KAMAU Veronica Wachera, MUNGA Jane, BAIMWERA Benard


Abstract: Every organization wants to survive and grow in a constantly changing and competitive environment. To do so, it must respond and adjust to the social, economic and political environmental changes that occur. The environments of public organizations have become not only increasingly uncertain in recent years but also more tightly interconnected; thus changes anywhere in the system reverberate unpredictably, and often chaotically and dangerously throughout the environment. The study sought to assess the challenges facing implementation of strategic plans in the public sector. More specifically, it aimed at examining leadership style, financial resources, information technology, employee training and organization cultural values affect implementation of strategy plans in the selected ministry of land, housing and urban development . The study shall adopt a descriptive survey design. The target population of the study was all the 361 managers (all three levels) of the selected ministries. The researcher used stratified random sampling method from the Cochran‟s formula to select the desired sample population of 190 from the Top Managers, Middle managers and lower level managers (40%). Data collected was cleaned, pretested, validated, coded, summarized and analyzed using statistical package of SPSS V21 for Pearson correlation and regression analysis. Leadership style was found to be significant; hence, it do contribute positively towards implementation of strategic plans. Financial resource constraints was also reported to have a positive and significant effect on implementation of strategic plans. In addition, information technology programs was found to have a positive and significant effect on implementation of strategic plans. Employee training was also reported to have a positive and significant effect on implementation of strategic plans. Finally, organizational cultural values was also found to be significant and therefore an important factor in affecting implementation of strategic plans. The study therefore concludes that leadership style, financial resource constraints, information technology, employee training and organization cultural values significantly affect implementation of strategic plans. The management of the Ministry of land, housing and urban migration need to consider all the variables considered in this study in order to improve strategic plan implementation and consequently this will improve the performance of the Ministry. The researcher recommends that future research should be directed towards validating the results of this study by conducting a similar research in other sectors in Kenya by collecting data from different sources. Further research should also be conducted to investigate the other factors (48%) that affect strategic plan implementation.

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