13th Annual International Management Conference Proceeding

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References 1. Bolden, R. and Gosling, J. (2006) ‘Leadership competencies, time to change the tune’, Leadership, 2(2): 147–63. 2. Erick Garner, 2005: The Pygmalion Effect www.managetrainlearn.com 3. Fowler, A., Ng’ethe, N. and Owiti, J. (2002) ‘Determinants of Civic Leadership in Kenya’, IDS Working Paper, University of Nairobi. 4. Government of Kenya, 2003: The Economic Recovery Strategy Paper for Wealth and Employment Creation 2003 – 2007, Government Printer. 5. Government of Kenya, 2005: ERS review reports. www.cbs.go.ke 6. Kaplan, A. (2002) Development Practitioners and Social Process: Artists of the Invisible, London: Pluto Press. 7. Keller, Micheal 2006: Strategic leadership www.ezinearticles.com 8. Smillie, I. and Hailey, J. (2001) Managing for Change: Leadership, Strategy and Management in Asian NGOs, London: Earthscan. 9. White, Barbara 2005: Seven personal characteristics of a good leader www.ezinearticles.com 10. Wabala, Daniel 2006: The heart of servant leader www.ezinearticles.com 11. Safaricom; www.safaricom.co.ke 12. Communications Commission of Kenya Annual Report, 2005: www.cck.co.ke 13. Government of Kenya, 2006: Making of ……Kenya Vision 2030, Transforming National development: www.nesc.go.ke 14. Government of Kenya, 2006: Making of …….Kenya Vision 2030, A historical perspective and background brief of Kenya’s Economy and the issues leading to the formation of the National Economic and Social Council (NESC). 15. CEML Framework of Management and Leadership Abilities www.managementandleadershipcouncil.org 16. Investors in People Leadership and Management Model www.investorsinpeople.co.uk 16
SUB-THEME : SOCIO-CULTURAL ISSUES AND DEVELOPMENT TOPIC : THE DREAM OF ENTERPRISE CULTURE DEVELOPMENT IN KENYA: THE STRATEGIC ROLE OF THE KENYA INSTITUTE OF ADMINISTRATION (KIA) TOWARDS THIS END AUTHOR : MWANGI, Jane W J DESIGNATION: Senior Principal Lecturer, KIA and Doctoral Student in Entrepreneurship, Kenyatta University, Nairobi, Kenya ABSTRACT High entrepreneurial activity ensures employment generation, poverty reduction and sustainable development. The challenge of exploiting entrepreneurial talents to foster such development occupies all countries, which regard abundant entrepreneurs an essential resource in enterprise culture development. Many researches reveal that culture and entrepreneurial propensity works in tandem in developing entrepreneurial talent. Some scholars contend that consistently fostering culture supports entrepreneurial behaviour. Others support the development of enterprise culture through abundant positive role images of successful entrepreneurs, small business familiarization during youth, network development, formal and informal learning unfortunately enterprise culture is under-developed in Kenya. This paper highlights the growing need to investigate ways of promoting enterprise culture in Kenya, a country faced with high unemployment level and little business tradition. The problem of investigation was that a weak enterprise culture exists in Kenya in spite of the many players and efforts of the enterprise support system of which the Kenya Institute of Administration (KIA) is part. Enterprise culture development requires such a system. A big gap exists because reportedly the system offers entrepreneurship training, research and consultancy support necessary in enterprise culture development. Yet, enterprise support system has been in place and in particular, KIA has continued offering training, research and consultancy as its core business areas. Hence enterprise dream in Kenya in not realized. The purpose of this paper therefore, is to establish the challenges of entrepreneurship examine the strategic and facilitative role that the Institute plays in enterprise culture development. This paper has used desk research to align existing literature with underlying principles of enterprise culture. It is based on Gibb’s (1988) theoretical framework, which leverages enterprise culture components. The role of these components in entrepreneurial culture development is under-searched in Kenya. Data was analyzed using manually and presented mainly using textual form. The key finding in this study is that many entrepreneurs require entrepreneurial training, research and consultancy support. The Institute “lives entrepreneurship” and has generally continued providing entrepreneurial support, but little of its input is purely geared towards entrepreneurship The paper concludes that KIA provides more entrepreneurial support. The paper has recommended that the Institute should continuously use highly facilitative approaches and proactively up date itself on specific entrepreneurship areas relevant to its clientele. Evidence is provided that KIA can do more towards this end by re-engineering its training, research and consultancy initiatives in collaboration with other players in the support system. This will help in the realization of the enterprise culture dream. ABBREVIATIONS BDS - Business Development Services CBS - Central Bureau of Statistics EDP - Enterprise Development Programme EDU - Entrepreneurship Development Unit ERS - Economic Recovery Strategy GDP - Gross Domestic Product GOK - Government of Kenya HRD - Human Resource Development ICEG - International Centre for Economic Growth ILO - International Labour Organization INT - International KIA - Kenya Institute of Administration Ksh - Kenya Shillings MDI - Management Development Institute MRTTT - Ministry of Research, Technical Training and Technology MSE - Micro and Small Enterprises POP - Population SSE - Small Scale Enterprises TOF - Training of Facilitators TOT - Training of Trainers UNDP - United Nations Development Programme USIU - United States International University 17
Page 1 and 2: Gender diversity on the Board, Inte
Page 3 and 4: its own. Relationship-based assets
Page 5 and 6: Boards, for example, enable the fir
Page 7 and 8: H7: Firms with diverse boards are i
Page 9 and 10: 29. Johnson, J., Daily, C., and Ell
Page 11 and 12: population in Kenya especially in a
Page 13 and 14: John Adair highlighted the importan
Page 15: PRACTICAL ANALYSIS TO RESOLVING KEY
Page 19 and 20: ecognize and nourish their capabili
Page 21 and 22: threatened by increased dynamism in
Page 23 and 24: 2.0 THEORETICAL FRAMEWORK At the ro
Page 25 and 26: 2.1 Dynamics of Entrepreneurial Dev
Page 27 and 28: FIGURE I: THE ROLE OF KENYA INSITIT
Page 29 and 30: 4.2.3 Researches Services This is a
Page 31 and 32: Source: GOK, Central Bureau of Stat
Page 33 and 34: with regard to training, research a
Page 35 and 36: REFERENCES 1. Balunywa Waswa, (2004
Page 37 and 38: APPENDIX I: SCHEDULED PROGRAMMES RU
Page 39 and 40: economy activities that include one
Page 41 and 42: III. SMALL AND MEDIUM ENTERPRISE (S
Page 43 and 44: two professors used a survey questi
Page 45 and 46: V. RECOMMENDATIONS : ADDRESSING THE
Page 47 and 48: 16. International Finance Corporati
Page 49 and 50: DEVELOPING INTRAPRENEURSHIP IN SMAL
Page 51 and 52: � Innovators � Leaders � Inde
Page 53 and 54: The intrapreneur is really the corp
Page 55 and 56: Figure 1 The Model of Intrapreneurs
Page 57 and 58: 1. Leadership - Any organizational
Page 59 and 60: to (Kolveried and Amo, 2002). This
Page 61 and 62: REFERENCES 1. Antoncic, Bostjan and
Page 63 and 64: 39. Kibas, Peter B. and George O. K
Page 65 and 66: 75. Whitehead Martin (2004). Rescue
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Perceived desirability Perceived fe
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experience empathy is a social entr
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ATTITUDES (Behavioral beliefs x Out
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Sociologists and organizational the
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accountability. They assess their p
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DETERMINANTS OF AGRICULTURAL OUTPUT
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The Objective of the study The obje
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A production function portrays an i
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But, Y � ax j i i bi xj b ui je .
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Land Land size and land fragmentati
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Agricultural Extension Because of l
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REFERENCES: 1. Chambers R. (1983) R
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The training approach to small ente
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Topic of Training No. of Respondent
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Key to Figure A - More capital inve
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Conclusion programmes were implemen
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Bibliography 1. Abrahamson, R and H
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whether those trained start their o
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Changes were also noted in business
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Conclusions From the findings, ther
Page 107 and 108:
References 1. Baldwin, T. T., & For
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