Role of Managerial Practices in Strategic Change Implementation in Private Hospitals in Uasin Gishu County
Abstract
It is imperative that organizations adapt to the ever-shifting landscape of public and
private institutions alike. Hospitals have seen an increase in demand for high-quality
treatments in recent years. Implementing strategic plans has become a problem for a large
number of enterprises, not just in the health care field. Concerns have been expressed
about the lack of resources at these health institutions to execute the measures. A lack of
top-level commitment to driving the strategy execution might be a possibility. Inept
communication in the workplace might also be a possibility. In light of this, a study was
conducted to determine role of managerial practices on strategic change
implementation in private hospitals in Uasin-Gishu County. The study objectives were: to
determine the effect of resource allocation on strategic change implementation in private
hospitals in Uasin-Gishu County; to examine the influence of top management
commitment on strategic change implementation in private hospitals in Uasin-Gishu
County; and to assess the influence of organizational communication on strategic change
implementation in private hospitals in Uasin-Gishu County. This study was guided by
three theories: Kurt Lewin's theory, dynamic theory, and institutional theory. Descriptive
survey research design was used. A census of the 109 participants in the research was
conducted. Questionnaires were used to acquire data. Results showed that resource
allocation in Uasin-Gishu County private hospitals had a substantial impact on the
success of implementing strategic transformation. The findings also demonstrated that
senior management commitment has an effect on the execution of strategy
transformation. Success can only be achieved if senior management is committed to
designing and implementing change that they completely own. Organizational
communication methods that are well-established and well-coordinated benefit the
implementation of strategic changes inside a company. Effective management facilitation
of strategic change is a hallmark of higher levels of performance. Despite the fact that
most hospital administrators do not place a higher priority on strategic change, the
execution of this shift has contributed to the long-term viability of the organization's
performance. A company's performance can be improved and maintained through
strategic transformation, as evidenced by the available statistics. Since the environment is
always changing, the report proposes that hospitals build a culture of strategic change
implementation. In order to help the hospital, implement strategic improvements, enough
and well considered resources must be allocated. Management should be totally
responsible for all strategy changes and should be viewed as change agents, according to
the report. This research also suggests that healthcare facilities examine their internal
communication systems, noting that they have not been supportive in enabling the
adoption of strategy changes.
Publisher
University of Nairobi
Rights
Attribution-NonCommercial-NoDerivs 3.0 United StatesUsage Rights
http://creativecommons.org/licenses/by-nc-nd/3.0/us/Collections
- School of Business [1411]
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