Strategic Management Best Practices Applied In Performance Of The Top Five Public Secondary Schools In North District Of Kajiado County, Kenya
Abstract
The study sought to establish if the top five public secondary schools of Kajido North ,
Kajiado county apply strategic management best practices. Also sought to find out if
these practices have enhanced performance in these schools. The research was in the
form of a case study. This is because the top five public secondary schools are known and
hence form a unit of study. It involved the use of an interview guide to interview the
school principals, deputy principles and Heads of departments in each school. Secondary
data was from district Kenya national examinations analysis school records and school
documents. Data analysis was by content analysis. The study revealed that strategic
management best practice are observable and highly formal in the top number one school.
Position two to five schools the practices exist but not formal. In position one school
vision, mission, termly theme, strategic objectives are discussed and the various levels of
management are represented. Strategic objectives and targets setting is on top- bottom
basis. School motto, vision and mission statements are well communicated throughout
the institution and all are keen to observe them. This has ensured high level of efficiency
with which duties and responsibilities are executed. All schools are not keen on
conducting environmental analysis and benchmarking. All the five schools go by the
organizational structure as it is given by the ministry of Education .There exist no formal
document showing it. Reporting procedures are explained by word of mouth with much
assumption that everyone knows who to go to and where to go for requirements by
virtue of his or her professional rank. Position three school has core values but none of
the HODs could recall a single value. Position two, four and five schools have no
documented care values but pick and emphasized known care values at random. As a
result of these findings the study recommends that organizational structure be formally
v
drawn and displayed for all to refer to. This will reduce confusion and avoid
communication break down. The study established that position one school has adapted
strategic management best practice to a great extent. The school has a strategic plan n
place which was quite inclusive during its formulaton. Vision and mission statements,
strategic objectives , targets, action plans, termly themes and annual theme are clearly
stated and communicated to all. It ccasionally practice benchmarking and well stipulated
cares values. The top management of the school which involves the Principal, Deputy
principals and B.O.G academic committee are highly involved in motivating the teaching
and non staff for their achievement. The vision and mission statements, termly themes are
care values are adequately communicated to all the school stake holders and this has a
bearing on the school performance for the last five years. This has had the school produce
the best student in K. C. S. E examinations for the last three years who are currently
under Equity bank sponsorship. Their names are displayed on the main entrance on the
students academic board of honours. Position three school has school motto ,vision and
mission statements though little known to those interviewed especially the heads of
departments. Core values also exist but not well communicated. As the respondents put it
the students were aware of them, a sign of how informal the strategic management
practices are in the school. For the other three schools in the list of top five, the study
reveals elements of uncoordinated strategic management best practice. The vision,
mission statements exist more on paper than is formally practiced by all. None of these
schools has chosen care values upheld by all so as to formally establish school culture.
However the study revealed that all the top five public secondary schools do not conduct
situational analysis. This process has been reduced to identification of general problems
facing the schools and the departments. There also exist no well documented policy on
benchmarking procedure; neither do they fully involve subordinate staff.The study
recommends to the top five public secondary schools in Kajiado north to involve the
entire staff in sharing their vision, mission statements. Environmental Scanning should
involve more than just noting problems facing the schools and their various departments
but a though examination of both external and internal environments of the schools. To
reduce dissatisfaction among various levels of management, stakeholders more
participation and communication across board is recommended. Performance monitoring
and Evaluation especially for the position two to five school be more effective to give
timely feedback for necessary decisions to be made. The gap between the top
management (principal and the B. O. G) and the rest of the departments be narrowed
through bonding and effective communication.
Publisher
University Of Nairobi
Rights
Attribution-NonCommercial-NoDerivs 3.0 United StatesUsage Rights
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