| dc.description.abstract | Today's business organizations face an era of continuous change, the sources of which
are varied, often unpredictable, and difficult to understand. Companies
have had to deal
with such changes as dramatic technological shifts (for example, the explosion in
electronic capabilities) and deregulation in such industries as banking,
telecommunications, Transport and energy. The telecommunications sector in Kenya has
faced massive environmental changes in the last decade. Liberalization, technological
change and competition are the notable changes. The purpose of this study was to deepen
the knowledge on how Telkom Kenya has dealt with changes over the years. The study
had two objectives. To determine how Telkom Kenya Ltd has managed the changes that
it has implemented and to establish the challenges that Telkom Kenya has encountered in
managing the changes that it has implemented. This research problem was solved through
the use of a descriptive case study design. The study used primary data which was
collected through interviews with four senior employees at Telkom Kenya. The
interviews were carried out in the month of July 2012 in the work places of the subjects.
The data collected through the interviews was analyzed through content analysis. The
notes were expanded and interpretation was in narratives. A discussion of the notes was
also done to compare the findings with earlier studies on the subject. Results indicate that
changes which have taken place at Telkom Kenya Ltd. include downsizing, acquisition,
structural changes and strategic changes. These have been managed through use of
consultants, change planning, communication and buy in. The company has changed its
organization structure, its strategic focus, its employee size and composition and also its
management orientation. The changes have been brought about by competition, market
liberalization, technological advancements and more demanding customers. Challenges
in implementing changes at Telkom Kenya include the company lacking a clear cut plan
in managing the retrenchment, having limited resources to finance the downsizing,
resistance to change by employees and the dynamism of the telecoms industry. Others
include cutthroat competition, politics and technological advancement. The study
findings have the following implications on Telkom Kenya. First, there should be a clear
and desirable vision of what the company will be like once the change is complete.
Secondly, detailed tactical plans should be decided upon and made available in accessible
language to all who participate in the change process. Thirdly, training should be
provided for those individuals who do not have the skills for the management of change.
Lastly, people affected by change should be involved in planning, changes noted in
writing and circulated appropriately. | en |
