Management of strategic change at Tamoil Kenya

Abstract

Academicians and practitioners are in agreement that change is a constant feature of organizational life (Burnes, 2004; Causon, 2004; Staniforth, 1996), and that change is all about learning (Beer, Eisenstat and Spector, 1990). Few now doubt the importance of an organization's ability to identify where it needs to be in the future (Burnes, 2003). Val and Fuentes (2003), have defined organizational change as an empirical observation in an organization entity of variations in shape, quality or state over time after the deliberate introduction of new ways of thinking, acting and operating. In offering this definition Val and Fuentes (2003), echo the findings of other researchers that the general aim of organizational change is adaptation to the environment or an improvement In performance. Practitioners, academics and writers have established different models for leading change successfully (Mbogo, 2003). These models, if properly applied, they argue, should see change managed successfully. This study set out to establish change management practices within Tamoil Kenya and evaluate the change management process in light of the models of change management. Towards this end both primary and secondary data was collected, this being an important approach for a case study design. Primary data was collected through personal interviews to top management and business line managers, and secondary data was obtained through reviews of internal documentation relating to the change management program. The data obtained was analyzed using Conceptual Content Analysis with the analysis being guided by six dimensions of the integrated change management model. The organizational change at Tamoil Kenya is still at infancy stage having now been implemented over the last one year. It is shown that the organizational change has been characterized by a lack of clarity on the future state of the organization, an overemphasis on changes to structures, simultaneous introduction of relatively many change programs, and mild staff resistance. Mild resistance is attributed to recognition by the organization's top leadership to respond to staff fears and concerns as it has been a time of questioning and confusion for employees. Both planned and emergent approaches to change management models are evident in management of the change process. However, it is the management of the process elements of change management that is impacting on the performance of the change initiatives. The performance of the change management process is being influenced by a number of factors, including lack of clarity of organization future state, inadequate communication, inadequate leadership, knowledge regarding important aspects of change management on the part of managers, change in culture and mild resistance by organizational members. A major success of the change management program is the improved profitability of the business since January 2007, while loss of experience.d. human resource to competition is cited as a significant failure of the change management process.