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The study objective was to determine strategic management practices adapted by small and medium size

enterprises in Bangladesh and their influence on organization performance.Mission and vision statements state
what is the ultimate goal of the organization and what do they do, which should be communicated to members of
staff during the rolling out of strategy

This study also recommends the management of all SMEs to ensure that their organizationsadopt strategic
management process by carrying out accurate situation analysis, involvement of all level employees in strategy
formulation, implementation, and evaluation, asour studies proved that it improves the performance of the SMEs.

Result indicated all three variables (strategy formulation, strategy implementation, strategy evaluation) and
overall strategic management practices are statistically significant with the performance of SMEs in Bangladesh.
Policy recommendation, practical application were discussed and future implication of the research direction were
recommended.

Mohammad Ali1, 2 and Wang Qun1 (2019). STRATEGIC MANAGEMENT PRACTICES AND
PERFORMANCE OF THE SME’S IN BANGLADESH.International Journal for Adavnaced Research.
7(1), 69-78

In relation to the strategic management practices adopted by KCB, the study revealed that there are
various strategic management practices adopted by the bank. The interviewees stated that KCB has
formulated the banks Mission and Vision statements. These statements are formulated after
confirmation with the Board of Directors since the board can decide to change the statements. They
all agreed that the statements are communicated to the employees during the rolling out of the
bank’s strategy.

The second objective of the study was to establish the challenges of strategic management faced by
KCB. The study revealed that there are strategic management challenges faced in KCB. In relation to
the organization structure, the challenge is seen in the frequent change of top management. This
becomes a hindrance in ensuring uninterrupted continuity of the implementation of strategic
management practices. The interviewee gave the example of the Chief Finance Officer (CFO) in KCB
recently exited the bank. This has slowed down the process of implementation of strategic
management practices since the board has had to undergo a tedious and lengthy process of
recruiting another Chief Finance Officer.
The study revealed that senior management at KCB strive to make the strategic management
process as inclusive as possible from the lower level employees to senior management. The study
revealed that the CEO takes formal responsibility for the banks

Aosa, E. (1992). An Empirical Investigation of aspects of strategy implementation and


Implementation with Large Private Manufacturing Companies in Kenya, Unpublished PHD Thesis
UON.STRATEGIC MANAGEMENT PRACTICES ADOPTED BY KENYA COMMERCIAL
BANK LIMITED

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