| dc.description.abstract | Matchingstructuretostrategyrequiresmakingstructurecriticalactivitiesandorganizational unitsthemainbuildingblocksintheorganization.Coordinationisoneofthecriticalactivitiesin anyorganizationalstrategyimplementation.Internalorganizationofeachcompanyissomewhat peculiar,theresultofmanyorganizationaldecisionsandperformance.Thisstudywasto determinetheeffectofcoordinationonstrategyimplementationinmanufacturingfirmsin Kenya.ThetargetareaofthestudywasNakuruMunicipality.Thestudypopulationincluded15 randomlypickedmanufacturingfirmsinthemunicipalityofwhichhavebeeninexistencefor notlessthan10years,soastoadequatelydeterminethemagnitudeofstrategyimplementation. The120respondentswhowerethemanagersandsupervisorsinthefirms’departmentsprovided informationregardingtheextentoftheuseofresourcesharingbetweendepartments,informal contactsofemployeeinthefirmsandfirmshavinggoalswhichhavebeenmutuallyagreed upon.Thestudyemployedasurveydesign.Descriptivestatisticswasusedtoanalysethedata. upon.Thestudyemployedasurveydesign.Descriptivestatisticswasusedtoanalysethedata. ResultsofCorrelationandchi-squareanalysisshowedthatcoordinationshownosignificant effectonstrategyimplementationinmanufacturingfirms.Therefore,manufacturingfirms shouldensurethatcoordinationispracticed.
Hypothesisthatguidedthestudywasthatcoordinationhasnosignificanteffectonstrategy implementation | en_US |
