Strategic management practices at Maseno Mission Hospital, Kenya
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Date
2010-10Author
Amakoye, N Joab
Type
ThesisLanguage
enMetadata
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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.
Citation
MBA ThesisSponsorhip
University of NairobiPublisher
School of Business, University of Nairobi