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Factors That Affect Implementation of Strategic Plans in Organizations in Kenya: A Case of KCB Bank Kenya

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dc.contributor.author Kimani, Susan
dc.date.accessioned 2019-02-07T08:10:25Z
dc.date.available 2019-02-07T08:10:25Z
dc.date.issued 2018
dc.identifier.uri http://erepo.usiu.ac.ke/11732/4315
dc.description A Research Project Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree in Master of Business Administration (MBA) en_US
dc.description.abstract The purpose of the study was to demystify the factors that affect implementation of strategic plans in KCB Bank Kenya. The backbone of the study was steered by the following research questions: Does the role that the leadership of KCB Kenya play have an effect on implementation of its strategic plans? How does resource allocation in KCB Kenya affect the implementation of its strategic plans? To what extent does the organizational culture of KCB Kenya affect the implementation of its strategic plans? This study adopted the descriptive research design. The descriptive study was used to examine the relationship between leadership, resources allocation as well as organizational culture and effective strategy implementation. The target population for this study was 1300 members of staff working at KCB Bank Kenya. The study used stratified simple random sampling technique. The sample size of the study was 308 respondents based on a formula provided by Yamane (1967) to calculate sample sizes. Primary data was gathered by use of questionnaires administered to the 308 respondents. Thereafter, data preparation was done through data clean up, editing and coding data. Following shortly was data analysis by use of descriptive statistics techniques; data was entered into the data analysis tools namely SPSS and Microsoft Excel to derive frequencies, percentages and regressions. Subsequently, data was presented in form of tables and figures after major findings. Findings reveal that a majority of respondents highly agreed that Leadership in the organization encouraged employees to actively participate in the implementation of strategy in the organization. With regard to Resource Allocation, majority of respondents affirmed to the ability for the organization to integrate, build, and reconfigure its resources to match the constantly changing organizational needs was important. Moreover, information technology infrastructure facilitated achievement of business objectives and funds allocation enhanced achievement of sufficient results. In as far as Organizational Culture is concerned, a majority of respondents highly affirmed that there was strong alignment between employee attitudes and strategic goals and objectives. Lastly, employees at all levels firmly understood their individual and inter-dependent roles in attaining the corporate vision. The study concludes that Resource Allocation has a strong, positive and significant effect on Strategic Implementation in the study area. To this end, a majority are observed funds allocation enhances achievement of sufficient results and that budgeting influenced achievement of goals. Further the study concludes that leadership improved employees’ performance and expedites strategy implementation. Information technology infrastructure facilitated achievement of business objectives and that the organization had the ability to integrate, build, and reconfigure its resources to match the constantly changing organizational needs. Last but not least, organization shows respect for a diverse range of opinions, ideas and people and the organization had missions and visions statement which they stuck to all the time. The study recommends adoption of a horizontal communication channel by the organization in conveying information on the implementation of strategies. This enhances turnaround time in strategic implementation schedules in that the strategy implementation information reaches all the stakeholders at the same time. Further the study recommends regular and frequent software updates to prevent loss of information and delays in strategy implementation cascades. Manual opening of accounts, depositing and withdrawing should be done away with and only retained as an option for exceptional cases which would be determined on a case by case basis. Increased technical support and partnering with stakeholders such as cyber cafes would cater for those bank customers with little internet knowledge and limited internet connectivity. The study also recommends that autonomy to be encouraged during the implementation process. This will ensure that the employees use their expertise to make decisions which does not necessary require management approval and the process becomes continuous all through. en_US
dc.language.iso en en_US
dc.publisher United States International University - Africa en_US
dc.subject Implementation en_US
dc.subject Strategic Plans en_US
dc.subject Organizations in Kenya en_US
dc.subject KCB Bank Kenya en_US
dc.title Factors That Affect Implementation of Strategic Plans in Organizations in Kenya: A Case of KCB Bank Kenya en_US
dc.type Thesis en_US


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