Non-Governmental Organizations face problems related to planning, staffing, organizational change, influence of leadership on allocation of resource and competition. The study focused on strategy implementation and performance. The objectives were; to investigate the effect of resource allocation, role of staff involvement, influence of reward systems, effect of operating procedures and role of communication on performance. The study is important to Non-Governmental Organizations, board of directors, donors and government. The study used McKinsey 7s model, survey research design. The target population was 37 the organizations and 349 members of the management team. Stratified technique was used to categorize the management into Board of Governors, managing directors, managers and heads of departments/project officers. A sample size of 151 respondents was selected from the categories. Data was collected and analyzed using descriptive and inferential statistics with the aid of Statistical Package for Social Sciences (SPSS) version 21. The analyzed data was presented in form of frequency distribution tables. The findings indicated that Strategy operationalization through resource allocation (allocation of money, adequate personnel and staff involvement to implement new strategies) and operating procedures (staff training, policies, guiding principles to ensure compliance to organization's strategy, procedures, capacity of management, strategic guidance of top management) affect performance to varying levels , Strategy institutionalization, through communication and reward system (clear goals and objectives, strategy direction, strategy clearly communicated, performance recognition system, effort based rewards and rewards system linked to new strategy affect performance differently.

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Business environment is characterized by high turbulence in organizational performance. Functional strategies play a role as banks aim at customer retention, increased profits, increased sale volumes, efficiency and increased market share. The research established the effect of operational, marketing, finance and human resource management strategies on organizational performance. The study used descriptive research design with a target population of 205. Questionnaire was used to collect primary data which was analyzed using descriptive and inferential statistics with the help of Statistical Package for Social Sciences software. Findings indicated that operational, marketing, finance and human resource management strategies affected the organizational performance. The correlation between the operational strategies and marketing together with human resource management strategies was negative and insignificant. The correlation between operational and finance strategies was positive and insignificant. Operational, finance, marketing and human resource strategies were not significant to organizational performance. It is recommended that functional strategies be improved.

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