Strategic management at Parklands primary school, Kenya

Abstract

Through the use of strategic management, firms are presently reengineering the way in which they conduct their business and market their product and service. However, in spite of the crucial role played by strategic management in the success of businesses, the role of strategic management in the success of the parklands primary school, Kenya sector has not been clearly delineated. The study sought to establish the nature of strategic management in the school and to establish the challenges faced in strategic management at parklands primary school Kenya. In order to establish the objective of the study, a case study research design was adopted and data was collected from strategy personnel for the relevant cross functional departments of the parklands primary school, Kenya. The research design was a case study where primary data was collected through in-depth interviews of the respondents. The data collected was analyzed using content analysis. The study found that environmental aspects such as political and legal development, technological changes, social and cultural trends, organizational internal resources and market trades are not considered while factors that are considered are the competitors and organization internal resources. The study also found that strategic management achievement requires the involvement of both upper and lower cadre staff. The study established that employees are not involved in the formulation of the strategic plan, which affects its assessment and implementation; hence the management fails to achieve the intended objectives. The study found that most of the challenges in strategic management are as a result of putting less consideration to consultation with the staff in order to encourage decentralization of decision-making process and encouraging employees to participate in contributing ideas to enhance strategy implementation. The study established that strategic management practices in the school are in contrast with the best practices of strategic management and therefore failure to achieve the intended objectives. This contradicts the main theories used in the study such as environmental dependence theorist, resource dependence theory and the dynamic capability theory. The study recommends that further research to be carried out to establish factors causing the hindrance to the good practice and the remedy to the same issues would help take the schools to the next corporate management and achievement.