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Factors Influencing Strategic Planning Practices in Government Organizations: A Case of Nairobi City Water and Sewerage Company

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dc.contributor.author Chege, Joseph I.
dc.date.accessioned 2018-03-20T07:59:13Z
dc.date.available 2018-03-20T07:59:13Z
dc.date.issued 2017
dc.identifier.uri http://erepo.usiu.ac.ke/11732/3667
dc.description A Research Project Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Master of Business Administration (MBA en_US
dc.description.abstract This study sought to examine factors influencing strategic planning practices in government organizations, while focusing on Nairobi City Water and Sewerage Company (NCWSC). The study was guided by the study objectives that sought: to examine the influence of leadership on strategic planning practices, to establish the influence of human resource practices on strategic planning practices, and to determine the influence of organization structure on strategic planning practices in Nairobi City Water and Sewerage Company. The study applied the descriptive research design. The target population of the study was all level of staff members of Nairobi City Water and Sewerage Company. Stratified random sampling technique was used to select the intended sample size for the study. Data was collected through a questionnaire. Questionnaires were distributed to the different respondents by hand and through electronic mail and thereafter collected after submission. The demographic data was tabulated using frequency and percentages. Pearson’s correlations and regression analysis were used to describe the data. The study revealed that strategic planning and thinking was viewed as the function and responsibility of leaders and management in the organization and the organization’s leaders were focused on getting the job done through predicting, shaping, controlling and measuring employees work. Managers prioritized and devised operational plans by managing both internal and external constituencies as leaders focused on systematic quality improvements with a focus on employees involved in the processes and the quality of services produced. The study indicated that setting strategic direction in the organization involved putting into consideration its vision statement. Strategic planning in the organization set the goals and objectives to be met and aligned resources to staff with core competence to deliver the objectives. The study revealed that competitive advantage in the organization was gained through use of a business strategy that manipulated its various resources, and corporate reputation affected the organization’s ability to recruit financial resources, people, and partnerships they needed to attain goals and objectives. The study showed that the organizational structure revolved around the distribution of responsibilities among organizational members and it enhanced the productivity and performance of members through strategy implementation. Decision-making authority in the organization was concentrated at the higher levels of the organization and centralization of operations in the organization has led to inefficiencies in decision making. The study indicated that employees in the organization were comfortable because managers confidently gave instructions and made decisions, and the organization had policies, procedures, job descriptions, and rules that had been written and had been explicitly articulated. The study showed that strategic planning in the organization fostered strategic thinking, acting, and learning, and it focused on the work of figuring out how to build organizational capacity. Strategic planning in the organization revealed and clarified future opportunities and threats and this allowed the organization to connect and align to the environment. Strategic planning in the organization had ensured that the organization recorded better performance and it supported the role of finance in establishing and monitoring specific and measurable financial strategic goals. The study concludes that leaders and management aligned employees’ concerns with the core essence of the organization and they assured that the team’s value system was integrated and holistic in nature so that they did not have to sacrifice values. The study indicated that the organization directed its employee training investment effectively to best develop its human capital and it preferred to recruit staff who were already trained or professionally qualified. The study concludes that organizational structure did not ensure that each employee served a specialized role nor handled large volumes of transactions. The study recommends the management of Nairobi City Water and Sewerage Company to focus on both quantitative measures of success of actions and the qualitative measures inherent in the organization’s sense of values, purpose, meaning, and vision. This recognition of different perspectives of strategy will be essential for the managers and will facilitate their ability to deal with managing resources and delivering services. en_US
dc.language.iso en en_US
dc.publisher United States International University - Africa en_US
dc.subject Strategic Planning en_US
dc.subject Government Organizations en_US
dc.subject Nairobi City Water en_US
dc.subject Sewerage Company en_US
dc.subject Nairobi City Water and Sewerage Company en_US
dc.title Factors Influencing Strategic Planning Practices in Government Organizations: A Case of Nairobi City Water and Sewerage Company en_US
dc.type Thesis en_US


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