Factors affecting strategy implementation at Kenya national audit office
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Date
2013-08-28
Authors
Mwongela, Eliud
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Abstract
Strategy implementation is a critical component of strategic management. Thus, the main
purpose of this research was to study the factors affecting implementation of strategy at Kenya
National Audit Office. The specific objectives of the study included: examining the extent to
Which financial resources affect strategy implementation; determining the extent to which lack
of coordination affects strategy implementation; establishing the extent to which capabilities of
employees. affects strategy implementation, establishing the extent to which reward system
affects strategy implementation, establishing the extent to which top management commitment
affects strategy implementation and establishing the extent to which communication affects
strategy implementation. The study adopted a descriptive research design. The target population
was 300 middle-level and senior managers of KENAO and purposeful sampling was used to
come up with a representative sample size. The researcher administered questionnaires to a total
of75 sampled respondents out of which 61 questionnaires representing 81% response rate were
returned. The data was edited, classified, coded and tabulated in a systematic manner to allow
for accurate analysis. Statistical Package for Social Sciences (SPSS) was used to generate the
outputs. Tools of descriptive statistics was employed to analyze the data, and reliability test was
done to ensure that the research tools are consistent. The findings were presented in form of
summarized tables with percentage scores and charts. Arising from the data analysis,
presentation and interpretation, the research indicated that financial inadequacy posses a
challenge to a greater extent to the implementation of strategy at KENAO. Top management
commitment to the strategy, was found to be lacking while poor communication of the strategy
was ranked third in the order of factors affecting strategy implementation at KENAO. Lack of
adequate reward system, staff competencies and co-ordination were found to also affect strategy
implementation though to a lesser degree. The researcher recommends that KENAO lobby for
more funding from the government. The management be sponsored for short courses in order to
improve their communication skills. More incentives should be offered to the management so as
to improve their commitment to the strategy implementation. Further research may be carried
out on the factors affecting strategy formulation in KENAO so as to fill the existing gap.
Further, the role of leadership in strategy implementation at KENAO may also be investigated.