| dc.description.abstract | Many organizations are able to generate innovative strategic plans, but few are able to
successfully implement these plans. NCPB has a five year strategic plan that runs through
the year 2009 to 2013. East Africa Grain Council (2009), NCPB reforms are long
overdue, the NCPB strategic plan is not available in the public domain and stakeholders
had not been consulted on the proposed warehouse receipt system and commodity
exchange. This clearly shows that NCPB has faced challenges in implementing its
strategic plan. This study sought to fill the gap by seeking answers to the question on
implementation of strategic decision whereby it will focus on National Cereals and
Produce Board. The study sought to determine the effects of top management
commitment, coordination of activities, individual responsibilities and organization
culture on strategy implementation at National Cereals and Produce Board. A descriptive
study was considered as the appropriate research design since it is a more appropriate
strategy for answering research questions which ask ‘how and ‘why’ and which do not
require control over the events. The target population composed of 781 staff in different
managerial levels currently employed at National Cereals and Produce Board and various
farmers and a sample of 15% was appropriate. From each stratum the study used simple
random sampling to select 117 respondents. The researcher administered a survey
questionnaire individually to employees of National Cereals and Produce Board who
were the Target population. Quantitative data collected was analyzed by the use of
descriptive statistics using SPSS and presented through percentages, means, standard
deviations and frequencies. The study established that to ensure strategy is implemented
as intended, senior executives must not spare any effort to persuade the employees of
their ideas. The study also established that lack of coordination results to implementations
taking more time than originally expected and had a negative impact on strategy
implementation in National Cereals and Produce Board. The study revealed that it is
desirable to create a fit between the intended strategy and the specific personality profile
of the implementation’s key players in the different organizational departments. The
study also established that strategy implementation evolves either from a process of
winning group commitment through a coalitional form of decision-making. | en_US |
