Evaluation of the growth strategy of an educational institution : a case study of the Kigali Institute of Science, Technology and Management (KIST).
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Date
2006
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Abstract
The aim of this dissertation is to carry out an evaluation of the Kigali Institute of Science,
Technology and Management's organisational strategy using the criteria of suitability and
feasibility. Specifically, this dissertation sets out to evaluate the suitability of KIST's growth
strategy by assessing whether it addresses the circumstances in which the organisation is
operating and to establish the feasibility of the strategy by assessing whether the Institute
possesses the resources and competences to match the chosen growth strategy. In conducting
this evaluation it is recognised that, although it is impossible to demonstrate conclusively
whether a particular strategy is optimal or even guaranteed to work, one can nevertheless, test
it for critical flaws using the above-mentioned criteria.
The findings from the case study and analysis show that the main strategic issues facing
KIST are: - inadequate funding for vital, urgent capacity building; inadequate infrastructure
and facilities for KIST's growth and sustainability; inadequate strategic planning; low
employee motivation and high staff turnover. From the suitability analysis, it was revealed
that KIST's growth strategy is not suitable since it does not address the circumstances in
which it is operating due to its internal weaknesses. However, the strategy is attainable if the
management of KIST puts in place mechanisms to address the strategic issues identified.
The feasibility analysis revealed that, as a result of KIST staff not being motivated, the
Institute's capabilities of technology transfer would not be adequately harnessed. In addition,
the Institute may fail to effectively and efficiently run and sustain its programs. Finally the
financial feasibility analysis established that the Institute has a weak financial base as a result of inadequate government and reducing donor funding which renders the growth strategy unfeasible. The last chapter provides recommendations that will serve as guidelines for the Institute, in
order for it to address the strategic issues identified, and also successfully implement the chosen growth strategy. Further research by KIST has also been proposed in areas identified at the end of chapter six.
Description
Thesis (MBA)-University of KwaZulu-Natal, 2006.
Keywords
Industrial organization., Organizational change., Strategic planning., Theses--Business administration.