Browsing by Author "Mugo, Catherine Nyawira"

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    Organisation Culture and Strategy Implementation Choices in the Ministry of East African Community and Regional Development, Nairobi City County, Kenya
    (Kenyatta University, 2024-05) Mugo, Catherine Nyawira
    Strategy implementation choices adopted by an organization determines the success of strategy implementation. Ministry of East African Community and Regional Development (2018) reports that it has faced various challenges in implementation of its strategies and as such has managed to implement 40% of its strategy plan. East African Community and Regional Development is characterized by low implementation of strategies and this could be attributed to the existing organization culture. The study sought to investigate effect of organization culture on strategy implementation choices in Ministry of East African Community and Regional Development. The study’s objectives were to investigate the effects of clan culture, adhocracy culture, market culture and hierarchy culture on strategy implementation choices in the Ministry of East African Community and Regional Development. The study was guided by Institutional theory, McKinsey 7S model and Schein’s model of organizational culture. The study adopted descriptive survey design. The target population was 78 employees in the Ministry of East African Community and Regional Development. Since target population was small, the study used a census approach. Primary data was gathered using structured questionnaires1and1key1informant1interviews. Pilot test was was conducted in the ministry of industrialization on eight employees. Reliability was tested by Cronbach’s alpha coefficients of 0.7 and above..Validity of the research instrument was tested by expert opinions. The structured questionnaire yielded quantitative data and the key1informant interviews yielded qualitative data. Content analysis was used to analyse qualitative data. Furthermore, descriptive and inferential statistics were employed for quantitative analysis of data. Descriptive statistics included means, frequencies, percentages and standard1deviation. The inferential statistics in this study comprised of regression and correlation analysis. The study found that clan culture had positive and significant effect on strategy implementation choices in the Ministry. The study also found that adhocracy culture positively and significantly affects strategy implementation choices in the Ministry of East African Community and Regional Development. The study concludes that a clan culture promotes a long-term perspective and a focus on organizational values and traditions. An adhocracy culture promotes collaboration and teamwork, as employees are encouraged to work together to solve problems and achieve common goals. A market culture promotes collaboration and teamwork. By encouraging open communication and knowledge sharing, the ministry can leverage the diverse skills and expertise of its employees. The hierarchical culture within the Ministry promotes a strong sense of authority and direction, which is crucial for successful strategy implementation. The study recommends that one approach to enhancing clan culture in the implementation of strategies within the Ministry of East African Community and Regional Development is through the promotion of inclusivity and diversity. To enhance the adhocracy culture, the Ministry should encourage employees to think outside the box and come up with innovative ideas. One of the first steps in enhancing the hierarchical culture is to establish clear communication channels within the ministry. This includes ensuring that information flows smoothly from top to bottom and vice versa. Regular meetings, newsletters, and other communication tools can be used to facilitate this process.