dc.contributor.author | Mutuvi, Justus M | |
dc.date.accessioned | 2016-05-11T14:15:51Z | |
dc.date.available | 2016-05-11T14:15:51Z | |
dc.date.issued | 2013 | |
dc.identifier.uri | http://hdl.handle.net/11295/95529 | |
dc.description.abstract | The purpose of this research is to investigate the factors affecting implementation of
strategic plans by NGOs in Nairobi County and suggest recommendations for
organizations to successfully implement their strategic plans. The researcher had
perceived that there was a loophole in strategic planning by NGOs. Curiously, every
interaction with other NGOs was an opportunity to enquire how they implemented their
strategic plans. They all gave different cases but the bottom line was that they were either
not implementing their strategic plans or facing some challenges. The researcher
contacted a sample of 186 NGOs operating within Nairobi County by sharing a structured
questionnaire. The purpose was to unveil factors that brought about the above scenario
and suggest recommendations for NGO to improve implementation of strategic plans.
The study revealed that some critical factors were affecting NGOs while implementing
their strategic plans. All these factors were internal to the organization, thus easy to
identify but psychologically challenging to solve. This was because they were largely
emanating from management practices which did not favour smooth implementation of
strategic plans. The practices were in turn influenced by social and behavioural aspects of
individuals within the organizations. Almost all the organizations contacted had strategic
plans but they were hardly implementing them rightfully. The organizations however
shared the measures they were employing to deal with this common situation. Strategic
plans were not being implemented, not because managers are deviant but rather because
of the lack of the know-how and know-why. It was concluded that implementation of
strategic plans was being approached as a onetime activity rather than a process
demanding: effective communication; excellent remuneration packages; staff training and
continuous motivation; stakeholders’ involvement; budgeting, planning and resource
mobilization; continuous monitoring and evaluation; effective recruitment; and engaging
employees in decision making. Finally, it has been recommended that NGOs need to be
genuine to and craft plans which reflect what they can and will ultimately achieve rather
than an exaggerated and complex document. For instance a few pager colourful strategic
plans with pictorial presentations were proposed to be motivating, easy to master and
implement. | en_US |
dc.language.iso | en | en_US |
dc.publisher | University of Nairobi | en_US |
dc.rights | Attribution-NonCommercial-NoDerivs 3.0 United States | * |
dc.rights.uri | http://creativecommons.org/licenses/by-nc-nd/3.0/us/ | * |
dc.subject | implementation of strategic plans | en_US |
dc.title | Factors Affecting the Implementation of Strategic Plans by Non-governmental Organizations in Nairobi County | en_US |
dc.type | Thesis | en_US |