Impact of Organizational Structure on the Implementation of Government Funded Projects at Kenya Ports Authority

Abstract

The strategic planning process provided a structured approach aimed at developing and executing a comprehensive strategic business plan. This study aimed to examine the impact of organizational structure on the implementation of government-funded projects at the Kenya Ports Authority. The study was grounded in the systems theory. A descriptive research design was employed, targeting a population of 1,210 management staff at the Kenya Ports Authority’s Mombasa headquarters. The Slovin’s Formula was applied to determine the sample size, while a stratified random sampling method was employed to select 300 participants from the total population. The study incorporated both primary and secondary sources of data. Semi-structured questionnaires were used for primary data collection, generating quantitative data from closed-ended questions and qualitative data from open-ended questions. Quantitative data underwent analysis employing both descriptive and inferential statistical methods. Descriptive statistics involved the examination of data through percentages, mean, and standard deviation, while inferential statistics utilized Pearson’s product moment correlation (r) and multiple regression analysis to assess hypotheses at a 95% confidence level. Reliability was assessed using Cronbach’s alpha coefficient. Objectives were scrutinized using mean and standard deviation, while the impact of strategic planning on project implementation of government funded project in KPA was analyzed through regression analysis. Organization Structure (p=0.001) was found to significantly impact project implementation. The findings underscored the significant influence of organizational structure on implementation of government funded project in KPA.