Management of Strategic Change at Kaimosi Friends University College, Kenya

Abstract

Organizations are unique from each other and dependent on their unique environments in which they are embedded in. They function on an input- output basis where the inputs are derived from the environment and the output is given back to the environment within which it is operating. Since environments are dynamic, for organizations to succeed they need to anticipate and adapt to changes in these environments for systematic development. This study therefore investigated how strategic change has been managed at Kaimosi Friends University College by seeking to establish the change management practices, challenges encountered and to determine the mitigating actions in overcoming the challenges. The study adopted was a case study as the research design with the main source of data being primary collected using an in-depth interview guide and then used content analysis to analyze primary data. The interviewees were the Deputy Principal, and three heads of sections. The study established that recruiting senior lectures into the system and reviewing the Strategic Plan are among the change management practices while some of the challenges included; poor communication, unsupportive community, resisting change and inadequate resources. The study also established that Kaimosi Friends University College has held regular meetings, committed resources to facilitate the process of change, partnered with other organizations and improved the staff salaries and benefits as mitigating measures to deal with challenges of managing strategic change. The study findings revealed that the change process involves all stakeholders clearly indicating that the process of change management is an all-inclusive and participatory engagement throughout the process of strategy formulation, implementation and evaluation. The study also established that change was planned as well as emergent. The study recommends the need to invest heavily in modern information technology and an office be set up for strategic management within the institution for policy formulation. However since the research design was a case study focusing management of strategic change at Kaimosi Friends University College without relating it to other variables, it gave it a narrow scope that may provide unjustified conclusions on the concept under study. The researcher therefore recommends that a study be done using different research designs to determine whether or not there is consensus in the findings.