INFLUENCE OF MANAGERIAL DECISIONS ON ORGANIZATIONAL PERFORMANCE OF GOVERNMENT CORPORATIONS: A CASE OF KENYA AIRWAYS
Abstract
Strategic decisions are major choices of actions and influence whole or a major part of business enterprise. They contribute directly to the achievement of common goals of the enterprise. The most vital role of all managers is ensuring the success of their organizations. With the recently reported dwindling performance of Kenya airways, and the appointment of a renowned M. Joseph as the company’s chairperson, decisions are being made to change the performance of the company. Thus, the study sought to analyze the influence of those managerial decisions made on the performance of this organization. The study used the descriptive research design. The target population for this study was the management staffs who are charged with decision-making responsibilities within the company. The study area was purposively chosen and targeted members of the management staff who were well conversant with how decisions are made and implemented. The study optimized the use primary data. Primary data was collected using semi-structured questionnaires containing both open-ended and close-ended questions. The questionnaires was administered through a drop and pick method. Qualitative analysis was conducted on the information collected from the results of the questionnaires. Quantitative analysis included descriptive statistical technique. Descriptive statistics complimented the use of frequencies, mean and percentages that was summarized and presented using tables, graphs and charts. The data was also analyzed with the aid of multiple regression models. The study found out that managerial decisions play a major role in determining the performance level of the organization.
Keywords: Strategy, Managerial Decisions, Organizational Performance
CITATION: Ireri, K. N., & Omwenga, J. (2022). Influence of managerial decisions on organizational performance of government corporations: A case of Kenya Airways. The Strategic Journal of Business & Change Management, 9 (4), 216 - 225.
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DOI: http://dx.doi.org/10.61426/sjbcm.v9i4.2402
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