An Investigation of how the external change management factors influence performance in organization: a case study of Oserian development and the related companies
This study was about investigating how the external change management factors influence performance in Oserian Development Company a leading floricultural industry and the related companies. The concern of the subject is because change is all pervasive and organizational change management is very important globally and is influenced by different internal and external factors either positively or negatively and Kenya in particular. The project highlights how the various external factors like the technological, economic, market, sociolological and cultural and political/legislative influence change management and thereafter performance. Change management entails thoughtful planning and sensitive implementation, and above all consultation with and involvement of the people affected by the changes. The study employed a case study design to collect the relevant data which was collected from employees in ODC and the related company and has five chapters. The other objective was to find out the consequences of poor change management strategies in organizations. I.e. ODC and the related companies. For example; Notable problems was resistance to change where 63.2% confirmed it was present mostly in the form of complains (69.3%), anger (58.4%) response rate, Thus the need for a suggestion box. The sequence of resisting change consists of discovery. Attribution, emotion and then the decision to resist. Resistance to change arises because of various reasons, habit, and self interest. Misunderstanding and lack of trust, low tolerance for inconvenience threat to esteem and social relations and attention on management power. All this will affect the process of change management and an organization's performance. From the study, on the external factors and their influence on change management and there after performance, it can be observed from the response of the respondents there were much changes in technology and, market/competition. This was shown by the majority response as shown by 78.9% and 84.2% respectively. The other factors which were, economic factors, sociological/cultural factors and political and legislature had no much changes since they had 47.4%, 26.3% and 15.8% respectively of respondents who said that there were changes in these factors in the last 5 years or since they were employed. The researcher was also concerned with whether the respondents were involved in the planning and implementation of changes. Therefore it can be observed that majority of respondents are partly involved as indicated by the 52.6% of the response rate. 31.6% of the respondents said that they were not involved, while only 15.8% felt they were fully involved in the planning and the implementation of change. From the majority of respondents as indicated by 73.7%, it was clear that lack of the respondent's involvement in the change management process influenced their behavior. 21.1 % said that their behaviour was not influenced, while 5.3% said that they were not sure whether their behaviour was influenced or not. For Oserian Development Company and the related companies to succeed in the change management process, it should ensure that it involves its employees in the planning and implementation of change and that the information in the company in relation to change should be fully communicated to the concerned employees. It should also ensure that the management of resistance to change among the employees is handled adequately before its effects manifest themselves (insecurity & uncertainty). Offer and provide appropriate intervention education! training, to ensure the sharing of information obtained from the diagnostic phase with the affected employees and to help them realize the need for change.