Perception of top management team and strategy implementation at the coast development Authority, Kenya
The degree of participation of top managers in an organization determines the success or failure of strategy implementation. The extent to which a manager feels that he has participated or is supposed to participate is a matter of perception and this affects the decisions each manager and ultimately the totality of decisions made by the top managers. Coast Development Authority is one of the six regional development authorities established by various Acts of parliament with the mandate of spearheading integrated development planning, coordination and implementation of projects and programmes in their specified area of jurisdiction. The region in which CDA operates has in the recent times been cited as having a substantial number of people living below the poverty line despite the region being endowed with substantial natural resources. This study employed descriptive research in which a cross-sectional survey of CDA’s top management team was undertaken. The responses from the top management team on their involvement in strategy implementation were analyzed using the Statistical Package for Social Science. The results indicate that a majority of the top management team has confidence in the adequacy of the current strategies in achieving the organization objectives. Despite these only two areas of TMT involvement that is allocating time to strategy implementation and developing capacity to successfully implement strategy was considered by the majority as either adequate or more than adequate. Responses indicate that in other areas TMT involvement was considered either as not adequate or less than adequate. These include the strategy implementation process, TMT commitment to strategy implementation, involvement of external stakeholders, resources disbursement, creation of strategy implementation policies, TMT strategic leadership, the reward system, and external stakeholder support. On individual involvement by the TMT members in strategy implementation a significant of the top managers indicated that they were either moderately involved or highly involved in strategy implementation. Other areas that the top managers indicated that they either moderately involved or highly involved in strategy implementation include: allocating resources to strategy related activities, monitoring strategy related projects, reviewing of CDA organization structure, reviewing strategy implementation progress, communicating with employees and external stakeholders on strategy implementation and developing CDA staff capacity to implement strategy. It is only in the area of rewarding employees for successful strategy implementation that a majority of the managers indicated that they were barely involved or not at all involved. The results of the study support earlier theories that individuals faced with the same reality may form different opinions and perceptions which may or may not reflect the true reality of the situation. It is noteworthy that though a majority of the managers feel that they are individually involved on various aspects of strategy implementation, they rated the team performance as inadequate or less than adequate in most of the strategy implementation areas. The management of perceptions as well as team dynamics require to be undertaken at CDA. The results of the study will inform managers as well as scholars of the need to manage team dynamics if organizations are to attain their set objectives.