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dc.contributor.authorAbuya, Edwin
dc.date.accessioned2014-11-13T06:19:13Z
dc.date.available2014-11-13T06:19:13Z
dc.date.issued2014
dc.identifier.urihttp://hdl.handle.net/11295/74722
dc.description.abstractStrategy implementation is often called the action phase of the strategic management process which is the most challenging. Executing the strategy is a tougher more consuming management challenge than crafting the strategy because of the wide array of managerial activities that have to be attended to. The demanding people-management skills required, the initiatives that need to be launched and moving, the bedevilling issues that need to be worked out, the resistance to change, and the difficulties of integrating the efforts of work groups into a functioning whole. For the effective implementation of strategy an organization must achieve congruency between structure, leadership, culture and the capability of the organization. There is enough evidence and common consensus in literature that although strategy implementation is a challenge to many organizations, it is strategy formulation that continues to receive more attention .Strategy implementation is the process that turns plans and strategies into actions to accomplish objectives. It starts with strategy formulation which refers to the development of long term plans for effective management of opportunities and threats in light of organizational strengths and weaknesses. For effective strategy implementation, the strategy must be supported by decisions regarding the appropriate organization structure, reward system, organizations culture, resources and leadership. All interested parties should cooperate in the process since they play a leading role in the implementation of strategies in the organization. It is also evident that NGOs in Kenya experience certain barriers to strategy implementation. Given this situation, this study highlights the most frequent barriers to strategy implementation in general and attempts to identify and describe barriers that impede strategy implementation in the NGO industry. This study focused on the strategy implementation challenges and measures used to address the challenges at KANCO. To achieve these objectives a case study was carried out to gain an in-depth understanding of the challenges. Both primary and secondary data were used. Primary data was collected using a self-administered interview guide while the secondary data was collected from the collected from the organizations document such as annual reports, website and strategic plan. A total of eight respondents were interviewed by use of an interview guide. The respondents included the senior, middle and lower level managers. Content analysis was used to analyse the data after it was first checked for consistency and then coded. There was an alignment between the research findings and the literature review carried out. The major challenges as revealed in the study highlighted inadequate resources which made it difficult for the organization to execute the strategies, employee commitment to strategy that was limited to implementation of the specific activities in the operational plan, the policies and procedures practiced and resistance from the staff. The researcher recommends that a similar study be carried out on organizations that are of the same size and operate in areas of intervention that are close to KANCO so as to establish if the challenges of strategy implementation encountered are similar to those of KANCO or unique.en_US
dc.language.isoenen_US
dc.titleChallenges of strategy implementation at Kenya aids Non-governmental organizations consortiumen_US
dc.typeThesisen_US
dc.type.materialen_USen_US


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