Organizational growth strategies utilized by St.Mary’s Mission Hospital, Nairobi
View/ Open
Date
2012-11Author
Kang’ethe,Joseph K.
Type
ThesisLanguage
enMetadata
Show full item recordAbstract
Organizational growth, which refers to the expansion of the organization in terms of
number of clients and also in terms of the level of services offered, can be pursued
through a variety of strategies. These strategies can be divided into three types basic
types, which are organic development, mergers and acquisitions and strategic
alliances. Each strategy is suitable depending on the organizational capabilities,
availability of suitable partners and enabling political and cultural conditions.
This is a case study on St. Mary’s Mission Hospital whose objective is to determine
the organizational growth strategies utilized by this organization. This is a mission
hospital run and founded by members of the Catholic Church. The study found that
among the organizational growth strategies which may be organic development,
mergers and acquisitions and strategic alliances, the organization mainly utilizes
organic growth as its growth strategy, with emphasis on revenue, headcount and
quality pillars. This relies on the organization building and developing its own
capabilities. The study also revealed that the hospital has an informal strategic alliance
with The Aga-khan University Hospital. There have been diversification strategies
including the initiation of a nursing school, a high school and a hospital farm. Primary
data was collected using an interview guide administered to the top three officials at St
Mary’s mission Hospital, while secondary data was collected from medical journals
and industry analysis reports. The data was analyzed by content analysis. The hospital
has grown from a staff population of 50 at commencement ten years ago to over 200
today. In addition there has been growth in the specialized services offered as well as
one extra branch at Elementaita. The use of other organizational growth strategies
such as mergers and acquisitions would enable faster more cost effective growth of
the hospital. These mergers could be formed with smaller institutions located in
smaller towns, thus enabling growth of the institution into these other areas. Formal
monitoring of competition would also be appropriate and incorporating the necessary
changes in the strategic plan appropriate growth of the institution.
Publisher
College of Humanities and Social Sciences
Description
MBA