dc.description.abstract | Organization being in an open system is affected by the complexity and dynamism of its
environment and the survival and success of organization depends on strategic responses
to changes in the environment. ChildFund must respond to these changes so that the
organization can remain relevant and ensure its continued existence in a changing
environment. This study therefore focuses on identifying organization strategic response
adopted by the ChildFund. The objective of the study was to determine the strategic
responses adopted by Childfund Kenya to cope with macro environmental change. The
study adopted a case study since the unit of analysis is one organization, ChildFund
Kenya Chapter. This was a case study aimed at getting detailed information regarding the
environmental changes faced by Childfund International Kenya and determining the
strategic responses adopted by Childfund Kenya to cope with environmental change. The
researcher used both primary and secondary data. Primary data was collected using
interview guide. The content analysis was used to analyse the interviewees’ views on
strategic responses adopted by Childfund Kenya to cope with environmental change. The
study found that due to economic change, political influence, labour laws and regulation
the ChildFund cut down its human resources in its headquarters and braches as a strategic
response to reduce salary expenses. From the findings, study concluded that ChildFund
faces external environmental change included government regulation, social cultural
factors, government policies, competition from other NGOs and Agencies, economical
changes and technological changes which affected it operation and hence the need for
strategic response to mitigate their impact. The study concluded that government
regulation was influencing operations at ChildFund as it was bound to complied with the
government regulation which required the ChildFund to have a board of executive,
prepare Annual review reports failure to submit them would implied that organization
was liable to penalties and risk of being deregistered. The study concluded that
ChildFund was redesigning learning programmes where through ICT, offering e-learning
for its educational programming to enhance learning and influence offering of quality
education to children and youth, designed health programmes targeting the families and
provided them with treated mosquito nets to protect children against mosquito-borne
malaria. The study concluded that ChildFund differentiate its service through offering
economic empowerment to the youth through Voluntary Savings & Loans (VS&L)
strategy to help in building economic stability among youth and throughout communities.
The study also concluded that reorganization in the management of programmes or
projects as rate of staff turnover in ChildFund had increased influence the organization
offering better remuneration, regular training, increased allowances, rewards, recognition,
promotions and employee performance assessment and development. From the finding,
the study concluded that Child Fund adopted strategic Alliance comprising other NGOS
example pathfinder, CLUSA. The study recommend that strategic alliance should be
adopted by non profit making organizations as a strategic response to partners with other
development organizations and the private sector to develop the infrastructure of primary
schools, provide supplies and instructional materials to schools with the greatest need,
reduce gender disparities and improve quality and access to education for all Kenyan
children. | en_US |