Management of strategic change at action-aid International Kenya

Abstract

In the last decade there has been has been an acceleration of the magnitude and pace of change across the globe. These changes, whether political, economic, social and technological have not spared Kenya. The approach which Kenyan companies use to initiate and implement strategic changes is not clear. This study aimed at establishing the challenges of change programme at ActionAid. The study objectives were: to evaluate the change management process in the light of the models of change management and to determine the effect of organizational change on organizational performance and identify the challenges faced in managing the change program at ActionAid International Kenya. The study used a case study method. Primary and secondary sources of information were used in the collection of data. The primary data was obtained from interactive personal interviews with senior management staff of ActionAid International Kenya. A content analysis was used to analyze the data. The study established that the change management process at ActionAid International Kenya (AAIK) begins with goal setting and objectives. A variety of objectives are set in ActionAid International Kenya (AAIK). The study found out that the challenges faced in managing the change program at ActionAid International Kenya are due to restructuring of the organization. From the study findings, the change program at ActionAid follows a planned approach. The findings indicate that AAIK has adopted new technology: HIVE-internatio VI for most staff and creation of mobile offices. The study concluded that changes in the organisation have preceded growth strategy. This explains why ActionAid has undergone structural changes within a very short period of time that is in less than two years. The study recommended that there is need for the AAIK’s management to take a more proactive approach to managing change within the organisation. Annual planning has an operational focus and is concerned primarily with concrete goal setting and scheduling of specific tasks to meet these goals. Strategic planning gives explicit recognition to the organizations outside environment and places an emphasis on the organization’s strategic advantage in meeting the contingencies in the environment. The AAIK’s management can build upon their experience in long term strategic change planning, environmental scanning, goal setting and performance evaluation to develop a strategic plan more practical than an annual plan. There is also need for a structured planning process with designated and sequenced activities such as brainstorming, small group work and listing, summarizing and prioritizing which makes it possible for everyone in attendance to participate fully. This involvement throughout the process will ensure that those who have major responsibilities to carry out the plan understand the plan and the reasons behind it. Employee involvement in the strategic change planning process can contribute greatly to employee commitment to mutual goals and a sense of organization unity.