Management of Strategic Change at Homa Bay County Teaching and Referral Hospital, Kenya

Abstract

Firms and companies all are living in a moment which the speed of change is so high that we begin to see the present when it is already disappearing. Introducing change and managing it is necessary to ensure success in the future. Change is necessary for an organization to focus on repositioning, renewal, reorganizing and a systematic development. This study therefore seeks to establish how Homa Bay County Teaching and Referral Hospital has managed strategic change since management is unique to every organization. The study objectives were to establish strategic change management practices adopted by Homa Bay County Teaching and Referral Hospital in the management of strategic change, to ascertain the challenges facing HBCTRH in managing strategic change and to determine measures that are undertaken to manage challenges faced by HBCTRH. This study adopted a case study approach to ensure an in depth understanding of HBCTRH. Primary and secondary data were collected. Primary data was collected through interviewing four top level management. Secondary data was collected through the use of management reports and minutes, annual work plan, strategic change management committee reports and relevant official correspondences and testimonials. Data obtained was analyzed through content analysis in accordance with the major objectives of the of the study. From the result it was evident that HBCTRH was experiencing strategic change. Strategic change management practices adopted were in line with the eight pillars of health system management that include health service delivery, health workforce, health information system, essential medical products, vaccines and technologies, health financing system, leadership and governance, Infrastructure and research and innovation. Challenges experienced include poor employee mentality, lack of strategic plan, over-reliance on development partners, lack of commitment on the part of county government to support the health function, failure to integrate administrative processes and strategic change management processes, insecurity, resistance to change by the employees and limited resources. Challenges were managed by improvement of employee engagement and commitments in order to change their mindset, formulation of strategic plan to give a clear road map, rallying the county government to support the hospital agenda, revitalization of financial management at the hospital to reduce overreliance on partners, lobbying for increased allocations from county governments and looking for donor funding for capital projects and erection of a perimeter wall around the facility as well as increasing the number of security personnel. The study recommends that HBCTRH could explore more effective practices in the management of strategic change to ensure that challenges are highly reduced and thus enhancing the chances of success of a change initiative. There is also need for speedy formulation of a strategic plan that incorporates all the departments of the facility. The findings of this study, being a case study carried out in a single facility, may not be generally applicable to other facilities or organizations. The research finally recommends adoption of other more objective research designs in conducting similar studies.