dc.contributor.author | Mugo, Albert | |
dc.date.accessioned | 2013-05-15T05:39:57Z | |
dc.date.available | 2013-05-15T05:39:57Z | |
dc.date.issued | 2006-03 | |
dc.identifier.citation | MBA | en |
dc.identifier.uri | http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/22702 | |
dc.description | Masters of Business Administration (MBA) | en |
dc.description.abstract | Both public and private organisations operate in a turbulent business environment in which
nothing is constant or predictable. It is imperative therefore that organisations develop
strategies that will position them to succeed regardless of the environmental changes. A
critical success factor is how well a company manages its strategic change programmes to
achieve its goals. Strategic change management needs to take account of both internal and
external factors that affect the implementation of the change programme. It should also make
use of appropriate change management models. In addition, it is important that resistance to
change be anticipated and suitable methods be designed to control the resistance.
Kenya Power and Lighting Company (KPLC) is the only licensed company for electricity
transmission, distribution and supply in Kenya. In the past ten years, the company has
undergone major strategic changes in its business processes and portfolio as well as in its
organisation structure. This case study sought to examine the strategic change management
practices in KPLC from 1995 to 2004 when some of the major changes took place. The
objectives of the study were to identify the change management models used by KPLC,
factors that influenced the change management practices and methods used to control
resistance to change.
The case study relied on qualitative data gathered through interviews with KPLC senior
managers who gave insights into the study subject. Analysis of the data was through content
analysis. The study established that KPLC had three strategic change programmes in the
period studied. It used both planned and emergent change management models in managing
its strategic change. Both internal and external factors played major roles in determining how
the change was managed. Resistance to change was encountered and diverse methods were
used to control the resistance to change.
The study identified that some of the change programmes were successful while one of the
programmes was still ongoing in 2004 and was being carried out in a very turbulent
environment. The study recommends that KPLC develops capacity to be a learning
organisation, being able to manage change as the environment changes. | en |
dc.language.iso | en | en |
dc.publisher | University of Nairobi | en |
dc.title | Strategic change management practices in the Kenya Power and Lighting Company Limited (KPLC) | en |
dc.type | Thesis | en |
local.publisher | School of Business, University of Nairobi | en |