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.