Masters in Leadership and Management MML

Permanent URI for this collectionhttp://197.211.31.166:4000/handle/123456789/741

Browse

Filter results by typing the first few letters
Now showing 1 - 1 of 1
  • No Thumbnail Available
    Item
    MANAGEMENT DECISION MAKING AND ORGANIZATIONAL PERFORMANCE OF NAIROBI CITY COUNTY, KENYA
    (management university of africa, 2024-11) CAROLYN MARIE KEGEHI NGAYWA
    This study investigated the influence of management decision-making on organizational performance of Nairobi City County. The specific objectives of the study are to examine how decision-making styles, availability of information, organizational structure and organizational culture affect organizational performance at Nairobi City County. The findings will be beneficial not only to the CEOs of Nairobi City County but also to CEOs in other counties. Additionally, the study will provide managers with insights into improving their management decision-making processes and styles. This study is based on three theories: Schein's theory, Open Systems Theory, and Transformational Leadership Theory. Schein's theory serves as the anchor theory. A descriptive research design was employed, as it is effective for describing variables without researcher influence. 180 employees from different organizational departments made up the target population. The population was divided into strata using a stratified random sample design, which increased the accuracy of the sampling procedure. Thirty percent of the target population, or 54 responders, made up the sample. The main instrument for gathering data were questionnaires. Both quantitative and qualitative methodologies was used to analyze the data in light of the study topics. Tables and charts were used to present the data, making it easier to understand the findings. The findings of this study underscore the importance of effective decision-making styles, availability of information, organizational structure, and culture in enhancing organizational performance. The predominance of the democratic decision-making style suggests that involving employees in decision-making fosters a sense of ownership and commitment, leading to improved performance outcomes. The regression theory shows that all four independent variables are significant predictors of organizational performance, with p-values less than 0.05. This indicates that decision-making styles, availability of information, organizational structure, and organizational culture all have a positive impact on organizational performance. The coefficients suggest that organizational culture has the most substantial effect (β = 0.345), followed closely by decision-making styles (β = 0.320). This finding emphasizes the critical role of a supportive culture and effective leadership in driving performance outcomes. In conclusion, the study highlights the positive impact of democratic and coaching decision-making styles on organizational performance in Nairobi City County. These styles promote employee involvement, innovation, and skill development, which are essential for improving efficiency and achieving organizational goals. The findings corroborate the literature, which consistently emphasizes the value of participative leadership in enhancing both employee satisfaction and performance. The study recommended that Nairobi City County should focus on strengthening its organizational culture by fostering shared values and promoting open communication. Leadership at all levels should be trained to theory the organization’s values and vision, ensuring that employees feel connected to the organization’s goals.