The Perceptions of Middle Level Managers on Their Role in Strategy Implementation at the Kenya Ports Authority

Abstract

The purpose of this study was to determine the perceptions of middle management staff on the role they played in strategy implementation as well as their awareness levels on the organization’s strategy. A sample of two hundred and one middle management staff of the Grades HM 2 and HM 3 were studied from a population of four hundred and one at the Kenya Ports Authority. The target population was stratified according to divisions and subsequently according to grades. Stratified sampling technique was used to select respondents. Primary data was collected using a structured questionnaire with likert scale items to assess perceptions. Descriptive analysis was done to obtain summary statistics and used to interpret the observations. Frequency distribution tables and mean were used to establish the general perceptions of the respondents on various themes that made up the phenomenon under observation, namely the perceptions of middle management staff on their role in strategy implementation as well as their awareness levels on Kenya Ports Authority’s strategy. The limitations of the study included the fact that tTuTsfudy greatly relied on primary data that was obtained from the respondents without corroboration from top management in the organization with regard to the involvement of middle level managers in strategy implementation. The study would" also ideally have cut across all management levels but this was curtailed by time and financial constraints. It is acknowledged that this approach did not take full account of the perspectives of other players in the strategy implementation process. Findings indicate that perceptions of middle level managers on their role in strategy implementation show that there is room for improvement and soul searching on the part of management so as to ensure that there is strategy ownership and collective responsibility for success. It is recommended that management place more emphasis on certain elements of the implementation process, notably communication of the strategy to all stakeholders, appreciation of the morale of the staff involved and cognizance of the challenges that the staff face during strategy implementation.