14 Records out of 22207 Records

Corporate branding strategy and performance of Safaricom Limited

Author: Shihachi, Faith

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Brand differentiation/Corporate culture/Competitive advantage/Performance evaluation/Safaricom Limited/Telecommunications industry/ ;

Abstract:

Companies are trying to influence consumers into buying their pro~w:t instead of their competitors' products. To do so, they need to differentiate themselves. They need to convince the customers that their product offers a higher value. Since corporate brand values originate from organisational heritage and culture, and guide employee behaviours, they enable the company as a whole to unite behind a particular strategic intent. The concept of corporate branding finds its origin in product branding. Branding refers t'f the creation of such a distinctive product or service. Corporate branding brings to marketing the ability to use the vision and the culture of a company as part of a unique selling proposition (Hatch and Schultz, 2003). The idea of corporate branding is based on the assumption that consumers create images of companies based on the whole experience of these companies (Heding et al., 2009). The objective of the study was to determine corporate branding strategy and performance of Safaricom Limited. This research used a case study design. A case study refers to the collection and presentation of detailed information about a particular individual unit, example participant, a group or an event. A case study was therefore appropriate for this study because it allowed for a detailed investigation of a single subject. Primary data was collected from the company (Safari com ltd) by use of interview guide in order to determine how corporate branding strategy has influenced performance of Safaricom ltd. The data was collected from two senior managers in each of the following departments: retail department, sales and marketing department and customer care department. The data collected was analyzed using content analysis since it's a case study. This involved reviewing what the respondents have indicated to see what themes emerges out of their responses. The study found that corporate branding strategy help in improving organization performance through creating the company and product awareness, it helps in pushing up sales, performance, enhancing customer satisfaction and that corporate branding strategy seeks to create unique identity and position for its product and services and ensures that both product and organization create value beyond that of their competitors. Employee involvement in corporate branding strategy helps in successful implementation of the corporate branding strategy through ensuring responsibility in the implementation thus improving the adaptability and effectiveness, employees of Safari com Ltd through face to face contact with subscribers are able to identify customers' needs and are able to advise marketing on these areas.

Leveraging on corporate culture as a strategy in driving the competitive advantage of Safaricom Limited

Author: Kanyoi, Mercy Wanjiku

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Leverage/Corporate culture/Strategic management/Competitive advantage/Safaricom ;

Abstract:

Motivating culture helps develop a working environment' that will help ensure that individuals deliver results in accordance with the expectations of management. Organizations, everywhere, function within a specific culture, and it is becoming more widely recognized in contemporary discussions of organizational performance that managers and other organizational practitioners have to develop an understanding of their cultural settings if their organizations are to perform and compete effectively. This paper specifically sought to find the impact that organizational culture has as part of the prompting answers to the question: What is the influence of culture as a strategy in driving the competitive performance of a Mobile Telephony firm - Safaricom Limited. The researcher used primary data which was collected using self-administered drop and pick interview guides while secondary data was collected by use of desk search techniques from published reports and other documents. The respondents of the study were five (5) senior level managers at the company. These respondents were better placed in providing required data because they play a leading role in ensuring that they position the company favorably within the changing environment through instituting appropriate and timely strategic responses. Additionally, personal interviews with the respondents were conducted to allow for further probing. The secondary data was obtained from the company's documented strategies and any other relevant information about the company. The data was obtained through review of relevant documents, key among them Safaricom's strategic plan and other relevant documentations. The study established that the importance of the various factors in influencing corporate culture were communication, work environment, and the employees; and each influenced corporate culture in organizations. The respondent agreed that company policies, manager's style, company's values and company goals are of great importance in influencing corporate culture in organizations. The respondent also affirmed that office space & design, parent company, and dress code is of less importance in influencing corporate culture in organizations. The study concludes that culture as a strategy has a great influence in driving the competitive advantage of a company. The various elements of culture that affected Safaricom as an organization were attitudes, element of corporate culture and rules, norms, ethical codes and values. The study concludes that culture is aligned to the response strategies adopted by Safari com Limited. Aligning organizational culture with strategy is a powerful means of gaining and sustaining competitive advantage in industry or sector leadership. Organizations that seek leadership and sustainability make the choice for culture-by design, not default.

Factors that influence organizational commitment of employees at Kenya Plant Health Inspectorate Service Corporation

Author: Kamau, Alice Wanjiru

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Kenya Plant Health Inspectorate Service Corporation/Parastatals/Employee attitude/Corporate culture ;

Abstract:

Organizational commitment is critical to the success of any organization. Meyer and Allen (1997) stated that a committed employee is one who will stay with the organization through thick and thin, attend work regularly, put in a full day and may be more, protect company assets and who shares company goals. The purpose of this study was to identify the factors that influence organizational commitment among employees in Kenya Plant Health Inspectorate Service. The study adopted a case study design. Data was collected using questionnaires directly administered to the respondents. Out of the sample of 100 employees, 84 members of staff responded thereby giving a response rate of 84%. Factor analysis was used to rank the factors that influence organizational commitment in Kenya Plant Health Inspectorate service. The findings indicated the significant factors influencing organizational commitment in Kenya Plant Health Inspectorate service to be educatduration of service and job category. Specifically, the organization should focus its attention on the leading factors identified which include employees age, job category and level of education. From the above findings, it is concluded that majority of the employees are committed to the organization. It is recommended that future research should investigate the extent to which these findings can be generalized to other regulatory institutions in public service since this was a case study on Kenya Plant Health Inspectorate Service, a parastatal mandated to regulate all the plants and plant materials entering or leaving the country.

The relationship between performance measurement and organisational culture systems in Kenya Manufacturing sector

Author: Ndogo, Dorcas Watheri

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Performance evaluation ; Corporate culture ; Manufacturers ;

Abstract:

The aim of this study was to determine relationship between organizational culture systems and performance measurement systems (PMS). The objectives are:to establish the organizational culture systems in Kenyan manufacturing sector; to establish performance measurement systems used in Kenyan manufacturing sector;and to establish the relationship between the type of organizational culture and PMS used by the manufacturing sector. To test this relationship empirically data were collected throughaquestionnaire survey of manufacturing firms in Kenya. Hierarchical cluster analysis was used to identify two PMS groups and assign them to traditional and contemporary types and two types of organizational culture and assign them to flexible and control cultures. The study established that the firms which had control culture used traditional PMS and those that had the flexible culture used contemporary PMS.Therefore the culture of an organization plays a key role in determining the type of the PMS used hence there is a relationship between these two variables.

The perceived relationship between organizational culture and employees' job satisfaction at Kenya Commercial Bank

Author: Omega, Peter Musera

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Perceptions ; Corporate culture ; Employee attitude ; Job satisfaction ; Kenya Commercial Bank ; Commercial banks ; Banking industry ;

Abstract:

The purpose of this study was to establish the perceived relationship between the organizational culture dimensions and job satisfaction among KCB employees in Kenya in view of the culture transformation programme that the Bank has rolled. The culture transformation programme aims at enabling employees to on one hand appreciate the internal customer and on the other serve the external customer better. The research design was a descriptive study and the questionnaire was used to collect data. The results of the study show that organizational culture dimensions of organizational supportiveness, emphasis on rewards, performance orientation and innovation orientation have a direct relationship with the job satisfaction of employees at KCB. The study however found no relationship to exist between stability and communication and employees' job satisfaction. Some of the recommendations of the study include: that the organization should encourage senior managers to support their junior employees in order to achieve job satisfaction. The organization should focus on rewarding members of staff based on their contribution to the bank and merit. The bank should support and invest in innovation. Finally the bank should focus on conducting objective performance evaluation so as to achieve employee satisfaction

Organisation culture and performance of Kenya Commercial Bank Ltd

Author: Maato, Mary Moraa

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Corporate culture ; Performance evaluation ; Financial performance ; Kenya Commercial Bank ; Commercial banks ;

Abstract:

This research evaluates the influence of organisation culture on the performance of Kenya Commercial Bank Ltd. Managing organisation culture is instrumental in ensuring that a company's objective is understood and implemented by employees. However due to globalization challenges, financial institutions seek business expansion in the foreign countries through direct foreign investment and aggressively establishing subsidiaries. As a result, they face to multicultural challenges. Cultural diversity has become one of the important challenges that an international company can face because culture affects attitudes, approaches and perceptions of people. Literature reveals that companies that know how to develop their cultures in an effective way most probably have the benefit of advancement in productivity and the quality of work life among the employees. Indeed, employees must absorb the organisational culture at the maximum strength and the top management should provide a precise guideline and direction to motivate the employees in achieving the company's objectives. Using content analysis, results indicate that organisation culture positively influence performance at KCB Ltd. The findings indicate that determining the culture prevailing in a company at some moment in time requires the study of the company's values, practices, and artefacts of the core task defined by them. By comparing these elements an attempt is made to clarify the underlying assumptions prevailing in a company.

Organizational capabilities as a source of competitive advantage at Airtel Kenya

Author: Muhura, Stella Wairimu

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Organization development ; Strategic management ; Competitive advantage ; Airtel Kenya ; Corporate culture ; Telecommunications industry ;

Abstract:

Corporate success derives from a competitive advantage which is based on distinct capabilities, which is most often derived from the unique character of a firm's relationships with its suppliers, customers, or employees, and which is precisely identified and applied to relevant markets. Corporate success is not the realization of visions, aspirations, and missions the product of wish driven strategy but it is the result of a careful appreciation of the strengths of the firm and the economic environment it faces. The study aimed at establishing organizational capabilities as a source of competitive advantage at Airtel Kenya. In attempting to achieve the objectives of the study, a case study research design was adopted. An interview guide was used to collect data on strategic capabilities used by the organization in gaining competitive advantage. The data obtained from the interview guide was analyzed qualitatively using content analysis. The study established that the company's strategic capabilities that gave it a competitive advantage over the other mobile companies was in the human resource, physical infrastructure and the distribution network, strong brand, technology, market research, innovation and manpower development and talent nurturing. The respondents noted that the company has put in place mechanisms to safeguard its capabilities through confidentiality agreement to the staff and the partners, stringent policy on company assets, firewalls on information technology infrastructure, bonding policy on training. The company carries out an audit to ensure competitive advantage through weekly and monthly audit reviews on performance in various key result areas while benchmarking against others in the sector as well as among departments.

Effects of organizational culture on strategy implementation in commercial banks in Kenya

Author: Muthoni, Eunice

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Effects ; Corporate culture ; Strategic management ; Commercial banks ; Banking industry ;

Abstract:

Commercial banks in Kenya have realised tremendous growth in the last five years and have expanded to the East African region. The banking industry in Kenya has also involved itself in automation, moving from traditional banking to better meet the growing complex needs of their customers and cope with globalization challenges. There has been increased competition from local banks as well as international banks, some of which are new players in the country with a varied array of organisational cultures hence a worthwhile sector to focus on in this study. Organizational culture is the shared values,beliefs and norms within an organization, and is the foundation from which strategy emerges. In order for strategy to receive sustained support, it must be aligned with organizational culture. Organization's strategy requires a culture that is supportive of change. Strategic balancing is based on the principle that the strategy of a company is partly equivalent to the strategy of an individual. Indeed, the performance of companies is influenced by the actors' behavior, including the system of leaders' values. The study aimed at addressing this gap by examining the cultural manifestations in commercial banks in Kenya and their effects on strategy implementation. The study employed a census survey design targeting all licensed commercial banks in Kenya. The target population of this study was 43 representatives from all the 43 licenced commercial banks with Nairobi as the focus and commercial hub. The study used a questionnaire to collect primary data. The data was analyzed using both qualitative and quantitative techniques using Statistical Package for Social Sciences. The study found that for competitive advantage to be gained across Kenyan banks, strategy implementation should be aligned with strong organizational culture.

The institutionalization of corporate social responsibility in State Corporations in Kenya

Author: Muita, Anthony Johnson

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Corporate culture ; Corporate responsibility ; Social responsibility ; Parastatals ; Government sponsored enterprises ;

Abstract:

Corporate social responsibility has become a critical aspect of business operation and more so for legitimacy in the society at all comers of the world business. Businesses are striving to get recognition for their responsibility on their sensitjvity towards the relationship with their stakeholders. The benefits enjoyed by the socially responsible business can con be overload by then compliant ones hence the need to take the part of institutionalization of CSR in their business operations. Through incorporation of CSR programs into the daily operation of the institutions it gives it a competitive edge in the competitive market. Organizations need to explore various ways and means to incorporate these programs in their operations in order to be accountable to all their stakeholders. This is a study of state corporations in Kenya. The objective of the study was to determine the extent and factors influencing institutionalization of corporate social responsibility is state corporations in Kenya. State corporations are business units owned, managed, and controlled by the central ,state or local government with a view to maximize social welfare and uphold the public interest. They have undertaken incorporation of corporate social responsibility into their operations at different levels. Institutionalization of CSR in their operations can be understood to be as the incorporation of CSR programs into their day to day dealings. The data for the study was collected from primary source. This was done through questionnaires which were administered to the managing directors of the sampled state corporations. The SPSS and content analysis methods were used to analyze the data collected. The study established that most state corporations have already embraced operations that indicated that the have institutionalized CSR even if it's not fully. The indictors that were put across to the respondents by the researcher indicated that corporations have taken various routes in their course of institutionalization of CSR hence it has been done to great extent. The study also established that state corporations are' driven by various factors in order to incorporate CSR in their operations. The stand out factor was government legislation. Though it was not clear why this was the case, it would be considered to be the correct position due to the mandate of the State Corporations which are outlined in the government policies. The need to adhere to the expectation from the controller who is the government concludes the high influence.

Factors affecting organisational performance : the case of the National Environmental Management Authority (NEMA)

Author: Matsanga, Francis

Awarding University: University of Nairobi, Kenya

Level : MA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Environmental management ; Environmental policy ; Corporate culture ; National Environmental Management Authority (Kenya) ; Government agencies ;

Abstract:

The Environmental Management and Coordination Act (EMCA) was enacted in 1999 marking a key milestone in promoting sustainable environmental management in Kenya. The National Environment Management Authority (NEMA) was established under the EMCA as the principal instrument of Government for the implementation of all policies relating to environment. In spite of its strengths and opportunities NEMA's visibility remains low. This study was undertaken to obtain some perspectives on the effect of organizational culture, Monitoring and Evaluation, Coordination on the performance of NEMA. Thirty five (35) respondents from NEMA, nine (9) respondents from Government Ministries specified on the First Schedule of EMCA, four (4) from United Nations agencies and two (2) from the donor community were interviewed to obtain information on factors affecting NEMA's performance. NEMA respondents were selected through stratified random sampling using the Authority's organogram and staffing table. Each of the seven departments of NEMA was considered a stratum. Fifteen senior managers and twenty technical personnel were selected from a sample frame of 105 subjects. Departmental heads were purposively selected while other respondents were randomly selected. Respondents from the ministries were selected using the EMCA first schedule. A stratified sampling technique was employed for Government Ministries and 18 respondents were purposively selected from a sample frame of 36 subjects drawn from the 18 ministries specified on the First Schedule of the EMCA. Each ministry was considered as a stratum. The data collected was analysed using the Statistical Package for Social Sciences (SPSS). Findings of the study indicate some relationship between organizational culture, coordination and NEMA's performance. There was no evidence of any relationship between Monitoring & Evaluation and knowledge management, a key factor in organizational performance. For NEMA to improve its performance and enhance its visibility, it will need to strengthen its cross-departmental communication and collaboration, embrace technology and leverage its intellectual capital through better use of its knowledge management systems.