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Item Influence of Organization Structure On the Organizational Performance In Kenyan Cement Manufacturers(International Academic Journal of Human Resource and Business Administration, 2023-08) Ali, Mohamed Amin Hussein.; Ogolla, Douglas.; Nzioki, Suzan.On the surface strategy implementation may appear a simple practice, however, the process of strategy implementation is complex and requires the right environment to be executed execution whereby, the right resources, an aligned organizational structure, and procedures. Cement manufacturing companies in Kenya operate in a highly competitive environment and therefore require an organization that makes appropriate changes to keep up with ever changing customer demands, comply with the regulatory environment and keep up with intense competition from competitors. This paper sought to determine the influence of organizational structure as one of the drivers of strategy implementation on the performance of cement manufacturing companies in Kenya. The study applied a descriptive design, with the unit of analysis being 5 major cement manufacturing companies in Kenya. Senior managers of the cement manufacturing company provided data for the study which was obtained through the physical administration of questionnaires. Data analysis was done by descriptive and simple regression analysis. The findings of the stud revealed a β of 0.716, t=7.228, and a p-value of 0.001 between organizational structure and performance of cement manufacturing companies in Kenya. The study concluded that organizational structure had a positive and significant influence on the performance of cement manufacturing companies in Kenya. The study recommends that cement manufacturing companies come up with favorable organizational structures that align with the strategy being implemented to improve their performance. Favorable organization structures encourage employees to work harder and also build customers’ confidence and relations. Therefore, organizations should have structures that promote feedback, open communication, and transparency.Item FACTORS INFLUENCING STRATEGIC PLAN IMPLEMENTATION IN NON-GOVERNMENTAL ORGANIZATIONS IN NAIROBI COUNTY, KENYA(The Strategic Journal of Business & Change Management,, 2021-08) Cheruiyot, S. K.; Mwambia, F.; Baimwera, B.This study established features impacting strategic plan adoption within NGOs based in Kenya. The analysis contributed towards the management and supervision of non-governmental institutions across Kenya; helping them with the formulation and modeling of desirable schedules for identification and resolution of problems hindering implementation of strategic business plans. The resultant effect is an easier path towards the realization of desired results and secures prolonged relevance in a dynamic and complex setting; positioning the institutions well for competition going forward. The analysis employed a descriptive study model and the existing NGOs in Kenya formed the study group. In attaining the appropriate sample size, the Yamane formula was used to reach a sample size of 52 non-governmental organizations from a total size of 702 non-governmental organizations. Collection of data was achieved by the use of questionnaires. Analysis of data employed qualitative and quantitative techniques where Statistical Package for Social Sciences (SPSS version 21.0) analyzed descriptive statistics like percentages and frequency. The result indicated that collectively organization communication has the highest positive influence on strategic plan implementation, followed by organization culture, organization leadership and organization structure. Individual significance of the predictor variables was tested using t-test. The findings revealed that organization communication, organization culture, organization leadership and organization structure were individually statistically significantly related to strategic plan implementation p-value<0.05. The study concluded that, predictors individually and collectively influence execution of strategies. The findings were expected to be of value to the management and decision makers to form a basis for improving implementation of strategies. Furthermore, studies can be done to other variables which influence implementation of strategic plans but were not considered in this study or the same variables to different populations, locations and other sectors of economy in Kenya.