Strategic responses by the Ministry of Public Works to the challenges of the Vision 2030
Muli, Sylvester K
MetadataShow full item record
The environment in which organizations operate is constantly charging with different factors influencing organizations. Since the run of the millennium, the general business environment has become more volatile, unpredictable and very competitive. Organizations such as business firms are environment serving. They are in constant twoway interaction with the environment. They are dependant on the environment for resources to which they add value and deliver back to the environment in the form of goods and services (Ansoff, 1980). As such changes in the environment attract response from the organizations that are operating within that environment. Change is normally not welcome and organizations will try to control it, absorb it, or minimize it (Ansoff, 1980). The days when firms could simply wait for clients to beat a path to their door are long gone. Organizations must realize that their services and products, regardless of how good they are, simply do not sell themselves. Decisions by managers have a strategic impact and contribute to strategic change. This study was designed to determine strategic responses by The Ministry of Public Works to the challenges of The vision 2030. The study was carried out using a case study design. Data was collected using an interview guide which was administered using drop and pick method .. The sample size for the study was 10 managers in the Ministry. Secondary data was used to corroborate the data from the primary sources. The results were tabulated for ease of comparison and interpretation of the findings. The study found out that the Ministry faces a lot of challenges from economic, regulatory to technological factors. The most prevalent challenges came from the economic environment. The Ministry has responded to challenges in the economic environment by restructuring, adapting aggressive promotion and increasing the level of use of new technologies. To deal with the technological challenges, the Ministry has introduced new systems and automated its operations. Technical staff has also been hired to enable the Ministry venture into highly technical businesses. These findings have implications for The Ministry and the policy makers in the country.
University of Nairobi, Kenya