County and to examine the influence of strategy evaluation and control on the performance of Non-Governmental Organizations in Nairobi County. The study employed a descriptive research design. From the population of 1881 NGO registered in Nairobi County, a sample of 100 NGOs were selected using stratified random sampling technique to select strategic managers from each NGOs within Nairobi County to participate in the study. Primary data were collected using a combination of closed-ended and open-ended questionnaires. The data was then processed so that the responses could be classified into distinct sets. The information obtained was primarily quantitative. Descriptive statistics were used to analyze the data. The investigator was able to explain the data and quantify its utility thanks to descriptive statistical tools like SPSS and Microsoft Excel. The data was displayed visually in the form of tables and figures. The study outcome revealed an existing positive and significant correlation between Situation Analysis Practice, Strategy Formulation Practice, Strategy Implementation Practice and Strategy Evaluation and Control Practice and the performance of NGOs in Nairobi County. This proves that, when Situation Analysis Practice, Strategy Formulation Practice, Strategy Implementation Practice and Strategy Evaluation and Control Practice are enhance, the performance of NGOs in Nairobi County also greatly improves. The study therefore recommended that, Managers in non-governmental organizations (NGOs) should improve their organizations' performance through strategic management if they focus on fostering a culture of shared vision, cooperation, and empowerment. Company directors should investigate the link between strategy formulation and the strategic management methods that boost the efficiency of NGOs in Nairobi County. The study also recommended that top executives learn more about the link between strategy implementation and strategic management techniques in order to boost the efficiency of NGOs in Nairobi County.Item Effect of Strategic Management Practices on Performance of Selected Mobile Service Providers in Nairobi- Kenya(2019-09) Njoroge, Maureen MurugiMobile service providers offer essential services to business enterprises worldwide. Many businesses are adopting the use of mobile payments to boost the quality of their services and increase sales. The pace of transformation and competitiveness in the mobile sector demand that these providers evaluate their business strategies very often. The purpose of this study therefore was to examine the effect of strategic management practices on performance among mobile service providers in Nairobi Kenya. Specifically, the study examined the effect of strategic partnership strategies, channel management strategies, product diversification strategies and product development strategies on performance of mobile companies. The study adopted descriptive cross-sectional design. The study targeted key mobile network operators in Kenya, Safaricom, Airtel and Telkom Kenya (CCM 2019). The study population was 116. Descriptive and inferential statistics were used to analyze information generated from respondents. The study findings indicated that strategic partnership strategies had an influence on performance in the Mobile Services industry. The correlation analysis indicated a significant correlation existed (r = 0.771, p < 0.05). Pearson’s correlations coefficient was higher than 0.5 suggestion a strong relationship. There was a significant relationship between channel management strategies and performance as the analysis yielded a Pearson correlation coefficient of r = 0.706, p < 0.05; indicating that a strong relationship existed between the two variables. There was a significant relationship between product diversification and performance as indicated by the correlation analysis (r = 0.635, p<0.05) indicating a strong relationship between the two variables. There was a significant relationship between product development and performance as indicated by a Pearson correlations coefficient is (r = 0.610, p< 0.05). This indicated a strong relationship between the two variables. The coefficient of determination, R square was 0.688. This implies that 68.8 % of the variance in performance could be explained by Strategic partnership strategies; Channel management strategies; Product Diversification Strategies and Product Development Strategies. Based on the findings it was recommended for strategic partnership practices that through research, mobile service providers should seek to understand the gaps not yet bridged through current strategic partnerships entered into by mobile service operators, as well as exploring other services not yet offered through such partnerships in order to develop products to fill those gaps. On channel management it was recommended that mobile service providers invest more on their channels through training of their agents, and offering better incentives to their agencies to ensure improved uptake of agency in order to improve reach. On Product Diversification Strategies the study recommended that the players in the industry should find ways to maximize on product diversification through research, to identify additional market potentials, to properly adjust their pricing models, and understand their customer needs, and re-pricing their products. On Product Development Strategies it was recommended that the product development departments of mobile service providers should be tasked with development of products that have a shorter roll out period.