Evaluation of the growth strategy of an educational institution : a case study of the Kigali Institute of Science, Technology and Management (KIST).

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.