| dc.description.abstract | Change is an inevitable process facing most organizations globally and Kenya in
particular. This is due to the turbulent, flexible and uncertain organizational
situations.
This study focuses on the management of strategic change practises in the Kenyan
NGO sector. Morever, it attempts to identify key factors that influence successful
strategic change management in the same sector of the Kenya economy.
The study employs the sample survey methodology to collect relevant data. The data
foi·analysis came from the 40 NGOs sampled from the 672 NGOs in the 1996 NGO
directory published by the NGO co-ordinating Board. A 16 page questionaire was
designed and used to collect data through personal interview and the drop and pick
later approaches. A response rate of 75 percent was attained. Out of the 40 strati tied
sampled NGOs 30 NGOs responded.
The research results were as follows: 73.3 percent of the respondents confirmed that
they have mission statements while 26.7 percent reported they do not have. 90
percent of the respondent reported they have objectives while 10 percent do not. 96.7
percent of NGOs reported that when preparing their objectives and plans they
consider their benefici~~s 0;' clien~s. From the beginning of 1990s, 90 percent of
NGOS experienced chiu~ge in the strategy. 83 per!ent experienced decreased donor
funding. This could be erylained by reliance of NGOs on Donor funding and the
resulting negative effect of withdrawal of some donors from Kenya.
Factors which have influenced change, the respondents indicated donor requirements.
decline in resources, stakeholders and arrival of new chief executive among other
factors triggered change within NGOs. This could be explained by over reliance of
NGO on donors who influence their policies and stratergies. The study also revealed
employee involvement is important in successful strategic change management.
VII
In the order of ranking, the respondents indicated that the Chief Executive, Senior
Management, Board of Trustees initiated most changes within the NGOs. This could
be explained by the fact that they are strategists of their organization. Therefore they
must ensure the mission, vision, goals and objectives are consistently attained.
Among the factors influencing change in order of the merit structure, strategy,
organizational culture and systems are the key factors influencing successful strategic
change management. This finding suggests that appropriate structure will influence
the stratergy, organisation culture and systems to achieve organization goals
objectives and eventually the mission.
In conclusion, effective and successful strategic change management depends 011 how
the change initiators and agents manage such variable as strategy, communication.
Employee involvement, employee empowernment resistance to change and other
related challenges. | en |
