Strategic Implementation Practices And The Growth Of Small And Medium Enterprises In Garissa County, Kenya

ABSTRACT

SMEs help to achieve sustainable growth as a centralized theme. However, SMEs in

Garissa county face several and critical demanding situations to their growth. The

general objective of study was to investigate the effect of strategic implementation

practices on the growth of SMEs in Garissa County, Kenya. The specific objectives of

the study were to establish the effect of resource allocation, communication, leadership

styles and organizational culture on the growth of SMEs in Garissa County, Kenya.

This study employed a descriptive research design. The study used a stratified sampling

technique. In this study the identified strata was 5 categories of SMEs namely Food

Vendors, Clothing Vendors, Beverage Vendors, Curio Vendors and Service Vendors.

The sample size was 294 respondents. The main data collection tool for this study was

questionnaire. Data analysis as done by use of descriptive statistics and regressions

analysis. The study found a significant relationship between resource allocation,

leadership, organizational culture, communication and the growth of SMEs. The survey

concludes that allocation of resources helps small and medium-sized enterprise

executives bring together more productive and efficient staff and allows them to

evaluate their schedules and readily assess the accessibility of resources in real time,

effective executive involvement can significantly improve the growth of SMEs in

Garissa, organizational culture improves employees productivity, unites employees,

easy accountability, higher job satisfaction, flexible working environment and increases

marketability of SMEs prompting better development and looking after open,

customary and precise channels of correspondence with all levels of SMEs workers and

partners is imperative to guaranteeing the and effective tasks subsequently better

development. The survey recommends that regular estimates are required for each task

within the institution so that resource usage can take place as efficiently as possible

without adversely influencing SME development. SME managers should ensure that

they control risk and mitigate uncertainty, maximize communication efficiency within

the team by being willing to lead. They should always be accessible to face the actual

difficulties facing small and medium-sized enterprises in order to comprehend the true

problems within the team that need to work to enhance SME development.

Organizational goals should be conveyed to all staff and the organisation should create

the correct distribution channels and feedback in top-down and bottom-up

communication. SMEs managers should evaluate the current culture and performance,

engage the employee in defining effective and efficient objectives, keep up an

administration framework for needs and objectives, oversee correspondence

propensities and schedules and assemble inspiration all through the procedure for better

organizational culture.