Master of Business Administration
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Item Determinants of Strategy Implementation at the County Government of Taita Taveta(KeMU, 2024-09) MWANAKE, RAHELStrategy management is an important aspect in organizations today considering the diverse, fragile and very competitive business environment currently obtaining globally. Consequently, most business and government entities have formulated strategies aimed at enhancing streamlined achievement of their goals and objectives. Regrettably, some of these strategies either fail or are not implemented successfully as envisaged. The study aimed to establish the determinants of strategy implementation at the County Government of Taita Taveta. Specifically, the study aimed to achieve the following specific research objectives; to evaluate the effect of organizational structure on strategy execution at the County Government of Taita Taveta; to examine the effect of communication on strategy execution at the County Government Taita Taveta; to study the influence of finances on strategy execution at the County Government of Taita Taveta and to analyze the effect of employees’ technical ability on plan execution at the County Government of Taita Taveta. The study drew upon four theoretical frameworks: Institutional theory, Communication Theory, Resource Based View (RBV), and McKinsey’s 7-S model. The study addressed a population consisting of County Executive Committee members (CECMs), Heads of Departments (HODs), senior officials, and members of the county assembly (MCAs), totaling 87 persons. Utilizing the complete population sample approach (census), all identifiable people were included in the research. Data gathering involved the distribution of questionnaires and conducting interviews. Descriptive statistics such as means, frequencies, and percentages, as well as inferential statistics like Pearson and regression analysis, were employed to evaluate the data collected using the Statistical Package for Social Scientists. Meanwhile, information from oral interviews was subjected to content analysis. The findings of the study demonstrated a substantial association between the strategy implementation at the Taita Taveta County Government and the independent variables, including organizational structure, communication, finances, and workers' technical competence. Strong positive associations were discovered, with correlation values ranging from 0.830 to 0.924, all statistically significant at p<0.01. The significant regression coefficients (p<0.05) offered further evidence, demonstrating that the independent variables play a crucial role in influencing the effective execution of strategic plans in the County. Understanding and addressing these variables could lead to improved strategy implementation at the County Government. Policymakers and stakeholders could consider investing in these aspects to enhance the overall effectiveness and successful strategy implementation.Item Effect of Strategy Implementation Drivers on Organizational Performance of Cement Manufacturing Firms in Kenya(KeMU, 2023-06) ALI, MOHAMED AMIN HUSSEINStrategic implementation involves a critical look at the firm’s human and non-human resources to achieve its objectives. A firm’s organizational performance is measured by a prescribed yardstick which is based on evaluating both the financial and non-financial metrics. The non-financial metrics include such issues as corporate governance, sustainability, and compliance with the regulation. Kenyan’s cement manufacturing has experienced a decline in performance in the last few years; the main reason for this trend is the entrance into the industry by new firms, innovative technology for efficiency improvement, utility and changeability of various working teams, and adopting strategies in management that focus on fundamental standards of strategic management. The broad objective is to evaluate the impacts of strategic implementation on cement companies in Kenya. Specifically, the research evaluated the impact of leadership style on organizational performance; the paper also examined the influence of organizational structure on performance; evaluated the influence of resource allocation, and determined the influence of rewards and incentives on cement firm’s performance. Theories applied in the study included: the resource-based view theory and the contingency theories. A descriptive research study design was applied to describe and distinguish the phenomenon being studied. 209 senior managers in large cement firms in Kenya were targeted as the study participants. A sample size of 137 managers was obtained by the use of a simple random sampling design. Self-administered questionnaires were used in the study design whereas inferential and descriptive statistics were used in the study methodology. Data was presented using frequency tables and bar diagrams. The study disclosed that all four strategic implementation drivers have a great effect on firms’ organizational performance. With R2= 64.5% it is clear that the specific strategic implementation drivers high influenced organizational performance. Following the findings, leadership style affects organizational performance significantly (β1 = 0.714, p = 0.03), organization structure has a positive influence on organizational performance (β2 = 0.655, p = 0.03), resource allocation had a significant effect on organizational performance (β3 = 0.706, p = 0.02), and rewards and other motivational factors affect the organization’s performances positively (β4 = 0.624, p = 0.04). The study concluded that leadership style, organization structure, resource allocation, and rewards and incentives significantly affect the organizational performance of cement manufacturing companies. This paper acclaims that good leadership styles should be adopted in all organizations to motivate employees to perform well, enhance the adoption of changing environment, and improve customer relations. Organizations should come up with a strategy through which favorable organizational structures are implemented in all organizations to improve their performance. The study also recommended enough resource allocation through, management ensuring the existence of enough resources both human and financial for any organization to perform well. Finally, cement manufacturing organizations should put in place institutional regulations that favor rewards and incentives for best-performing employees. This paper recommends further research in other private and government firms to evaluate the relationship between strategy implementation and performance.