| dc.description.abstract | The current environment that organizations are operating in has become increasingly
dynamic in both magnitude and complexity. All organizations, regardless of their nature
must be able to effectively manage change if they are to survive and thrive in meeting
their stakeholder expectations through various organizational life cycle stages. This study
sought to establish the various strategic change management practices and life cycle stages
at Christ Is The Answer Ministries (CITAM). The research design employed in this
research was case study. Primary data was collected using interview guides and the
qualitative data collected was analyzed by adopting content analysis method. Secondary
data was also obtained from various sources which included CITAM’s strategic plan and
website and other literature. The study revealed that CITAM formally manages strategic
change and that the development of strategies is spearheaded by the top organs of the
Ministry which includes the Council of Elders, the Deacon Board, and the Senior Pastors
with the oversight of the Presiding Bishop. Information used in crafting strategies is
collected from various heads of departments and units. The various strategic change
management practices adopted include constant scanning of both the internal and external
environment and analysis of the various forces of change. The main forces identified were
legal and political, socio-cultural, suppliers, Church member demands, and changes in
technology. In supporting its growth strategies and for sustainability, the church
complements members’ giving by engaging in income generating activities that are
managed by using general business models. The study further established that the church
documents its strategies in a strategic plan which is developed by the help of an external
expert who leads the process. The strategies are further broken down in the various policy
and procedures manuals for ease of interpretation at various departmental levels and for
ease of implementation. In the strategic change management process, the church considers
implementation of the strategic plans as the most important phase, which needs to be
managed effectively and efficiently if the church is to keep its mission and vision focused.
The church engages in monitoring and evaluation of the strategic changes with regular
feedback from the various departments on the status of implementation. The Leadership of
the Ministry allocates the necessary resources for the implementation of the strategies and
gives guidance on the implementation. The Ministry also analyzes the structure to ensure
that the implementation if strategies is done effectively and efficiently. During the
implementation phase, resistance to change was found to be the major challenge which
emanates mainly from the fear of the unknown. CITAM manages resistance to change by
use of constant communication, gradual introduction of changes, negotiation and
agreement. The study further revealed that CITAM goes through various life cycle stages
like any other organization and had passed through birth and was currently at growth
stage. The Ministry was found be moving towards maturity stage, though it was not clear
how long this would take. Approach to management of strategic change was revealed to
differ at various life cycle stages. Finally, the study draws conclusions and gives
recommendations for more effective strategic change management which includes
developing structured and formal ways of constant environmental scanning that will give
better information for strategy development and revision as necessary. The study also
recommends that the Leadership of CITAM monitors the life cycle stages and be alert to
signs of stagnation after entering into the maturity stage. The study recommends further
research on strategic management practices and life cycles stages in other churches in
Nairobi, Kenya and the effectiveness of the strategic change management practices
adopted by various churches in achieving their strategic objectives. | en_US |
