Abstract
Purpose: The purpose of this study was to determine the strategies that UN supported agencies can adopt in today’s turbulent business environment.Methodology: The research design was descriptive in nature focusing on The Market Access Programme (MAP). Stratified sampling technique was used to select the sample in which twenty five (25) respondents from a population of eighty six (86) staff working at in conjunction with (MAP) was chosen. The staff includes both management and non-management staff categorized into four levels; senior level management, middle level management, supervisory staff and general staff. Information was collected using a questionnaire developed by the researcher and administered with the help of a trained research assistant. Data was analyzed using Statistical Package for Social Sciences (SPSS) and result presented in frequency tables to show how the responses for the various questions posed to the respondents. Descriptive statistics was used to illustrate the responses.Results: The findings indicated that the causes of turbulence in NGOs environment include advancement in information technology, High dynamism, competitive rivalry, threat of new entrants, bargaining power of supplier and bargaining power of clientele contributes to NGOs environmental turbulence. Results also indicated that strategic planning plays a positive role to the performance of NGOs, specifically UN supported projects such as MAP. Further, results indicate that NGOs use the following strategic responses in response to turbulent environment. These strategies include acquiescence, compromise, avoidance, defiance and manipulation.Unique contribution to theory, practice and policy: The study recommends that it is vital to understand the forces behind the increasing sophistication and efficiency of risk management systems, before adopting them more widely for regulatory purposes
Highlights
1.1 Background of the StudyNever in history has the pace of change in the business environment been as rapid as it is
NGOs in general and Map in particular should position itself well since it operates in a turbulent environment which can be characterized into the porter fives environmental forces, forces of technology and internet adoption, forces of changes in laws and regulation, forces of high dynamism as well as globalization forces
Strategic planning may be long and may not be 100% full proof but offer a good insurance in enabling Market Access Programme (MAP) align itself to the external environment
Summary
Never in history has the pace of change in the business environment been as rapid as it is Recent developments such as the global marketplace, the opening up of Eastern Europe, the Gulf Crisis, the slowdown in the world economy and in Singapore, the new political leadership, formation of the ―Growth Triangle‖, increasing costs of doing business compounded by labor shortage, have posed real challenges for managers and made it increasingly difficult for companies to succeed in the turbulent environment (Ansoff, 1990). Almost no consensus exists about what corporate strategy is, much less about how a company should formulate it (Porter, 1990). This is due to a combination of factors that relate to strategy terms, concepts and principles and their practical application. Understanding what strategy is has been complicated by the proliferation in the number of schools of strategic thought and by the undisciplined, even reckless, use of the term
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