Change management in the Kenya national commission for UNESCO
Organizations of today face an uncertain future due to various challenges posed by their dynamic and unpredictable environments. Economic and social factors such as globalization, political/legal, social/cultural, competition, liberalization, and advanced technology are among the various forces that drive change in organizations. In is vital to manage change effectively in order to develop a competitive edge. The Kenya National Commission for UNESCO changed into a state corporation with the enactment of the Kenya National Commission UNESCO Act 2013.This was to enable the commission to exercise its own mandate. The research study (a case study) had one objective, to find how change management was managed in the Kenya National Commission for UNESCO. Primary qualitative data was collected from senior managers in the five programs KNATCOM for UNESCO through the use of an interview guide. The six senior managers who included the deputy secretary general were interviewed and the results were analyzed and recorded in chapter four. The findings show that the change was strategically planned. Active participation and communication was crucial in the introduction and implementation of the change led by the Secretary General of KNATCOM for UNESCO. Everybody was involved in the change process and this contributed to its success. The organization consulted with experts in change management which also aided in the successful implementation of change. Although a lot has been achieved, there are a number of aspects that are not yet complete. These are indicated clearly in the summary of the findings in Chapter Five and some are elaborated further under recommendations. It was recommended that the employees of KNATCOM go for further training on change management, more staff should be hired, and that the study should be used by practitioners, academicians and researchers as a foundation to build further knowledge on the phenomenon of change management. The limitations of the study were failure to include other levels of staff as the respondents were top management of KNATCOM. Time was also a constraint which contributed to the 83.3% response rate. Only one method of collecting data was used which could have led to important issues being omitted. Areas of further research include; investigating the performance of KNATCOM for UNESCO after the change transition process and investigating resistance to change and change management practices used in KNATCOM for UNESCO. Since change is a continuous process, the Kenya National Commission for UNESCO management needs to address the issues revealed by this study in order to boost its achievements.