| dc.description.abstract | Strategic change has become a constant phenomenon which must be addressed by
organizations in all sectors and industry if an organization is to remain competitive.
Changes in technology, the marketplace, information systems, the global economy,
social values, workforce demographics and the political environment have a
significant effect on the processes, products and services produced. This study,
therefore sought to assess the strategic change management practices and challenges
of implementation by Maryland Global Initiatives Corporation. This research study
adopted a case study design which was deemed appropriate because it involves a
careful and complete observation of social units or a phenomenon and it also offers a
comprehensive understanding of the social units or phenomenon under study. The
study targeted senior management from key divisions as well as some middle level
managers who are directly involved in strategic change management .The divisions
are human resources, finance, technical& IT, corporate affairs and strategy &
innovation. The primary data was collected using a comprehensive interview guide.
Data collected was analyzed using content analysis. This is because the nature of data
collected is qualitative in nature. The study concluded that Maryland Global
Initiatives Corporation indeed uses change management practices such as
enhancement of collaboration/participation between departments through group
meetings, project matrix structures, restructuring and intentional employment of
managers from outside as well as organizing of frequent offsite strategy meetings for
all concerned departmental heads and middle level managers. The study also
concluded that respondents received strategic objectives communication from top
management, others indicated that the received from middle management while also
some respondents said such communication comes from the operational level
managers. Further, the study concluded that strategic change management is
recognized and celebrated in Maryland Global Initiatives. This is done through good
recommendations, cash rewards in form of spot awards and bonuses, parties, and
promotions. However some departments were of the opinion that only senior
managers take the credit and therefore the rewards. The study recommends individual
and group recognition as a necessary component of change management in order to
cement and reinforce the change in the organization. The study also recommends that
changes anchored on corporate strategy be communicated properly | en_US |
