Management of Strategic Change at Jaramogi Oginga Odinga University of Science and Technology, Kenya

Abstract

Management of strategic change is key to the success of any organization undertaking a change process. Effecting implementation of change requires workable approaches in management of the change and sound techniques in managing the challenges that may arise. The study aimed to critically investigate how Jaramogi Oginga Odinga University of Science and Technology (JOOUST) has managed strategic change since change management is unique to each organization. The study objectives included to establish the approaches adopted by Jaramogi Oginga Odinga University of Science and Technology in the management of strategic change, to determine the challenges faced by Jaramogi Oginga Odinga University of Science and Technology in the implementation of strategic change and to assess how the challenges faced by Jaramogi Oginga Odinga University of Science and Technology during implementation of strategic change are managed. This study adopted a case study approach to ensure collection of in-depth data in the single unit, JOOUST. Primary and Secondary data were collected. Primary data was collected through an interview guide which was used to collect data from four top-level managers. Secondary data was collected through the use of document analysis of strategic plan, master plan, employee survey reports, meeting minutes, business plans and official letters. The data collected was analyzed through content analysis to interpret the data and capture it in relation to theme of the study. The results indicated that JOOUST was undergoing changes, which were subsequently being managed indicating several approaches that were undertaken in managing change and the challenges that arose from the change. The approaches for change management included creating urgency for change, creating a shared vision, prudent financial management, negotiation and involvement of all employees, empowerment of employees, communication and stakeholder analysis. Challenges experienced included inadequate resources, resistance by employees, rigid organizational design, misinterpretation of communication and inadequate human resource. Challenges were managed by undertaking expensive projects in phases, appealing for more funds, launching income generating units, collaborations, reducing red tape in the approval process, holding meetings, communication and involvement, and hiring and training of human resource. The results majorly concur with the theories anchoring the study, the literature and empirical studies on change management. The study recommends that the institution needs to intensify on stakeholder analysis and there is need for appeal for improved funding from the government for projects. It is also recommended that JOOUST employ more approaches in change management, intensify on stakeholder analysis and appeal for more funds from the government for change projects. There is also need to manage systemic and behavioural resistance during an earlier stage of change implementation.