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    Determinants of Strategic Plan Implementation in Public Universities: A Case of Selected Public Universities in Nairobi County, Kenya
    (KeMU, 2018-09) Omuse, Galfen
    ABSTRACT The main objective of the study was to examine factors determining strategic plan implementation in the context of public institutions of higher learning. Specifically, the study sought to determine how leadership styles, communication, resources and technology influence strategic plans in public universities in Kenya. The study adopted a descriptive research survey design involving 13 universities in Nairobi. Out of the targeted 13 universities, 4 universities were samples. In each University the research sampled employees in the order of VC, DVCs, Registrars, CODs, HODs, PO,FO and Administrative Officers totaling to 279 respondents. The findings were analyzed using means, standard deviations, regression and correlation analysis. The study established that there was a moderate positive significant relationship between leadership style and strategic plan implementation (R= 0.424; p=0.000); leadership style significantly influences strategic plan implementation (p=0.011<0.05); there was a strong positive significant relationship between communication and strategic plan implementation (R=0.853; p=0.000); communication was a significant determinant of strategic plan implementation in public universities p=0.001<0.05; there was strong positive significant relationship between resource allocation and strategic plan implementation in public universities (R=0.842, p=0.000); resource allocation was found to be a significant determinant of strategic plan implementation in public universities p=0.000<0.05; there was strong positive and significant relationship between technology and innovation in respect to strategic plan implementation in public universities (R=0.718, p=0.000); technology and innovation was identified as a critical factor determining strategic plan implementation in public universities p=0.000<0.05. The study concludes that leadership style significantly influences strategic plan implementation in public universities; respondents avoided evaluating problems and concerns as they were discussed and Respondents rotated the role of team briefer among the staff; Communication was a significant determinant of strategic plan implementation in public universities. Resource allocation was found to be a significant determinant of strategic plan implementation in public universities. Technology and innovation was identified as a critical factor determining strategic plan implementation in public universities. The study recommends that top management of all universities in Kenya should strengthen their leadership styles in order to effectively enhance their strategic plan implementation. Clear channels of communication should be created between all management levels in public universities in Kenya. The national and county governments in Kenya should fully support strategic plan implementation in Kenyan universities by providing sufficient financial and non-financial resources. All universities in Kenya should put in place benchmarking programmes with technology oriented firms for example Safaricom and this will enhance technology transfer for effective strategic plan implementation.
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    Dairy Agribusiness Strategies and Performance of Dairy Farmers in Nyeri, Kirinyanga, Muranga and Kiambu Counties in Kenya
    (KeMU, 2018-09) Koori, Christopher Kahuthu
    Despite intensive knowledge and skill presumably passed on to the dairy farmers, there is a huge outcry from these farm entrepreneurs of high cost of dairy production and low returns on their dairy farming investment. Nevertheless, a small portion of the farmers have gone ahead to venture into dairy farming as business. This study sought to establish the dairy different investment strategies or combination of investment strategies and their resulting performance in the agribusiness farms. The study focused on the dairy agribusiness strategies of dairy farms in Nyeri, Kirinyanga, Murangá and Kiambu counties of Kenya. The study covered four objectives independent valuables and one dependent valuable. The independent valuables include innovative activities strategies; Operations activities strategies; Training of dairy farmers and value addition strategies. The four independent variables are checking against the farm performance as the dependent variable. Sample size was 384 dairy agribusiness farms. The sample size wasderived using Mugenda &Mugenda sampling formulae applied on the total number of active dairy farmers who delivered milk to Milk Associations (processor, Union, Federation, Cooperative (D.F.C.S.) self-help (S.H.G.), Investment Company) data sourced from Kenya Dairy Board 2015. For data collection questionnaires was the major instrument. Where approvals were given photographs were taken. Data was analyzed using the SPSS computer software, where both descriptive and inferential statistics were derived. Regression analysis was used in estimating the relationships among variables.The study found that innovative activities strategies in dairy agribusiness, dairy agribusiness farming operations activities, training to dairy agribusiness farmers and end product value addition influence the performance in dairy farming in the four counties in Kenya. The study recommends area for further studies to consider other County Governments in Kenya for purpose of making a comparison of the findings with those of the current study
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    Assessment of Factors Influencing Strategy Implementation in Kenya Tea Development Agency Limited (KTDA) Managed Factories in Kenya
    (KeMU, 2018-09) Mwangi, Peris Wanjiru
    Strategy implementation is the turning of plans and strategies into actions so as to accomplish set goals and objectives. Successful strategy implementation is a key for any organization’s survival. For implementation of strategic plans to be successful the business must be willing to commit enough funds and time. Additionally, organizations must make sure that the people charged with implementation are competent and skilled to support the strategic plan. The objective of this study was to assessing the factors influencing strategy implementation in KTDA managed factories. These factors are resources utilization, training and development, culture, and leadership. The study therefore sought to fill the gap and contribute to the body of knowledge by analyzing the factors influencing strategy implementation in KTDA managed factories. To answer the research questions, descriptive statistics was used where sample of 112 respondents from a target population of 378 managers within KTDA managed factories were given questionnaires. A simple random sampling method was used to identify the respondents who were given the questionnaires. The primary data that had been collected was grouped and analyzed using inferential statistics namely; correlation and regression and descriptive statistics and the results presented in charts, graphs, mean and percentages. Multiple linear regression analysis was used to determine the relationship between the dependent and independent variables with the aid of Statistical Package for Social Science (SPSS Version 22.0).The results provided statistical evidence that a positive and significant influence exists between strategy implementation and performance of KTDA managed factories. Specifically, four factors were tested in this study were found to be significant and positively influencing on the performance of KTDA managed factories. The study recommends that KTDA should provide enough financial resources that will allow the execution of a strategy because for a strategy to be successfully executed, enough funds should be available. The managers should also point out the unique resources that are in their factories and make a choice on the areas these resources should be used. On culture the study recommends that strategies that need to be implemented should be consistent with the firm’s culture so as to achieve the expected performance results. On training the study recommends that firms should have a structure which can support the implementation of the firm strategy which means the right employees to implement the strategy should be available; the firm should also reinforce the skills and capabilities in their employees through training and capacity building. On leadership the study recommends that coordination of activities, streamlining of processes, aligning the organizational structure, and keeping employees motivated and committed to strategy implementation are key responsibilities of the leadership. In their quest to implement a strategy successful leaders should make sure that the staff acquires the strategy and directs their effort in ensuring its successful implemented..
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    Assessment of Factors Influencing Implementation of Balance Score Card for Kenya Wildlife Conservancies. Selected Mountain Conservation Area Stations
    (KeMU, 2018-09) Maccan, Moses Maket
    The Balanced Scorecard (BSC) tries to translate a company’s strategic direction and objectives into actionable initiatives and measurements. The study identified four research questions; whether resource allocation, managerial skills, employee involvement and employee skills are factors which influence implementation of BSC. In KWS the balance scorecard was incorporated in Strategic Plan 2005-2010 to improve on performance and more so to assist in its implementation. The background of the study highlighted the evolution of BSC and how it has been used in organisations and in KWS. The statement of the problem focuses on evidence and statistics showing how implementation of BSC in KWS has been ‘snailing’ and how it has influenced performance in the organisation. Literature review of the implementation of BSC was completed in relation to variables; resources, managerial skills, employee involvement and education skills. The research methodology covered research design, target population, sample design and procedures, the research instruments and administration, data collection, presentation and analysis. A thorough scrutiny of data to ensure the validity and reliability of data collected. Inferential statistics was used for further analysis. The researcher used questionnaires in collection of data. The research found that 66 percent of the respondents agreed that availability of resources influences BSC implementation , 66 percent of them agreed that managerial skills affect BSC implementation, on education achievements 76 percent of the respondents said it affect BSC implementation and 58 percent agreed that employee involvement is important in implementation of BSC. Research recommendations were involvement of employees in decision making, incorporating trainings and setting aside resources for future Balanced Scorecard implementation in KWS in order to overcome the potential barriers and to ensure its beneficial use. The areas to be included for further research are factors impacting on implementation of BSC in an organization from the ordinary staff perspective, to establish whether BSC management tool has been overtaken by event in an organization performance and other factors other than those investigated should further be researched. The recommendations can be used in helping organizations not just KWS but also in other Government organisations. By using this study different organization using BSC initiatives can beef up employees and organizational productivity and profitability.
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    An Assessment of Factors Affecting Strategy Implementation in Devolved Government Units in Kenya: Case of Nairobi City County
    (KeMU, 2018-09) Momanyi, Henry Nyariki
    Devolution in Kenya was introduced with the promulgation of the constitution of Kenya 2010 with the main aim of enhancing service delivery to citizens, foster growth and development to all areas of the country and involves stakeholders in key government decisions affecting them and their areas; indeed, bring services and governance closer to the citizens. However, there has been instances of unsatisfactory service delivery and implementation of various programmes at the devolved government units which can be linked to strategy implementation problems. This study determined factors affecting strategy implementation in devolved government units in Kenya using a case of Nairobi City County in Nairobi. It was guided by four objectives: determining the effect of human resource on strategy implementation in devolved government units in Kenya; determining the effect of financing on strategy implementation in devolved government units in Kenya; determining the effect of Socio-cultural factors on strategy implementation in devolved government units in Kenya; and assessing the effect of stakeholders’ support on strategy implementation in devolved government units in Kenya. The study adopted a descriptive research design on a sample of 162 respondents spread across all key functions in the County. Primary data was collected using structured questionnaires. Data was analyzed using both descriptive and inferential statistics where mean, standard deviation, frequency distribution and percentages represented the descriptive results while regression coefficients comprise the inferential statistics. The analyzed data was presented in tables and figures. From the results, human resources (p=0.029<0.05) significantly predicted strategy implementation in devolved governments in Kenya. Based on correlation results, financing (p=0.000<0.05) had significant influence on strategy implementation. Social-cultural (p=0.002<0.05) had significant influence on strategy implementation. Stakeholder support (p=0.000<0.05) had significant influence on strategy implementation. The study concludes that human resources have significant effect on strategy implementation in devolved governments in Kenya. Human resource greatly influences the strategy implementation. Finance influenced strategic plan implementation in devolved government by a great extent. Social-cultural factors had significant influence on strategy implementation. Social-cultural factors greatly influenced strategy implementation. Stakeholder support had significant influence on strategy implementation. Stakeholder support influenced strategy implementation to a very great extent. The study recommends that the top management of all counties in Kenya should ensure they put in place adequate measures and policies that improve human resources for better implementation of strategies. All counties in Kenya should improve on systems of local revenue collection so as to cushion a short fall in government disbursement. The executive leadership of all county governments in Kenya should factor social-cultural aspects in decisions relating to strategies their implementation. All counties should improve on relationship with key stakeholders (national government, donors, suppliers and clients) for effective implementation of strategies.