| dc.description.abstract | Strategic Change means changing the organizational Vision, Mission,
Objectives and of course the adopted strategy to achieve those objectives (Jeff,
2007). Because the performance of firms might dependent on the fit between
firms and their external environments, the appearances of novel opportunities
and threats in the external environments, in other words, the change of
external environments, require firms to adapt to the external environments
again; as a result, firms would change their strategy in response to the
environmental changes. The states of firms will also affect the occurrence of
strategic change. For example, firms tend to adopt new strategies in the face of
financial distress for the purpose of breaking the critical situations.
Additionally, organizations would possess structural inertia that they tend to
keep their previous structure and strategy (Jeff, 2007). This paper undertook a
survey of managers’ perception on SCM practices at the Kenya National
Assembly. The study consequently addressed the following research question: “What are
the managers’ perceptions of the strategic change management practices at
the Kenya National Assembly?” A survey was undertaken targeting thirty (30)
managers’ at the KNA. The study utilized questionnaires to collect primary
data from the managers, however, only twenty eight (28) questionnaires were
collected from the respondents. The data was then analyzed using MS-Excel
2007 and the findings presented using tables and graphs giving descriptive
statistics including frequencies, mean and percentages.
The research findings illustrates that the mangers’ perceived KNA’s mission,
vision, objectives and strategic plan as being aligned with the role of the Kenya
National Assembly. Moreover, majority of the managers’ found SCM to be
practical and that majority of the manager’s strongly agreed that the changes
at KNA were necessary. However, the managers were of the opinion that SCM
was facing challenges and that Total Quality Management (TQM) and Financial Management (FM) were very important in posing challenges in the
implementation of SCM at KNA. Business Process Re-engineering (BPR),
Information Communication Technology (ICT) and Human Resource
Management (HRM) were perceived as being important in posing challenges in
the implementation of SCM at KNA. The study therefore drew out several
recommendations based on the research findings and conclusions of the
study. | en |
