Implementation of change at the Kenya Broadcasting Corporation
The field of change management has various theoretical foundations that expound on the various options that an organization can take when implementing change. The theories incorporate the context of an organization, whether it's public or private, small or large, young or mature, in the service sector or product oriented among other factors. There are no rules cast in stone for any organization to follow when implementing change, the point of caution is to select the most appropriate implementation process that will produce the desired results. Some of the models of change include the Organization Life Cycle and Change, Planned Approach to Organizational Change, Incremental Model of Change, Continuous Transformation Model of Change, Kotter's Eight Steps Approach to Transforming Organizations and the Emergent Approach and beyond. This research was a case study of Kenya Broadcasting Corporation (KBC) whose objectives were to establish the implementation of change at the corporation as well as to establish the challenges faced in the implementation process. The research was conducted through the qualitative case study design method where data was collected through use of open ended interview guides to the respondents as well as the policy papers like the Strategic Plan and the Service Charter of the corporation. Nine senior managers who had worked for more than five years at corporation were interviewed. The research findings indicate that KBC has borrowed from various change practices that espouse on some of the models of change mentioned above. Its implementation process has included the introduction of new management styles, collaborations with other strategic partners, training in presentation styles to conform to best practices and introduction of documentaries and development of new and modem programmes and shows. There have also been technological advancements and improvement in staff welfare. Some of the limitations encountered during the study were that on the day of carrying out the interviews, some of the top managers were sacked hence influencing the mood of the respondents. Some of the respondents were fearful in answering the questions due to the culture of mistrust with the assumption that the information could be used against them later. The corporation was also still lagging behind in terms of technology which resulted in some data not being available when needed. The study further revealed that KBC was faced by various challenges in the implementation process. These included staff resistance to change, insufficient funds, low prioritization and that consolidation of synergies was lacking in certain areas. In addition, the process of decision making was still encountering a lot of predicaments, the public still perceived the corporation as a mouth piece of the government which negatively influenced its ratings in the industry and the human resources and organizational structures were still wanting. The study recommends that for KBC to effectively implement its change practices, there is need for efficiency in management, proper implementation of strategies and goals, exploitation of the existing synergies within the corporation and improvement on areas such as technology. These suggestions could form a basis for further research on the corporation especially with the looming switch to digital broadcasting in the country and its effect on the change management at KBC. One could also look at whether the Strategic Plan is still being implemented to the letter and whether the corporation will finally get ISO certified and the related implications. Another area of study could be an audit of the strategic partnerships and whether the parties involved were meeting their goals or not and any challenges arising there from.