Browsing by Author "Lakareber, Sharon"

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    Organizational Resources, Organizational Structure, Organizational Culture and Strategic Management Practices by Small and Medium Enterprises in Kampala District
    (Makerere University Business School, 2024) Lakareber, Sharon
    Small and Medium enterprises (SMEs) in Kampala are not carrying out strategic management, even those that are trying are doing it so informally that they ae not reaping the full benefits from the process. The focus of the study was to examine the relationship between organizational resources, organizational structure, organizational culture and strategic management practices of SMEs. A cross-sectional quantitative design was used in the study with a sample of 166 SMEs. The reliability and validity of the data collection instrument were established using a Cronbach Alpha coefficient and a content validity index respectively. Data were analyzed using SPSS software with a focus on descriptive statistics, Pearson correlation and regression analysis. The Pearson correlation coefficients showed a positive and statistically significant relationship between organizational resources, organizational structure, organizational culture and strategic management practices of SMEs. Further, the regression analysis results indicated that organizational resources, organizational structure and organizational culture are statistically significant predictors of strategic management practice, accounting for 41.9%. It was found out that SMEs that have resources both financial and human, had the right size of employees, clear reporting lines, communication within the team, less power distance between the subordinates and the managers, were able to allocate these towards planning for the future, finding out what the environment holds for them and how it affected them, setting up ways how they would handle the results from the analysis in order to be more competitive than the rest. Recommendations were suggested including: The mangers of SMEs in Uganda providing financial resources and human resources in order to facilitate effective implementation of strategies among SMEs in Uganda, having clear reporting lines so that employees can report any changes identified in the environment, ensuring communication within the structure that that employees are aware of the strategies being pursued by the company. Having a low power distance between subordinates and managers, setting goals to guide the business in the right direction.