dc.contributor.author | Momanyi, Lydiah | |
dc.date.accessioned | 2013-03-01T10:40:21Z | |
dc.date.issued | 2012-10 | |
dc.identifier.uri | http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/12973 | |
dc.description.abstract | Strategic management has become a key function in all organizations, they operate in
unpredictable environments hence making them to develop strategies that are to help
them curb the economic and environmental changes in order to gain competitive
advantage in the market. Good strategies that have been well implemented have always
been known to boost overall profitability of organizations. The study covered the use of
the balanced scorecard at KEPSA as a tool for strategy implementation. Interviews were
conducted on the lead officers in the various functional units. Information was also
obtained from the organizational work plans and the strategic plan for the current and
previous periods. In depth data analysis was done on the data collected and results drawn.
The organization extensively incorporates the perspectives of the BSC in its strategy
implementation process and also in development of its work plans. The financial
perspective assists in recasting the financial position of the organization. Through this,
the organization is able to know whether it will be able to implement the strategies
developed. The internal business process defines the relationship of activities between the
departments the organization has well defined policies and procedures defining activities
of each functional unit. The customer perspective defines the relationship of the
organization and its customers and what the organization should do to gain competitive
advantage in the market. KEPSA has employed a fulltime research analyst who monitors
the market changes and advises on any changes in the market appropriately. The
Learning and growth perspective helps identify the knowledge gap and ways of filling the
gap this helps foster creativity and innovativeness. KEPSA as an organization has
adopted the BSC in carrying out its activities. The perspectives of the study have assisted
in developing work plans for the organization and also assisted in tracking the strategy
implementation process. The organization is able to link the various issues it is dealing
with and track thematic issues to ensure that they are fully resolved. There is room for
researchers to research further on the benefits and challenges of using the BSC in the
organization. Other scholars can also research on corporate governance and strategic
management in KEPSA. | en |
dc.language.iso | en | en |
dc.publisher | University of Nairobi | en |
dc.subject | balanced scorecard | en |
dc.subject | tool for strategy implementation | en |
dc.subject | kenya private sector alliance | en |
dc.title | Balanced Scorecard as a Tool for Strategy Implementation at the Kenya Private Sector Alliance | en |
dc.type | Thesis | en |
local.embargo.terms | 6 months | en |
local.publisher | School Of Business, University Of Nairobi | en |