Effects of organizational culture on strategy implementation in faith based organizations-a case of Deliverance Church International-Kasarani, Nairobi.

Abstract

Organizational culture has been associated with various outcomes within organizations. Decision making, performance and processes among others are linked to the type of organizational culture adopted by a firm. The broad objective of this study was to ascertain the effects of organizational culture on strategy execution in faith-based organization a case study of the Deliverance Church International Kasarani-Nairobi. The study was significant in that it would help the church administration in Strategy Execution Planning. The study used a case study design. Data was collected by use of Questionnaires, from a sample of 115 participants conveniently selected. Data was then analyzed by use of both descriptive statistics and inferential statistics to establish the relationship between organizational culture and strategy implementation. It was found that Family culture (FAM) had a weak effect on strategy implementation in church organizations. Secondly, the Eiffel Tower culture (EIF) had no effect on strategy implementation success in Church organizations. Thirdly, the guided Missile culture (GUI) had a weak effect on strategy implementation success in church organizations. Lastly, the Incubator culture (IN) had no effect on strategy implementation success in church organizations. In conclusion, it is important that organizations, whether faith based or otherwise, should implement the right culture if they seek to enhance strategy implementation success. It was recommended that to implement strategy in organizations, they should first take consideration of the type of culture in place. Secondly, organizations should have a culture that is participative and people centred to implement strategy execution. Lastly, organizations should not focus on using task-oriented cultures with high levels of hierarchy and bureaucracy.