Strategy Implementation Practices and Performance of Selected Evangelical Churches in Nairobi City County, Kenya

2019 ◽  
Vol 3 (V) ◽  
pp. 103-122
Author(s):  
Jenifer Timbomei ◽  
Shadrack Bett
Keyword(s):  
Resource Allocation ◽  
Organizational Culture ◽  
Organizational Structure ◽  
Strategy Implementation ◽  
Top Management ◽  
Baptist Church ◽  
Evangelical Churches ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Implementation Practices

Every entity seeks accomplish its set goals, mandate and the reason for which it is established. The concept of organizational performance refers to the degree of achievement of the organization’s objectives, which is critical to its success and sustainability. The manner in which an organization implements its strategic plan largely determines the resultant success in the achievement of its strategic objectives. The primary objective of this study was to determine the influence of strategy implementation practices on the performance of select evangelical churches within Nairobi County. The specific objectives of the study were to investigate how organizational structure influences performance; examine the influence of resource allocation on overall performance; to establish the extent to which top management commitment affects performance and; to assess the influence of organizational culture on the performance of select evangelical churches in Nairobi City County. The variables of strategy implementation studied were organizational structure, resource allocation, top management commitment and organizational culture. The study was anchored on Burke and Litwin causal model and the Seven-S Model. The study adopted a descriptive research design and focused on a variety of respondents drawn from select evangelical churches within Nairobi City County - Christ is the Answer Ministries, Nairobi Baptist Church, Nairobi Chapel, and Parklands Baptist Church. The study targeted a population of 400 comprising of pastors, employees, church leaders, volunteers and members. A sample of 20% was applied generating a sample size of 80. Relevant data was gathered using structured questionnaires with both open and closed-ended questions. Qualitative data analysis involved explanation of information obtained from the empirical literature and required the use of numeric measures to the scores of the various responses. This was done with the aid of SPSS. The output of the analysis was presented in tables and charts, and interpretations made based on the research objectives. Generalizations of the results were made. The study established that organizational structure, resource allocation, top management commitment and organizational culture have a significant influence on the performance of evangelical churches. The study recommended that churches should develop organizational structures supportive of strategy implementation. It further recommended that the resources available should be focused on priority activities for optimum performance. In addition, the management should have a supportive and committed attitude towards strategy implementation to promote organizational success. It further recommended that churches create and uphold a positive institutional culture that supports high performance and effective implementation of the strategy.

scholarly journals Strategy Implementation Practices and Performance of Private Hospitals in Nairobi City County

2021 ◽  
Vol 6 (1) ◽  
pp. 1-22
Author(s):  
Mary Mwangi ◽  
Allan Kihara
Keyword(s):  
Organizational Culture ◽  
Dynamic Capabilities ◽  
Pearson Correlation ◽  
Strategy Implementation ◽  
Primary Data ◽  
Unique Contribution ◽  
Policy And Practice ◽  
Private Hospitals ◽  
Management Commitment ◽  
Implementation Practices

Purpose: Given the importance of effective strategy implementation, this study therefore sought to assess the influence of strategy implementation practices on performance of private hospitals in Nairobi County. This study was guided by the following specific objectives: to establish the effect of management commitment on performance of private hospitals in Nairobi County; to assess the effect of organizational culture on performance of private hospitals in Nairobi County. Methodology: The study was guided by Higgin’s 8S’framework and supported by dynamic capabilities theory. The study used a descriptive survey research design. The unit of analysis was private hospitals in Nairobi County. There are 55 private hospitals in Nairobi County. The unit of observation was top managers in each of the 55 private hospitals in Nairobi County. This study was a census of 55 private hospitals in Nairobi. The study collected primary data using semi-structured questionnaires. The questionnaires were self-administered to the respondents by the researcher. Collected data was analyzed using quantitative techniques. SPSS (version 22) was applied in analyzing quantitative data where descriptive statistics including means, frequencies, percentages and standard deviations were computed. The study also computed inferential data analysis by use of Pearson correlation coefficient and multiple regression analysis. Displaying of the information was done in table and figures. Findings: The study found that management commitment positively and significantly influences performance of private hospitals; organizational culture positively and significantly influences performance of private hospitals. Unique contribution to theory, policy, and practice: The study therefore recommends private hospitals to ensure that it is committed fully in all the activities/practices done by the organization. This can be achieved by ensuring it provides its employees with strategic direction and objectives. Also, it is important to ensure thee is effective communication at all levels and in all directions. The study recommends private hospitals to ensure they have a favourable culture that facilitates enhanced performance. They have to ensure the environment is supportive, it ensures there is knowledge sharing and that work ethics exist. Also, when implementing strategy, care should be taken to assess the strategy and ensure that culture link compatibility; this is because, if the planned strategy is in line with existing culture, strategy implementation becomes easier.

scholarly journals Knowledge Sharing in Ontario Colleges: The Way to Sustainable Education

2018 ◽  
Vol 8 (1) ◽  
pp. 156 ◽  
Author(s):  
Rania Mohy EL Din Nafea ◽  
Esra Kilicarslan Toplu
Keyword(s):  
Organizational Behavior ◽  
Knowledge Sharing ◽  
Corporate Culture ◽  
Quality Education ◽  
Top Management ◽  
Global Citizens ◽  
Knowledge Repositories ◽  
Innovation In Education ◽  
Management Commitment ◽  
Top Management Commitment

This paper puts forward several principles that the authors believe are essential for quality education in Canadian colleges. The relationship between establishing communities of practice, creating knowledge repositories, encouraging top management commitment to knowledge sharing and establishing a comprehensive reward system are examined in relation to innovation in education. Sustainable Development Goal (SDG) #4 of the UN postulates quality education among its top initiatives.The question that arises is how do we ensure that SDG #4 is implemented in higher education institutions? Accordingly, data was collected through observation of faculty and staff from the 2017 Ontario Colleges strike. Although a strong corporate culture exists in Ontario colleges, the system continues to struggle with explicit top management principles that support knowledge sharing across different disciplines. Inter and intra departmental forums including students are non-existent. Knowledge repositories, that staff, faculty and students can tap into are lacking. A greater conversation with stakeholders is imperative to weave all the threads of organizational behavior practices together to nurture future global citizens. Only then can we achieve sustainable quality education.

Top management commitment and lean team members’ prosocial voice behaviour

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Abdul Latif ◽  
Jan Vang
Keyword(s):  
Large Scale ◽  
Employee Voice ◽  
Value Stream Mapping ◽  
Top Management ◽  
Content Type ◽  
Team Members ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Six Dimensions ◽  
Prosocial Voice

Purpose Top management commitment (TMC) and prosocial voice behaviour in Lean teams are vital for the successful Lean implementation. This study aims to investigate how TMC influences Lean team members’ prosocial voice behaviour and how such changed voice behaviour affects the outcome of Lean implementations. Design/methodology/approach The authors have used a qualitative research methodology to examine six dimensions of TMC (communication, involvement, support, empowerment, encouragement and monitoring) in two ready-made garment (RMG) factories in Bangladesh. Operational performance was measured by efficiency, quality, value stream mapping, single-minute exchange dies and 5S scores. Occupational Health and Safety (OHS) was assessed by acceptable head and back positions, machine safety, use of masks and housekeeping. Findings The findings reveal that TMC influences Lean team members' voice behaviour positively and, thereby, company's performance. Six dimensions of TMC are all critical for mobilizing prosocial voice, which then improves productivity, OHS and enhancing employee capacity and job satisfaction. Research limitations/implications This research involved two sewing lines in two RMG factories in Bangladesh. Cross-sector and large-scale international quantitative research is also needed. Practical implications This research shows how TMC and Lean problem-solving teams can mobilize employee voice. Originality/value Employee voice is a central issue in the implementation of Lean. To the best of the author’s knowledge, for the first time, the authors show how the six dimensions of TMC influence Lean team members’ voice behaviour in the workplace and thereby how prosocial voice affects team performance.

scholarly journals The Factors Affecting Behaviour Based Safety (BBS) Implementation in Oil and Gas Industry

2018 ◽  
Vol 7 (3.11) ◽  
pp. 157
Author(s):  
Amanda Antonio Galis ◽  
Norfashiha Hashim ◽  
Faridah Ismail ◽  
Norazian Mohd Yusuwan
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Top Management ◽  
Organizational Safety ◽  
Gas Industry ◽  
Factors Affecting ◽  
Management Level ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Oil And Gas Companies

The application of Behaviour-Based Safety (BBS) in the oil and gas industry is facing a severe challenge that safety performance may decline when BBS intervention is removed, due to the dynamic and transitory nature of working area and workforce. This research investigates the factors affecting the implementation of Behaviour-Based Safety (BBS) approach in Oil and Gas Industry. Seven oil and gas companies practicing BBS had been chosen for case study. These companies has been implementing BBS as part of the safety exercise from 2 to 20 years. The findings show that implementation of BBS started by the request from the client. Seven challenges of implementation BBS emerged during the interview that is data management, top management commitment, employee acceptance towards program, organizational safety culture and financial barrier. While, the factor that influences the implementation of BBS is the organization commitment, top management level, training and understanding of workers toward BBS are the factors that affect the implementation of BBS in oil and gas industries.  

scholarly journals Examining top management commitment to TQM diffusion using institutional and upper echelon theories

2017 ◽  
Vol 56 (8) ◽  
pp. 2988-3006 ◽  
Author(s):  
Rameshwar Dubey ◽  
Angappa Gunasekaran ◽  
Stephen J. Childe ◽  
Thanos Papadopoulos ◽  
Benjamin T. Hazen ◽  
...  
Keyword(s):  
Top Management ◽  
Upper Echelon ◽  
Management Commitment ◽  
Top Management Commitment

Measuring Top Management Commitment in SMEs: A Self‐Assessment Scale

2007 ◽  
Vol 8 (3) ◽  
pp. 35-45 ◽  
Author(s):  
Winston G. Lewis ◽  
Kit F. Pun ◽  
Terrence R.M. Lalla
Keyword(s):  
Assessment Scale ◽  
Top Management ◽  
Self Assessment ◽  
Management Commitment ◽  
Top Management Commitment

scholarly journals PENGARUH KOMITMEN MANAJEMEN PUNCAK DAN PERAN AKUNTAN MANAJEMEN TERHADAP SISTEM INFORMASI LINGKUNGAN DAN DAMPAKNYA KEPADA KINERJA LINGKUNGAN

2017 ◽  
Vol 9 (1) ◽  
Author(s):  
Toto Kurniawan ◽  
Ririn Breliastiti
Keyword(s):  
Information System ◽  
Environmental Performance ◽  
Environmental Information ◽  
Environmental Data ◽  
Top Management ◽  
Management Accountant ◽  
Management Accountants ◽  
Management Commitment ◽  
Top Management Commitment

<p>Disclosure of information about environmental performance (environmental performance information) to external parties is an important step to show that the company is a good corporate citizenship. Top management realized that the commitment on environmental sustainability can provide a competitive advantage to companies through reduced costs, increased market share, image enhancement and technological leadership. In addition, the role of the management accountant had already increasingly taken into account. The seriousness of top management and company management accountants will be reflected in the establishment of an information system in which to accommodate information about the environment. In practice, most companies do not have adequate systems for measuring and managing environmental costs, or coordinate the collection of environmental data for managerial decisions. This study aims to determine the effect of directly or indirectly from the top management commitment and the role of the management accountant which is mediated by the information system environment on environmental performance. The population in this study are private companies that are domiciled or headquartered in Jakarta. The method of selecting samples using a convenience sampling and purposive sampling. Respondents who have been targeted in this research is the employee who has occupied the minimum level supervisor. The data used are primary data collected through questionnaires. Data analysis was performed using analysis of PLS (Partial Least Squares). The results showed that the top management commitment, both directly and indirectly affect the environmental performance. The role of the management accountant directly affect environmental performance. Environmental information system influence on environmental performance.</p><p><br />Keywords: top management commitment, the role of management accountants, environmental information systems, environmental performance, management accounting</p>

scholarly journals SUPPLY CHAIN QUALITY MANAGEMENT (SCQM) PRACTICES AND THE EFFECTS ON CUSTOMERS’ SATISFACTION IN THE BREWERY COMPANIES IN CAMEROON

2020 ◽  
Vol 5 (1) ◽  
pp. 73-86
Author(s):  
Nicodemus Tiendem ◽  
Elle Serge Messomo ◽  
Sama C. Molem ◽  
Sunday Agbor Mbu
Keyword(s):  
Supply Chain ◽  
Quality Management ◽  
Customer Satisfaction ◽  
Continuous Improvement ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Top Management ◽  
Management Commitment ◽  
Top Management Commitment

Purpose: The heightening of competitive pressures has led companies to utilizing quality management practices through indirect competition. The brewery companies in Cameroon recently are noticing a wide variety of practices to this effect. This paper so sort to identify the supply chain quality management practices suitable for the brewery companies in Cameroon and also to examine their effects on customer satisfaction. Methodology: The study made use of a case study survey research design. The quest for originality and the desire to address issues particular to the brewery companies in Cameroon gave room for the use of primary data collected using a survey questionnaire. From a diverse population 200 customers of the four principal brewery companies in the South West Region participated in the study. The Cronbach’s Alpha was used to identify key constructs of supply chain quality management while the OLS technique was used to examine their effects on customer satisfaction. Results: The study found that the supply chain quality management practice suitable for the brewery companies in Cameroon were top management commitment, strategic supplier partnerships, customer relationship management, information sharing and continuous improvement and innovation. Further, top management commitment, strategic supplier partnerships, customer relationship management, continuous improvement and strategic supplier partnership were found to significantly affect customer satisfaction at 5% level of significance while information sharing was insignificant. Generally, 39.9% of variations in customer satisfaction were as a result of changes in supply chain quality management. Unique contribution to theory, policy and practice: The unique contribution to practice rest on clearly identifying the constructs of supply chain quality management suitable to the brewery companies in Cameroon. In relation to theory the study established a significant relationship between supply chain quality management and customer satisfaction and made policy recommendations for the implementation of top management commitment, customer relationship management, continuous improvement and strategic supplier partnership.

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