Thesis:

Influence of strategic management practices on performance of community development non governmental organisations in Kenya: A case study of shining hope for communities

Strategic management practices have continually been used all over the world to make critical decisions to improve the performance of service delivery by both private and public organizations. The main purpose of this study was to find out the influence of strategic management practices on performance of community development non governmental organization in Nairobi County, Kenya a case study of shining Hope for Communities. The research was governed by four specific objectives: to assess the influence of technology on performance of community development NGOs in Kenya, to determine the influence of human resource planning on performance of community development NGOs in Kenya, to examine the influence of organizational structure on performance of community development NGOs in Kenya and to find out the influence of organizational culture on performance of community development NGOs in Kenya. The research was anchored by two theories: strategic fit theory and Ansoff strategic success theory. The research employed descriptive research design focusing on a target population of senior management team, social workers and caseworkers comprising of 300 employees of SHOFCO located in Kibera Nairobi County, Kenya. The study used stratified random sampling technique to select a sample for the study, using a sample size of 90 individuals. The study used structured questionnaire containing open ended questions to collect data. Questionnaires were administered individually and collected after respondents had fully filled. The results were analyzed thereafter using statistical package for social sciences (SPSS), regression analysis and presentation using tables, and figures for ease interpretation and understanding. The findings showed that technology, human resource planning, organizational structure and organizational culture had a positive and significant relationship with performance of community development NGOs in Kenya. The study made several conclusions: organizational culture was the most important predictor of strategic performance of community development NGOs in Kenya. Organization structure was the second predictor of strategic performance of community development organizations in Kenya. Human resource planning was the third predictor of strategic performance of community development NGOs and finally technology was the last predictor of strategic performance of community development nongovernmental organizations in Kenya.