dc.description.abstract | Security companies have being operating in a very dynamic business environment due
to the security threats and rapid increase of many market participants entering the
market. This brings up competition among the companies by offering better services
to their customers. The objective of the study was to establish the relationship
between strategic decision and operational performance of the BM security company
in Kenya. The study adopted a case study in which seven senior managers who is
involved in the strategic decision development and implementations were considered
and interviewed. Data collection was done through interview guide in whom the
researcher interviews the respondents and data was analyzed using the content
analysis. The study established that the company has value for experienced personnel
for effective and efficiency operational performance. The Strategic Decisions
involved all stakeholders through a strategic committee which main duties are
proposal writing, reviewing, monitoring and implementation. Staff Resistance to
strategic change is experiences but minimized by proper education, champion
identification, option limited and team management and training of security guards,
technicians, crews. Evaluation of available alternatives, information and discussion in
the Senior Management and Board Directors who sometimes disagree. Strategic
decision making is devolved to lower levels of management from top management,
association, unions, staff, customers and the government. The contributions of
employees are included in strategic decision making gives a feedback mechanism
from top level managers to low management level. The strategic decisions are made
effectively by proper communication to the organization which influences the
performance of the company. The study recommends that the CEO and the directors
should be empowered by the board of directors to make and implement strategic
decision. | en_US |