Strategic Change Management at Frigoken Kenya Limited

Abstract

Change management is a set of processes that is employed to ensure that significant changes are implemented in an orderly, controlled and systematic fashion to effect organizational change (Mullins, 1995). The change process in any organization normally happens due to the awareness of the need for change. Nauheimer (2005) described change management as the process, tools and techniques to manage the people-side of change processes, to achieve the required outcomes and to realize change effectively within the individual. This study was guided by transformation process model by Kotter and Lewin‘s three-step change model. The purpose of this study was to establish the strategic change management practices and challenges faced by Frigoken Kenya Ltd. The study adopted a case study design so as to give in depth information on change management practices at Frigoken Kenya. Both primary and secondary data were used as data sources in the study. Primary data was collected through in depth interviews, and was administered to both senior managers and middle level managers of Frigoken Kenya limited. The key data collection instrument was the interview guide that consisted of both open and closed ended questions. Qualitative data analysis approach was used in data analysis. Specifically content analysis and pattern analysis were some qualitative analysis techniques used in this study. Secondary data from Frigoken documents (strategic plan, mission, and vision statement) was also used. Study revealed existence of change management team which was constituted by managers across the functional departments and management levels. Results also showed that organization had embraced well structured committees for overseeing various aspects of change process. Respondents also noted that feedback on the progress of change was top priority for the management. Findings indicated that various change management practices were used within the organization. These include policy, procedures and standards in change management which are integrated with business management functions. Roles and targets are defined and designated to qualified personnel. Performance indicators are measured on daily and weekly basis and necessary measures taken correct deviation. Finally change process was clearly communicated among the employees in their organization Resistance to change process was reported to be minimal. Factors attributed to this resistance included fear of losing job among the employees, strict time frames for change process performance, changes to their working status as a result of stressful work conditions induced by change. Challenges identified in the study include change of culture, limitation of financial resources, natural catastrophes like droughts and floods as the organization largely relies on suppliers who solely depend on rain fed agriculture The study recommended that management at Frigoken Kenya Limited should consider entrenching quality assurance procedures in the change management process so as to ensure effective applications of implemented changes within the organization. The management should not only rely on performance indices but should consider other performance management tools so as to ensure balanced evaluation of change in the organization. The study was faced with limitations such as failure of some respondents to turn up for interviews due to tight and busy schedules. Respondents’ differences in understanding and experiences on change management practices also posed a challenge to the study. The study suggests similar study should be carried to assess change management practices at partner organization Allgreen Kenya Ltd so as to compare change practices in both subsidiaries. The study suggests that further study should also be done on success factors that contribute to change management in an organization.