| dc.description.abstract | subsystem impacts on the other subsystems that are in constant interaction with the
environment where as evaluation is the process of gathering data and analyzing it in such
a way that the resulting information can be used to determine whether an organization is
effectively carrying out planned activities, and the extent to which it is achieving its
stated objectives and anticipated results. If the changes implemented do not impact the
organization strategically, then there lacks the essence of overtaxing the limited and hard
earned organizational resources. It is in this light that this study set out to evaluate
management of strategic change within HIV - Research laboratory in KEMRIICDC while
focusing on factors that influence change, factors that affect or challenge the process of
change management as well as to determine the impact of such strategic changes on the
laboratory overtime. During the study both primary and secondary data were collected
and conceptual content analysis was used. The study depicts that the change at HIV-R
laboratory was influenced by both internal and external forces. There was an over
emphasis on putting in place quality structures which has increased the total budget of the
laboratory and the laboratory staff turn over. Both planned and emergent approaches to
change management models were evident during the change process. The performance of
the change management process was affected by various factors; mild resistance from the
staff, systemic resistance, individual behavior, group dynamics, culture change and
leadership. A major success of the strategic change management program was the
achievement of ISO 15189, which catapulted the acquisition of other international
accreditations that are prestigious. The study concludes that the management of HIV-R
laboratory averagely performed on how they handled the change process following their
clarity on the short term future state of the organization rather than the long term, hence
minimizing the positive impact that the change could have had. It is recommended that
the management should adopt annual team building sessions and open door policy so that
communication is facilitated between them and the staff, generate its own income for
future sustainability and that continuous evaluation of the four pillars of change that is
customer and stakeholder, financial performance, internal process and organization
capacity to continuously learn and grow should be practiced so that long term impact of
the change process are enjoyed. It is suggested that this area be further researched on for
purposes of theory building. Following the uniqueness of the set up in which the study
was executed, a replication in other organization would help validate its findings. | en_US |
