BUSM4176: Case Study of KTS Saving and Credit Society Using Communication, Leadership and Teamwork Theory: Introduction to Management Case Study,RMIT, Singapore

case study of KTS Saving and credit society (need 6-12 reference in RMIT library) – using communication, leadership and teamwork theory

KTS Saving and Credit Society: managing communication

The growing trend in the Savings and Credit Societies in Kenya has been tremendous and necessitating new approaches to management and governance issues. Moving away from a small and personal business, to an elaborate modern business that requires professionalism has been a big challenge for us as an organization especially in the domain of communication among staff members, communication with the board, with the members, and with other key stakeholders, said Mr. Cyrus, the acting CEO of KTS in May
2015.

He went on to explain that the balance between time for work, meetings, and individual consultations to ensure that none had been overdone at the expense of others and that none were overlooked. This balance was faced with the challenge that, when members do not feel listened to, or that their opinion does not count, the whole essence of communication and smooth management facilitation is lost:

KTS visit

On a beautiful and warm afternoon, Anne walked into the premises of KTS and was welcomed with a smile from the guard in charge. “Sir, I haven’t been here before, could you kindly assist me find my way to Mr Cyrus’ office? “Gladly, Japheth the guard walked Anne through the corridors explaining what each of the offices we walked along hosted. “Here we are”, Japheth resounded when we got to one of the offices and the far end of the corridor.

“Feel at home and walk in once ready”, he said before he walked away. Cyrus was very busy with a stack of papers in one of his hands and a calculator in the other and, as Anne walked through the door, the secretary ushered her into his office. “Welcome, madam Anne, we have been expecting you”, Cyrus greeted. As they were about to progress, the phone rang and on the other end was another member of staff in need of his immediate attention. “The visitor we were expecting is already here. Allow me a few minutes with her and I will be right there”, Cyrus explained to the caller:

Background of KTS

KTS is a saving and credit cooperative society (SACCO) operating in Kenya, where it is considered a large SACCO with an asset base of Kshs 2.4 billion and a large membership of above 13,000 members. It was registered in 1976 and started operations in 1978 with an initial membership of 11 who were all in one profession, but, over the years, there has been considered to extend and accommodate members from other professions both in private and public sectors in an effort to raise their asset base and serve more people.

The SACCO is located in the South Eastern region of Kenya, and all its five branches are in the same region. A SACCO is a microfinance institution where members come together to contribute for the common good of all, and it is unique because shareholders are the customers which give them the democratic right to run the business.

In most cases, the membership is drawn from members of the same profession. The SACCO is owned by members who make deposits and obtain loans from it, has a board of directors who are elected members to sit in the executive board, its operations are run by a Chief Executive Officer (CEO), deputy CEO, Finance Manager, Marketing Manager, Front Office Service Activity Manager, Internal Audit Head, Head of Communication and Technology and Credit Section Head, each who has a deputy and a team of employees in each department.

All these parties need to communicate in good time and effectively to enhance the efficiency of the operations of the SACCO. Due to the socio-cultural factors that predominately govern behavior and interactions in Africa, the organization has specific dynamics in their internal communications that have blended culture and modern management.

Internal communication in KTS

Cyrus is the Deputy CEO and was sitting in for the CEO who was abroad on a business trip, and he was able to mobilize a random and representative sample of the entire team of the company comprising of managers, employees, board members, and the SACCO members who are owners and customers of the business.

For privacy, reduced intimidation, and the ability to allow each member to talk freely, Anne met and spoke to each person alone in the boardroom, as the others continued to do their regular work. Anne promised confidentiality and anonymity of what was shared by the individual and explained that what was being undertaken was for academic purposes in teaching as an illustrative aid.

Anne further explained that individuals were free to share what they felt comfortable with, and were able to decline if they were not comfortable with sharing information. The majority of those who partook were open and free, very engaging, and asked Anne questions about the project; however, a few were quite hesitant and did not divulge much which was respected.