Implementation of Strategic Management in Kenyan Pararastatals Sector: Kenya Forest Service

A project Report by Pauline Mutoro Kusimba, Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Masters in Business Administration (MBA).The study sought to investigate the influence of organizational structure, organizational culture and leadership on strategy implementation in Kenya Forest Service. Specifically, the study was meant to assist in determining if the structure, culture and leadership styles of Kenya Forest service had any effect on the implementation of its strategic plan. Descriptive study was the most ideal for this study. The population under the study comprised 504 employees and a sample size of 35 employees based at the KFS headquarters, Karura. Primary data was collected from different targeted employees from different departments using questionnaires. Further a pilot study was carried out to determine the reliability of the questionnaires. Data analysis methods involved the use regression and correlation analysis. Data was analyzed using Statistical Package for Social Sciences (SPSS) program and presented using tables and figures to give a clear picture of the research findings at a glance. The study revealed that KFS that most employees did not know their role in the implementation of the strategy. They agreed that the current structure does not clearly define their roles. Some employees felt the current structure was not changed to suit the strategy. Moreover, they felt that current organization structure is able to facilitate decision making at any necessary level. He study also revealed that there are no proper communication channels or flow of information among the different levels of the structure. In terms of the influence of culture on strategy implementation the study revealed that most employees believe that culture of KFS has and therefore different from the one that existed in the Forest Department. The study revealed that culture of Kenya Forest Service does not support that implementation of strategy and that the government could easily affect the activities that are taking place in the organization. The study also revealed that the leaders of the organization did not communicate to other employees on their different roles in strategy implementation. Most of the KFS staff was neutral on the willingness of their leaders to help in case of any problem however some felt that their leaders totally supported the organization. The study concludes that the directors, managers, departmental heads and hired specialists participated in the strategy implementation process in Kenya Forest Service. The involvement of the top management illustrates the significance of effective strategy implementation to an organization’s overall progress. However the culture of KFS does not fully support strategy implementation The study also concludes that KFS utilizes effective leadership, effective communication of the strategy and its link to organizational goals, identifying potential vulnerabilities of the strategy, adequate planning in advance, constant monitoring of the strategy implementation, involvement of all concerned stakeholders, staff training and development and rewarding success in strategy implementation as its strategy implementation practices. The study recommends that KFS should inform the government of challenges associated with ineffective regulatory framework for appropriate remedy. Further, the study recommends that KFS should allocate more funds, train its staff and eliminate inefficiencies in its processes for it to achieve successful strategy implementation