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arger and wider administrative area. The membership to a union is restricted to cooperative societies. At least two cooperative societies may form a union. Such a union normally operates on a wider area. These cooperative unions serve the primary societies as service agencies. For example, they provide societies with credit required to pay the growers in advance for their agricultural produce and with any other services that they might require. Cooperative unions tend to operate on a district basis, hence they are usually called 'District Cooperative Unions'. They are managed by an executive committee who are elected from the primary societies. They are also served by a manager- or secretary/ manager assisted by staff of a considerable size. These unions in turn form an apex- a national cooperative body such as KNFC, whose role for the most part is advisory.

According to Sambu (2006), Mudibo (2005) raised concern on the calibre of leaders who run SACCOs. Since they are voluntary organizations, members can elect anybody they like, who may not necessarily have the skills to run a SACCO. To address this he further pointed out that SACCO members are required through their by-laws to provide for minimum qualifications for their managers.

The duty of the ministry of cooperative development is to oversee, guide and direct the whole cooperative movement. This is carried out by a staff headed by a commissioner for cooperative development, who has a wide range of powers enacted in the cooperative societies Act. There is a representative of the commissioner for the cooperatives at each administrative level i.e. at the province, district and division levels. The cooperative movement thus get to be under a bureaucratic control and therefore cannot be able to operate with full autonomy. There are also some nation wide cooperative organisations which fall within and form part of the total structural framework. These are Kenya Farmers Association (Cooperative), Horticultural Cooperative Union, Kenya Cooperative creameries, Kenya Planters Cooperative Union, Cooperative Bank of Kenya and Kenya Union of Savings and Credit Cooperatives.

The management comprises of the CEO and the same management team with the primary responsibility of ensuring performance. The major challenge addressed by corporate governance is how to grant managers discretionary power over the conduct of business while at the same time holding them accountable for the use of that power. Balancing of the two is essential to ensure that decisions made by the management are in long term interests of the shareholders. Specific management practices have been found to improve corporate performance;- three dimensional strategy comprise exploration of new horizons, selectivity and drive, making wisdom contagious by empowering independence, interaction and communication among employees, focussing on group performance rather than individual performance, external processes which include benchmarking, systems for feedback both from suppliers and customers and continuous innovation based on internal and external evaluation.

According to Cole (2004), there is no generally accepted definition of 'Management' as an activity, although the classical definition is still held to be that of Henri Fay本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。