| dc.description.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. | en |
