The aim of this thesis is to analyse the activities of field level bureaucrats to describe how they act to overcome barriers that affect policy implementation. While most polices rely on field level bureaucrats for their implementation, there is still a lack of empirical studies that provide an adequate understanding of how field bureaucrats can overcome the barriers, delays, and disincentives associated with implementing policies. For this reason the author decided to examine how field level bureaucrats are influenced by barriers and how the influences from the barriers affects their work - policy implementation. The research was conducted using a case study model, as such two policies - processed food regulatory policy and herbal medicine and related product advertisement regulatory policy of the National Agency for Food and Drug Administration and Control was studied. Both primary and secondary data was sourced for the research. Questionnaires containing both closed and open ended questions was distributed to selected field bureaucrats responsible for implementing the regulatory policies. The field bureaucrats were asked to identify how they would respond in behaviour, to selected types of barrier that have been identified to influence policy implementation negatively. Further, they were asked to rank the barriers that provide the most influence on their work. The results of the research show that field bureaucrats are more likely to respond to barriers by adopting a flexible role, which means, simplification of the policy implementation process, and further, are more influenced by time pressure than other forms of barriers. The author recommends that attention should be paid to the behaviour of field bureaucrats on duties, in such a way as to ensure that the behaviour they depict are those that will not compromise the policy in their care, so as to ensure more positive outcomes.