Strategic Management Practices And Service Delivery In Public Institutions In Rwanda

2020 ◽  
Vol 11 (1) ◽  
pp. 119-143
Author(s):  
Jeanne D’arc Uwanyiligira
Keyword(s):  
Service Delivery ◽  
Strategic Management ◽  
Management Practices ◽  
Public Institutions

scholarly journals Strategic Management Practices and Service Delivery at Public Hospitals in Kenya: A Case of Kenyatta National Hospital

2021 ◽  
Vol 5 (3) ◽  
pp. 115-128
Author(s):  
Tabitha Mwende Musili ◽  
◽  
Bernadette Mutinda ◽  
Keyword(s):  
Sustainable Development ◽  
Service Delivery ◽  
Strategic Management ◽  
Capacity Building ◽  
Sustainable Development Goals ◽  
Management Practices ◽  
Public Hospitals ◽  
National Hospital ◽  
The Sustainable Development ◽  
Development Goals

The aim of this research was to investigate influence of strategic management practices and service delivery at public hospitals in Kenya: a case of Kenyatta National Hospital. Specifically, the study aimed to investigate the effect of communication and capacity building on service delivery in KNH. The Sustainable Development Goals were adopted by the United Nations General Assembly in 2015 as a call to action to end poverty and protect the environment. The third goal of the Sustainable Development Goals is to promote health and well-being among people of all ages. The aim was to reduce maternal mortality to less than 70 per 100,000 live births by 2030. Kenya is, however one of the countries where the target of sustainable development has not been achieved. Among other variables, this was due to service delivery in health facilities. As the largest referral hospital, KNH is also facing service quality problems. The challenges lead to sluggish patient diagnosis and care, unduly long appointments leading to insufficient treatment adherence, and high population expectations for outstretched services. This research used a descriptive style. The Krejcie and Morgan formula was used to generate a sample size of 346 people from a target population of 3,006. To determine the sample size, stratified proportionate sampling was used. A pilot research was conducted to ensure that the instruments were valid. Descriptive and inferential method were used to analyze the results. Students, scholars, and KNH decision-makers should all learn from this research. The study established that there was a statistically significant influence of communication on service delivery at public hospitals in Kenya. The study also revealed that there was a statistically significant effect of capacity building on service delivery at public hospitals in Kenya. Keywords: Capacity building, Communication, Strategic management practices

Influence of Knowledge Management Practices on Public Service Delivery by Municipalities

Mousaion ◽  
2019 ◽  
Vol 37 (3) ◽  
Author(s):  
Charleen Musonza ◽  
Ndakasharwa Muchaonyerwa
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
Service Delivery ◽  
Public Service ◽  
Qualitative Data ◽  
Management Practices ◽  
Integrated System ◽  
Eastern Cape Province ◽  
Eastern Cape ◽  
Public Service Delivery

This study examines the influence of knowledge management (KM) practices on public service delivery by municipalities in the Eastern Cape province of South Africa. The study sought to determine the factors that have triggered the implementation of KM practices; the effectiveness of KM practices towards public service delivery; and the extent to which KM practices have influenced public service delivery by municipalities in the Eastern Cape province of South Africa. Both quantitative and qualitative methods were employed in this study. Quantitative data were collected through a survey questionnaire administered to a sample of 202 employees at the Raymond Mhlaba Municipality in the Eastern Cape. Qualitative data were collected through observations and interviews of 2 senior managers. The data collected gave a response rate of 72 per cent. The quantitative and qualitative data were analysed descriptively and presented verbatim respectively. The results indicated that the internal and external factors included in this study have contributed to the implementation of KM practices in the municipality. Furthermore, the effective use of KM practices has increased the organisational KM initiative, as well as the provision of services such as electricity, education, transport, and social services by the municipality. The study recommends the establishment of KM awareness and the establishment of an integrated system that will assist in effective knowledge sharing, retention and acquisition across municipalities in the Eastern Cape.

A Sustainable Approach for Organisational using Strategic Management

2020 ◽  
Vol 11 (2) ◽  
Author(s):  
Abdulla Almazrouei ◽  
◽  
Azlina Md Yassin ◽  
Keyword(s):  
Mortality Rate ◽  
Strategic Planning ◽  
Strategic Management ◽  
Crime Rate ◽  
External Environment ◽  
Police Department ◽  
Public Institutions ◽  
Abu Dhabi ◽  
The Public ◽  
The World

Strategic management have gained popularity in the public institutions to foster good delivery service to the public. The strategic planning enables organizations to establish a strategic match between the internal competency, resources and external environment. Majority of the successful organizations across the world use strategic management and planning as a tool that enables to optimize the operations and achieve maximum productivity with the resources. This paper reviewed on strategic management for organisations in Abu Dhabi especially for Abu Dhabi Police (ADP) force. It presents three strategic management theories which can be adopted by an organisation. This would help the organisation such as police department to reduce the increasing crime rate and mortality rate in UAE.

scholarly journals Bringing the Law Back in the Law-Government Nexus in an Era of Network Governance

2020 ◽  
Author(s):  
Stavros Zouridis ◽  
Vera Leijtens
Keyword(s):  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Network Governance ◽  
Public Institutions ◽  
Management Theory ◽  
Public Governance ◽  
The Public ◽  
New Public ◽  
The Law

Abstract Recently, scholars have claimed that public management theory has too much ignored law. Consequently, the under-legalized conception of public management has produced a flawed understanding of public management theory as well as public management practices, threatening public institutions’ legitimacy. In this article, we argue that law never left public management theory. Rather, the link between government and law has been redefined twice. We refer to the assumptions that constitute this link as the law-government nexus. This nexus changed from lawfulness in a public administration paradigm, to legal instrumentalism in a (new) public management paradigm, and to a networked concept in the public governance (PG) paradigm. In order to prevent a faulty over-legalized conception of public management, bringing the law back in should be built on lessons from the past. This article elaborates on three strategies to reconnect law and public management. We map the strengths and weaknesses of each law-government nexus and illustrate these with the case of the Dutch tax agency. In our strategies that aim to reconceptualize the current law-government nexus, we incorporate the benefits of each paradigm for public management theory. The revised law-governance nexus enables the PG paradigm to correspond to contemporary issues without encountering old pathologies.

scholarly journals Probing strategy-project alignment: The case of the South African Social Security Agency

2016 ◽  
Vol 12 (1) ◽  
Author(s):  
Gerrit Van Der Waldt
Keyword(s):  
Social Security ◽  
Strategic Management ◽  
South African ◽  
Systems Thinking ◽  
Empirical Investigation ◽  
Public Institutions ◽  
The South ◽  
Project Failures ◽  
Organisation Management ◽  
Social Security Agency

Public institutions, such as the South African Social Security Agency (SASSA) increasingly function in multi-project environments to translate strategies successfully into service-delivery initiatives. However, this ‘projectification’ often causes projects to be designed and executed haphazardly. This can lead to budget and schedule overruns, and the general wastage of an organisation’s resources. Project failures often occur where organisations do not ensure that specific projects are aligned with their core strategies. The purpose of this article is to combine the theories and principles of organisation, management, strategic management, and project management in an effort to pinpoint core determinants that can help establish the extent to which an organisation manages the alignment of its strategic projects. In the present study, the author applied the principles of interdisciplinarity, systems thinking, and organisational integration. The combined core determinants that were uncovered were then used in an empirical investigation of SASSA. The purpose of this investigation is to identify particular challenges the organisation faces in aligning their strategies and projects successfully. Thereafter, a number of recommendations follow to address these challenges.

scholarly journals Assessing the Impact of Strategic Management Practices on the Performance of Commercial Banks in Makurdi – Nigeria

2021 ◽  
pp. 34-45
Author(s):  
David Adugh Kuhe ◽  
Victor Utor ◽  
Darius Ikyanyon
Keyword(s):  
Strategic Management ◽  
Organizational Performance ◽  
Commercial Banks ◽  
Management Practices ◽  
Primary Data ◽  
Regression Result ◽  
Correlation And Regression Analysis ◽  
Management Techniques ◽  
The Impact ◽  
Structured Questionnaire

The aim of this study is to assess the impact of strategic management practices on the performance of some commercial banks in Makurdi – Nigeria. The study utilized primary data obtained through structured questionnaire administered to 160 respondents sampled from seven commercial banks in the study area. The collected data from the study were analyzed using descriptive statistics, percentages, correlation and regression analysis. The correlation results showed that strategic management practices are highly positively and significantly related to organizational performance. The regression result which explains about 99.9% variability in the model revealed that strategic management had positive and significant impact on the performance and profitability of commercial banks. The study recommended among other things that the management of the commercial banks should enhance the strategic management techniques in order to improve performance.

Influence of talent management practices on service delivery of doctors in Nairobi, Kenya: A descriptive research study

2020 ◽  
Author(s):  
Christine Onuko ◽  
Joseph Onyango
Keyword(s):  
Service Delivery ◽  
Health Workforce ◽  
Management Practices ◽  
Health Workers ◽  
Talent Management ◽  
Training And Development ◽  
Health Coverage ◽  
Health It ◽  
County Governments ◽  
Descriptive Research

Abstract Background : A reliable and dedicated health workforce is instrumental in the attainment of Universal Health Coverage and Sustainable Development Goal (SDG) three on health. This is even more appropriate for Kenya where there is a dire shortage of health workers, and where health workforce management has been devolved to county governments. This study focusses on the influence of talent management practices (attraction, training and development, and retention) on doctor’s service delivery in four county hospitals in Nairobi, Kenya. Method : The study through a descriptive research design used quantitative questionnaires to gather data from 108 doctor respondents from four County Hospitals (Mbagathi, Mama Lucy Kibaki, Pumwani Maternity, and Mutuini Hospitals) in Nairobi, Kenya. Inferential statistics were used to analyse the data. Results : Findings show that there is a positive correlation between attraction, training and development and service delivery of doctors. Employee retention, however, did not have an association with service delivery. Conclusions : As Kenya adjusts to a devolved system of governance in relation to health, it is important that the attraction, training and development, as well as retention of doctors is given serious consideration if service delivery is to be improved.

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