Strategic management practices adopted by the Architectural Association of Kenya

Abstract

For any organization to remain successful, it has to continuously recognize and apply strategy as a tool at all levels in order to remain relevant in an ever changing environment. The aim of the study was to contribute to a greater understanding of the strategic management practices in Membership Associations particularly the Architectural Association of Kenya. The objective of the study was to determine the strategic management practices adopted by the Architectural Association of Kenya. In order to effectively achieve this objective, a case study research design was conducted at AAK. The data was collected by use of an interview guide with a key interviewee who is a long serving member of the Association. The data collected was analyzed qualitatively using content analysis. The research revealed that the Association has a five year strategic plan with the most recent covering the period 2013-2018 which was formulated with the help of a contracted external consultant. The research also revealed that members are from time to time allowed to make contributions towards the strategy through various forums such as the AGMs, committee meetings among others. The research also revealed that the Association has applied various strategic management approaches in running its operations. The Architectural Association of Kenya continues to apply strategic management practices in running its operations so as to achieve the stated vision and mission. However, the Association should find robust ways of cushioning itself against the effects of changes in the external environment such the effects of political dynamics in the country among other factors. In addition, the fact that the leadership of the organization donates their precious time towards managing the Association’s affairs is an indicator that the Association is committed towards achieving the set goals and objectives. This is also an indicator that the Association is a learning organization since members are allowed to engage with other through various forums such as the AGMs. Owing to the nature of the working conditions in the organization, it was not possible to interview all the top leadership who had tight schedules of work and on official duties. It was also a challenge scheduling the interview sessions as the officials were stationed in different offices in dispersed locations of the organization. Further research should be done on factors affecting strategic management at the Architectural Association of Kenya. Also, research is needed on strategic management practices for a large number of similar membership organizations in the same industry. In addition, a comparative study should be done so as to establish how strategic management is practiced in other membership organizations in the same industry. This shall provide more information in terms of similarities and differences. This shall also shed more light on why some organizations are more successful than others.