Influence of Organizational Culture on Strategic Involvement of Middle Level Managers in Public Forest Sector in Kenya

Abstract

This study sought to explore the organizational culture and its impact on management in the context of Public Forest Sector institution in Kenya. It particularly considered the extent to which organizational culture influence strategic involvement of middle levels managers. The study was carried out using descriptive survey due to the levels of objectivity required and the ease to make comparisons between the effects of organizational culture on strategic involvement of middle level managers in the Public Forest Sector. Using quantitative data was necessary to determine whether any statistical relationship exist between the organizational culture profile and the involvement in the strategy process by middle level managers in the research organization. The targeted population was the middle level managers based at the organization's headquarter and field offices. Stratified random sampling was used to obtain a sample proportional to 10% of the population. Culture rating was found to be very accommodative to the employees. Furthermore, management is advised to find ways of encouraging team work and also incorporate and involve the employees in decision making to enhance the organizational culture of the institution. It has also been recommended that employees should be allowed to give feedback on management issues as part of fostering growth of culture. The study revealed that the management has maintained a good working environment by consistently giving opportunities to the employees to make their contribution with regard to decision making. Communication between workers and their immediate supervisors has also been found out to be good. In turn, this could lead to better output from employees.

Strategic improvisation and HEIs performance: the moderating role of organizational culture

“…However, past studies failed to look on the possible link between SI, OC and OP, especially in HEIs. In addition, strategic role of middle line managers have been fully documented in the for profit sector (Olayo et al, 2015), neglecting the non-profit sector like HEIs. As such, the link between leaders' characteristics or leadership style and organizational performance is not complete when OC is ignored (Ogbonna and Harris, 2000).…”