Strategic management practices at Maseno Mission Hospital, Kenya
Amakoye, N Joab
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The study was to identify the strategic management practices and challenges faced by Maseno Mission Hospital (MMH) in the strategic management process. MMH operates in a rural set-up which offers different dynamics to management. Poverty is highly prevalent in the region it operates in according to Emuhaya constituency strategic plan of 2008-2018 the region has the highest densities of 1,234 persons per sq. km, one of the highest densities in rural areas of Kenya and the world in general. The research was in the form of a case study and involved personal interview of the Maseno Mission Hospital administrator. Data analysis was by content analysis. The study established that MMH has recently (2009) adopted a formalized strategic management practice, having just completed the preparation of its first strategic plan (2009 – 2015). Before that the aspects of strategy were spear-headed by the hospital administrator. Key departments for strategic management are being established. The finances and donor- dependency are the major challenges to the strategic management practices. There is a high potential of a strategic alliance of the institution with Maseno University’s faculty of medical health. The study recommends a wider political, economical, social and technological (PEST) analysis to augment SWOT analysis being pursued. For instance MMH should involve the surrounding community in strategy formulation; it provides patients to the institution. Its input should be incorporated in order to reduce the existing apathy. The vision and mission statement should be well displaced and internalized by the employees and popularized to the community. On the political front MMH should judiciously position itself in order to benefit from C.D.F allocations from both Emuhaya and Kisumu Rural constituencies. It should also lobby for an expansion of central government assistance on top of the current assistance of one doctor and four nurses. Use of technology should be enhanced. Other strategic moves that should be earnestly pursued are strategic alliance with Maseno University through negotiation for super–ordinate goals. The strategic formulation should match the resources present. The de-linking of donor–aid to strategy implementation should be the long–term objective of the hospital. The continuity of donor project is uncertain thus MMH should not consider them as competitive advantage. Divesting of the nursing school can also be a strategic move worth considering since the school makes MMH spread its resources thinly while it faces well established and funded competitors e.g. the Ministry of Health Medical Schools.
SponsorhipUniversity of Nairobi
School of Business, University of Nairobi