Influence of Organisational Culture On The Implementation of Medium-scale Dairy Management System In Kiambu County, Kenya

Abstract

Kenya's dairy industry is very vibrant, and it plays an important economic and nutritional role in the lives of a wide range of individuals, from farmers to milk vendors, processors, and consumers. Thus, fostering a culture of urgency, collaboration and trust, as well as connecting organisational goals with corporate goals is indispensable in this sub sector. Despite Kiambu being a key county in the country contributing significantly to Kenya's dairy sector, it has been found that small and medium scale farmers are plagued by technical, economic and institutional issues in milk production, processing, and marketing. There is slow adoption of modern dairy management systems across large dairy farms in the county, limiting farmers’ capacity to compete with other regions. It is on this basis that this study was conducted with the main objective being examining the1influence of organisational culture on the implementation of the Medium-Scale Dairy Management System in Kiambu County, Kenya. Specific objectives include; to determine the influence of power culture on the implementation1 of Medium-Scale Dairy Management System, to establish the1 influence of task culture on the implementation1 of Medium-Scale Dairy Management System, to assess the influence of role culture on the implementation of Medium-Scale Dairy Management System and lastly, to examine1 the influence of personal culture1 on1 the1 implementation of the Medium-Scale Dairy Management System in Kiambu County, Kenya. The study was1 guided1 by Schein's1 models of organisational, agency theory and1 Change management theory. The study employed the descriptive survey research design with a target population of 215 registered dairy farms in Kiambu County. In this regard, the study used census sampling technique where all members of the population took part in the study. The unit of observation was the owners or managers in each dairy farm. Data was gathered via a five point likert scale questionnaire. Pilot testing was done to enhance validity and reliability of the instrument. Data was analysed using descriptive1 and1 inferential statistics to determine the significant dimensions of organisational culture that influence implementation of the Medium-Scale Dairy Management System in Kiambu County. Findings were presented via tables. The study found that the farms had clear vision and mission statement and the organisational approvals are usually based on agreement (mutual). The study also found that the farm employees do not often undertake pilot of proposed strategies to ascertain its values and challenges, and1 they did1not regularly do evaluation to ensure there is operational control in the farm. The study found that farm management often prepare communication protocols among the staff in case of any changes or development, and all strategies to be implemented in these farms were timely and workable. The research also found that the staff were not able to make informed and uncoerced decisions regarding the farm, and the environment did not allow the staff to have central focus on their tasks. The study concluded that role culture had the greatest influence on the implementation of Medium-Scale1 Dairy Management System in Kiambu County, followed by personal culture, then power culture, while task culture had1 the1 least influence on the implementation of Medium-Scale Dairy Management System in Kiambu County. The study recommended that power culture should be enhanced in implementation of medium-scale dairy management system in Kiambu County since it is a key factor with regards to performance of the firms. In particular, managers should encourage stakeholders to pull towards a common goal. In line with role culture, there is need for the medium-scale dairy farms’ management to encourage1 employees to work together and they need to involve employees in1 the decision making.