Strategic Management Practices and Performance of Non-Profit Organizations; A Case of Care International Rwanda
DOI:
https://doi.org/10.53819/81018102t5279Abstract
The general objective of the study is to examine the influence of strategic management practices and performance of Non-Profit Organizations with a case study of Care International Rwanda. The study objectives were: To investigate the effect of strategic formulation on the performance of Care International Rwanda, to establish the influence of strategic implementation on the performance Care International Rwanda, to assess the influence of strategic evaluation and control on the performance of Care International Rwanda. The study used descriptive research design while population and sample size were 83 meanwhile census sampling technique was applied. In data collection, questionnaires will be used to collect primary data and presentation was used through tables. Data was analyzed using SPSS software to generate the needed statistics. The study performed pilot study to determine validity and reliability of data collection instrument. The findings showed that strategic formulation is correlated with performance of non-profit organization at the level of 81.6%; Further, strategic implementation correlated with performance of non-profit organization at strong positive correlation of .842. The results affirmed that there is positive correlation between strategic evaluation, control and performance of non-profit organization at 0.795. The study concluded that strategic formulation, strategic implementation, strategic evaluation and control contribute significantly to the performance of Care International Rwanda. In recommendation, research recommended that management needs to put more effort in implementation the formulated strategies to be sure that objectivities, mission and vision will be achieved as the they planned. Further, Effective utilization of resources in suitable manner contributes to the performance of non-profit organization.
Keywords: strategic management, non-profit organizations, strategic evaluation, strategy formulation.
References
Adieri, B. (2016). A survey of strategic change management practices within non-governmental Organizations (NGOs) in Kenya. Unpublished MBA Project, University of Nairobi.
Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
Burns, B., & Ryman, A. (2008). Business research methods and statistics using SPSS. Los Angeles: Sage.
Carlos, M. (2015). Non-governmental organizations in global governance: NGOs and governance in the Arab World. Ed. Sarah Ben Néfissa and NebilAbd al-Fattah (New York: University of Cairo Press, 2015) 21.
Drucker, J. S. (2017). Organisational characteristics and the practice of strategic planning in Jordanian hotels. International Journal of Hospitality Management, 30(1), 192-199.
Gimbert, P., Bryman, A., & Bell, E. (2014). Business research methods. Oxford: Oxford University Press.
Herman, R. D., David O. R. (2014). Theses on nonprofit organizational effectiveness. Nonprofit and Voluntary Sector Quarterly, Vol. 28, No. 2: 107- 126.
Hormazd, S. (2015). The role of non-governmental organizations in HIV/AIDS prevention and care. Department of Public Health Spring
Lewis, D. (2015). The management of non-governmental development organizations: An Introduction, London: Routledge.
Mintzberg,O., Waters, J. (2016).Working more effectively with nongovernmental organizations.
Pearce, J. (2013). A business process approach to human resource management. Business
Wheelan, I., and Hunger, R. (2020). Management: Planning & control techniques 4th ed: Burke Publishing. Cape Town.
