International Journal of Social Science & Economic Research
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Salome A. Matini, Dr. Paul Gesimba, Mr. James Mwangi

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Salome A. Matini, Dr. Paul Gesimba, Mr. James Mwangi
Department of Business Studies, St. Paul's University

Matini, Salome A., et al. "EFFECT OF COMMUNICATION PROCESS ON STRATEGIC PLAN IMPLEMENTATION IN THE CATHOLIC DIOCESE OF NAKURU, KENYA." Int. j. of Social Science and Economic Research, vol. 4, no. 8, Aug. 2019, pp. 5742-5759, Accessed Aug. 2019.
Matini, S., Gesimba, D., & Mwangi, M. (2019, August). EFFECT OF COMMUNICATION PROCESS ON STRATEGIC PLAN IMPLEMENTATION IN THE CATHOLIC DIOCESE OF NAKURU, KENYA. Int. j. of Social Science and Economic Research, 4(8), 5742-5759. Retrieved from
Matini, Salome A., Dr. Paul Gesimba, and Mr. James Mwangi. "EFFECT OF COMMUNICATION PROCESS ON STRATEGIC PLAN IMPLEMENTATION IN THE CATHOLIC DIOCESE OF NAKURU, KENYA." Int. j. of Social Science and Economic Research 4, no. 8 (August 2019), 5742-5759. Accessed August, 2019.


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Although a good number of organizations have embraced strategic management, over 67% of formulated strategies fail at implementation. The Catholic Diocese of Nakuru (CDN) has implemented its strategic plans with a lot of difficulties with most of planned activities falling behind schedule. Literature suggests that process of communicating strategic plan is a critical determinant of implementation outcomes. It is in this light that this study sought to evaluate effect of communication process on strategic plan implementation at CDN. It utilized the descriptive design and targeted 948 CDN staff comprising of 131 secretariat staff, 348 parishes staff, and 469 institutions staff. From the target population, a sample of 168 staff was selected using the systematic random sampling method. Quantitative data was collected from parishes and institutions staff using structured questionnaires and analyzed using both descriptive and inferential statistics. Qualitative data was collected from secretariat staff using interview guides and analyzed using the thematic technique. Findings revealed that the strategic vision is widely shared among members of the organization and that CDN senior managers were effective in communicating the strategic goals and activities to stakeholders. On the other hand, results suggest that strategic plan is not communicated in a timely and effective manner. Overall, respondents rated the effectiveness of CDN strategic plan communication process at 72.8%. Findings also showed that communication process (r2= .315, B= 0.470, p=.000) had statistically significant and positive effect on strategic plan implementation at CDN. The study recommended that to have a significant improvement in strategic plan implementation, CDN should create bottom-up communication channels where employees at the lower level of the organization can provide feedback to those above them in the organization hierarchy. The strategic plan communication process should also be simplified and done in a timely manner.