Strategic Decisions And Performance Of Bob Morgan Security Company In Kenya

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.