13th Annual International Management Conference Proceeding

More documents

Recommendations

Info

Figure II: Dynamics of Entrepreneurial Development Source: Udai Pareek and T Venkates Wara Rao, (1978:30). Developing Entrepreneurship for Policy Makers, Entrepreneurs, Trainers and Development Personnel. Learning Systems. New Delhi, India. Figure II shows the factors that interact and influence entrepreneurship, which is viewed as a dependent variable, with other factors influencing and contributing to it. It is also an independent variable that also influences (Pareek and Rao, 1978) these components of enterprise culture. Prudently, KIA strives to understand the individuals, their backgrounds, and environment of operation and type of entrepreneurial support systems before rendering services. In addition, the Institute assesses the support needs of its clientele. 3.0 METHODOLOGY This paper has used a desk research to align the existing literature with underlying principles of enterprise culture. It is based on Pareek’s and Rao’s (1978) model of dynamics of entrepreneurial development, and Gibb’s theoretical framework, which leverages enterprise culture components. The role of these components in entrepreneurial culture development is under researched in the Kenyan scenario. The methodology used involved a review of documented literature mostly books, reports, journals, websites and sessional papers and other reference materials from international and local sources to inform this paper GOK. Data was analysed using descriptive statistics and qualitative statements made from which conclusions were drawn. 4.0 RESEARCH, FINDINGS AND DISCUSSION 4.1 The Role of Kenya Institute of Administration Currently, the Institute provides training research and consultancy services across a range of topical areas. This includes although not limited to; staff performance appraisal, performance improvement and management, development and management of performance contracts, human resources development (HRD) and management, change management, and trainers of trainers among others. Other competency area for the Institute include Project Planning and Management, Proposal Writing, Participatory Monitoring and Evaluation, Environmental Impact Assessment, Waste Management, Data Management, etc. The clients for these programmes cut across all sectors (KIA, 2001-2006). Key among the past clients are Kenya School of Law, Horticultural Development Authority, Ministry of Local Government, Ministry of Energy, Kenya Prisons, Kenya Maritime Authority, Nairobi City Council among others. These organizations also deal with entrepreneurs hence creating a network web. Based on the experience gained whilst undertaking such assignments, KIA does recognize that the specific local conditions under which the clients work create key training needs. KIA’s role in the development of enterprise culture in Kenya Figure I has been examined. 26
FIGURE I: THE ROLE OF KENYA INSITITUTE OF ADMINISTRATION IN ENTERPRISE CULTURE DEVELOPMENT IN KENYA KIA NATIONAL POLICY & GOALS TRAINING RESEARCH CONSULTANCY SCHEDULED NON- SCHEDULED ENTERPRISE SUPPORT SYSTEM IN KENYA BASIC APPLIED BIDED CHALLENGES STRATEGIES DEVELOPED ENTERPRISE CULTURE 4.2 Services Provided by KIA 4.2.1 Training Services The KIA has continued to train its clients from the public, private and NGO sectors in entrepreneurship through the regular (scheduled), hosted and in-house programmes. This service takes much of KIA’s efforts. The areas of specialization cut across a range of key management competencies (Appendix I). This shows that entrepreneurship development is not a key area. In 2005-2006, (KIA, 2005-2006) a total of 65 scheduled programmes were run by the Institute as shown in Table 1. 27 OTHER INSTITUTIONS IN SUPPORT SYSTEM NON-BIDED
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 and 16: PRACTICAL ANALYSIS TO RESOLVING KEY
Page 17 and 18: SUB-THEME : SOCIO-CULTURAL ISSUES A
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: 2.1 Dynamics of Entrepreneurial Dev
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
Page 67 and 68: Perceived desirability Perceived fe
Page 69 and 70: experience empathy is a social entr
Page 71 and 72: ATTITUDES (Behavioral beliefs x Out
Page 73 and 74: Sociologists and organizational the
Page 75 and 76: accountability. They assess their p
Page 77 and 78:
DETERMINANTS OF AGRICULTURAL OUTPUT
Page 79 and 80:
The Objective of the study The obje
Page 81 and 82:
A production function portrays an i
Page 83 and 84:
But, Y � ax j i i bi xj b ui je .
Page 85 and 86:
Land Land size and land fragmentati
Page 87 and 88:
Agricultural Extension Because of l
Page 89 and 90:
REFERENCES: 1. Chambers R. (1983) R
Page 91 and 92:
The training approach to small ente
Page 93 and 94:
Topic of Training No. of Respondent
Page 95 and 96:
Key to Figure A - More capital inve
Page 97 and 98:
Conclusion programmes were implemen
Page 99 and 100:
Bibliography 1. Abrahamson, R and H
Page 101 and 102:
whether those trained start their o
Page 103 and 104:
Changes were also noted in business
Page 105 and 106:
Conclusions From the findings, ther
Page 107 and 108:
References 1. Baldwin, T. T., & For
show all

13th Annual International Management Conference Proceeding

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?