ADMINISTRATORS’ MANAGEMENT SKILLS AND IMPLEMENTATION OF STRATEGIC PLANNING IN PUBLIC SECONDARY SCHOOLS IN MURANGA COUNTY, KENYA
Abstract
This research assessed administrators’ skills and their effect on execution of strategic planning in secondary institutions in Murang’a County, Murang’a South Sub County, Kenya. The study assumed the strategic planning theory and synoptic model and adopted a descriptive research design. Targeted population was 205 respondents with 41 interviewees from each strata of principals, deputy principals, department heads, BOMs’, and Parents Associations’ where a sample size of 135 interviewee was appraised through Yamane’s formula. Consequently, for avoidance of any favoritism, simple random sampling was used to select 27 public secondary schools. Qualitative data was collected through questionnaires while structured interviews collected qualitative information. Research instruments were put to test among 15 respondents which was above the recommended 10% of the sample to attest the authenticity and validity. Cronbach’s alpha was used to determine the consistency across time and a reliable index of r>0.7 was obtained. The data analysis identified shared arguments from the participator experiences. Descriptive statistics; mean, frequency, and standard deviation was used to quantify data and emphasis was placed on degree of agreement among study variables. The coded data was examined by statistical central tendency measures and disparity measured through standard deviation and finally end results recorded in frequency tables, pie charts and bar graph. Multi-regression model was used in testing the degree of correlation and influence between dependent and independent variables using the SPSS software. Resource mobilization skills revealed a positive and significant effect on implementation of strategic planning with β1 =0.224, p= 0.020, which was <0.05. While stakeholder’s involvement skills, had a negative and insignificant influence on implementation of strategic planning with β2 = -0.037, p= 0.629, which was >0.05. However, monitoring and evaluation skills had both positive and significant effect on implementation of strategic planning with β3 =0.249, p= 0.12, which was >0.05. The level of satisfaction on internal efficiency and realization of the curriculum objective was highly achieved. On administrators’ resource mobilization skills, the study recommended engagement in alternative resource mobilization activities to the satisfaction of internal efficiency on implementing strategic planning. On administrators’ stakeholder engagement skills, the study recommended reviewing and understanding the value of stakeholders and involves them in implementing strategic planning. On administrators’ monitoring and evaluation skills, the study recommended effective monitoring and evaluation of projects on their sustainability and acquiring more skills and use of expertise on implementation of strategic planning.
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