| dc.description.abstract | The purpose of this study was to establish the factors influencing implementation
of strategies at United States Agency for International Development in Kenya.
This study was a case study of the USAID and used both primary and secondary
data in order to achieve the study objectives. This design gave a descriptive and
explanatory analysis of the USAID and its strategy implementation process. It
also gave intensive description of the strategies that have been proposed at the
USAID and how they have been implemented, their success and failures. The
study findings suggest that implementation of strategies at the USAID is mixer of
other major factors related to strategy formulation. They are both an institutional
and an interpersonal process that gathers data and viewpoints and ultimately
results in strategic decisions. These strategic decisions and how they have been
reached have a major impact on strategy implementation success. Institutional
factors (management and organizational policies) and people-oriented factors
(leadership and communication) influence implementation outcome dialectically.
Commitment has been achieved with the help of proper implementation tactics
and communication activities by stakeholders in the organization. These factors in
turn are influenced by four generic phases of strategy implementation, preimplementation,
organizing implementation, managing implementation, and
sustaining performance. A leader is viewed in this study as a managerial
employee who is tasked to oversee the successful execution of strategic
initiatives. While issues of strategic planning have presented challenges to
strategic leaders, it is in the area of strategy implementation where these leaders
have encountered a number of challenges. The respondents said that the
management helps in translating strategies from just theories into action plans that
enables the strategy to be successfully implemented and sustained. Based on the
findings above, the study recommends that the management at the USAID should
emphasis a vertical management system to ensure all stakeholders are made part
of any project/programmes proposed. The company should keep on improving of
the organizational policies guiding the implementation of its projects to ensure
that they are carried out as envisioned in the guidelines. The study revealed that
most strategies implemented were not backed by well crafted visions to guide
them. Thus for the purpose of strategy implementation leaders should be able to
craft a vision that create a fit between intended strategy and the specific
personality profile of the implementation’s key players in the different
departments of the organization. Most of strategies implementation failed due to
lack of two way communication. It is therefore recommended that they should
adopt two way communication tools that permit and solicit questions from
employees on issues related to the formulated strategy and its implementation. | en |
