Abstract:
Implementation of strategic plan is significant for institutional performance because strategies may not be of essence unless appropriately implemented. Management should have a clear strategic plan in order to successfully establish its prospects for their organization. The research aimed at analyzing the implementation strategic plan and organizational performance in Ainamoi Sub-County Hospitals. The study formulated the following objectives; to examine how management styles, allocation of resources, organizational culture and organizational structure influences implementation of strategic plans and the performance of the organization. The research employed a case study design with a target of 340 employees; Stratified sampling technique was used to determine the sample and a sample size of 181 was arrived by a formula of Krejcie and Morgan (1970). Questionnaires, the main tool for data collection established how management styles, allocation of resources, organization culture and structure influenced implementation of strategic plan. The collected data was analyzed using descriptive and inferential statistics. Descriptive statistics used included frequencies, percentages and tables. A multiple regression analysis was used in inferential statistics. Findings of the study were presented by use of frequency tables and graphics. The study found out that management style influenced implementation of strategic plans and organization performance, through the preference of institutional leadership though the correlation coefficient index showed a relatively weak relationship (β = -0.376, p < 0.00). Findings on resource allocation influences on the implementation of strategic management plans was rated as moderate on the correlation coefficient index of (β = -0.243, p< 0.00). The influence of organizational culture on organizational performance had a positive correlation coefficient index of (β = 0.339, p< 0. 00). Finally organizational structure was found to influence performance in Ainamoi SubCounty hospitals. However this was indicated as negligible on the correlation coefficient index and this is supported by (β = 1.137, p< 0.00). Recommendations of the study were that; management should provide a leadership role in ensuring that all the stakeholders are committed towards implementing the strategic plan. Both the county and national government should be in-charge with management of health sector and should ensure that adequate resources are availed to the institutions for purposes of strategy implementation and organizational performance. It was further recommended that the incoming hospital management structures take note of cultural dynamics so that an absolutely new slate of practices is enacted and experts who are involved in regular reviews adopt organizational structures. This is to avoid monotony in job design and bureaucracy which barricade goal realization. Future study should link strategy implementation and performance, to ascertain how the two relate.
