| dc.description.abstract | Strategic Management has been globally embraced as the panacea for organizations
struggling to succeed in their missions‟ in the complex, turbulent, uncertain, and competitive
global business arena of modern times. However research has confirmed that many
organizations are unable to successfully implement their strategic plans with the consequence
that the panacea has too often failed to deliver its promised results. Many organizations face
significant difficulties with regards to strategy implementation process resulting in most
strategies failing to produce superior performance for the firm. The purpose of the study was
to determine the challenges of strategy implementation in Tana and Athi Rivers Development
Authority, Kenya. The specific objectives were to find out if leadership; organizational
structure, culture, measurement and reward system; resources mobilization, and budgetary
estimates and allocation system were impediments to strategy execution. The study adopted a
case study design. The research targeted the top, middle level, and line managers; and senior
staff. 20 respondents were interrogated using both a self administered questionnaire and indepth
interview. The data was analyzed using content analysis. The study established that the
institution‟s planning process is not effectively participatory. That planning and
implementation are treated as two independent functions. Inadequate funding and untimely
disbursement of funds from exchequer was a hindrance to the effective implementation of
strategy. The research also established that lack of resources mobilization strategy linked to
strategic plan was the biggest killer of strategy since the organization‟s strategic plan
execution budget exceeded the average Exchequer allocation by over 50 times. Lack of top
management commitment to strategic plan, ineffective leadership for strategy execution,
ineffective organizational culture and structure, and non-functional reward and motivation
policies and procedures were all identified as key impediments to the implementation of
strategy. The study established that mobilization of enough funds through the organization‟s
own initiatives is very critical to finance huge budgetary gaps between strategic plan
execution budget and normal allocation from treasury. Timely distribution of resources
allocated by treasury would also greatly enhance implementation of strategic plan. Most
respondents recommended that top managements‟ commitment to the organization‟s strategic
plan would minimize the strategy implementation challenges. The study recommended that
first, the institution develop an inspiring, commonly shared vision. Top management own up
the vision and grow it to become the institutional driving force. She must develop an
integrated, dynamic and participatory planning and implementation process. Treasury should
ensure that there is timely distribution of resources to enhance timely implementation of
projects in the organization. It is imperative that the Government of Kenya give definite
mandates to its agencies, end duplication of mandate, and demand results, responsibility and
accountability from their management. The findings and recommendation of this research
may be used by the government of Kenya to improve financing levels and/or effect timely
disbursement of funds to her agencies. Top management in Tana and Athi Rivers
Development Authority may adopt the findings and recommendations to improve the
organizational leadership, the organization‟s planning and implementation processes,
structure, and culture thus enhancing her strategic management and consequently conquering
strategy implementation challenges. Other public corporations may use the results to enhance
the implementation of strategic management in their respective corporations. The study has
highlighted gaps which other researchers may use to carry out further research in the areas of
strategic management. | en_US |
