ADOPTION OF STRATEGIC ISSUE MANAGEMENT BY PRIVATE HOSPITALS IN NAIROBI, KENYA

discipline that adds strategic value to organizations. In order to successfully implement its strategy, in an increasingly turbulent environment an organization needs to develop strategic issue management systems. This will enable the organization to deal with surpriseful events emerging, from the internal or external environments, which are perceived to have the potential to affect an organizations performance.

 

The study set to determine strategic issue management in private hospitals situated in Nairobi. The objectives of the study were to establish the practice of strategic issue management in private hospitals in Nairobi, Kenya and to identify factors that determine the practice of strategic issues management in private hospitals in Nairobi, Kenya. The study is significant to the hospital managers as it promotes managers strategic thinking when addressing the issues affecting their customers as well as the employees. It assists managers in identifying gaps that may require re-evaluation. It therefore creates awareness of the importance of strategic issue management as an essential tool in strategic management in the hospitals. Academicians will use the study as a basis upon which further research on issues in strategic management could be done in hospitals among other social organizations.

 

The research was conducted as a survey of private hospitals in Nairobi, Kenya, The population of interest consisted of private hospitals that were recognized by the Ministry of Health (MOH). There are 58 private hospitals in Nairobi. All hospitals were contacted, and 40 responded by filling the questionnaire. This was a response rate of 68.97%.  This became the achieved sample of this study.

 

The main instrument in data collection was through semi structured questionnaires targeting one senior manager in each hospital. Questionnaires were either dropped and picked later or emailed to the respondents. The quantitative data was analyzed by the use of descriptive statistics and then presented through percentages, means, standard deviations, frequencies and charts.

 

The research findings indicate that most private hospitals have adopted strategic issue management and there were established systems of dealing with strategic issues. 57% indicated that the importance of strategic issue management was clear to all line managers while 47.5% indicated that it was not clear to all staff in the hospital. System delay in information flow and time taken to study new unfamiliar new issues were identified by most hospitals as the most important factor that coursed delay in taking corrective decisions. All hospitals indicated that they faced various challenges in implementing strategic issue management.

 

The study recommends strategic issue management as a process of specifying the organization's objectives, developing policies and plans to achieve these objectives. To implement the policies and plans to achieve the organization's objectives it should be highly implemented in the hospitals for them to realize these set goals and objectives.

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