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INFLUENCE OF ORGANIZATIONAL STRUCTURE ON STRATEGY IMPLEMENTATION BY COUNTY GOVERNMENTS IN KENYA

INFLUENCE OF ORGANIZATIONAL STRUCTURE ON STRATEGY IMPLEMENTATION BY COUNTY GOVERNMENTS IN KENYA

John Gitau Kagumu: Jomo Kenyatta University of Agriculture and Technology

Prof. Romanus Odhiambo: Jomo Kenyatta University of Agriculture and Technology

Dr. Esther Waiganjo: Jomo Kenyatta University of Agriculture and Technology

 


ABSTRACT

The 2010 Constitution of Kenya created 47 county governments which became functional after its promulgation on 27 th August 2010, and were actualized after the general elections of 2013. The counties were to write strategic plans that would guide them in respect to development programs in the county and how to carry out the devolved functions from the national government. This study sought to explore the influence of organizational structure on strategy implementation by county governments in Kenya. The target population was 506 senior personnel drawn in all the five counties who included; County Executive, Sub- county Administrators, Members of County Assembly, and Ward Administrators from whom a sample size of 215 was drawn through stratified probability sampling based on different strata and then random sampling from each strata. Data was collected using a semi- structured questionnaire and an interview guide. The data collected was analysed using descriptive and inferential statistics. Qualitative responses were analysed using content analysis. Descriptive and inferential analysis techniques were used. The descriptive technique involved generation of frequencies, mean and percentages while inferential analysis technique involved establishing significant linear relationship between the dependent variable and the independent variables. Pearson’s correlation analysis and regression analysis were performed under the inferential analysis. The ANOVA F-statistic was used to test the research hypothesis for the regressor coefficients for each variable to be equal to zero. An analysis to determine the combined influence of all the independent variables was done. The data was presented in form of tables, graphs, and charts. The questionnaires that were picked from the respondents and which were dully filled in and used for data analysis were 190. This was a response rate of rate of 88.37% was very good for carrying out analysis and inferential conclusions. The findings imply that organizational structure has a significant influence on strategy implementation by County Governments in Kenya. The regression analysis from the responses of the respondents demonstrated that the coefficient of determination as indicated by the adjusted R square was 0.443 implying that 44.3% of the Strategy Implementation by County Governments is explained by Organizational Structure. The ANOVA test was used to show the overall model significance. Since the p-value is less than 0.05, then organizational structure had a significant explanatory power on strategy implementation by county governments in Kenya (F=140.709 and p-value <0.05). The regression equation was written as: Y= 1.773+ 0.604 X4; Where X4 is Organizational Structure and Y is Strategy Implementation by County Governments. It can therefore be concluded that the aspects of organizational structure of the county governments had a positive significant influence.These aspects were; line of command (78.3%), responsibility and authority (76.1%), as well as job definition (71.8%) while the sum of the influence of organizational structure influence was 95.3%. as analysed in Table 4.16. These study findings implied that organizational structure of the county governments in Kenya has a significant influence on their strategy implementation. Organizational structure of the county governments should be aligned to the strategy being implemented. The county government should train middle level management on the new strategy that is being introduced. It is also important for county governments to institute organizational structure that    supports strategy implementation and one that ensures that there is overall coordination in inter- departmental linkages and flow of communication.


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