Management of strategic change by non Governmental organizations in Mathare slum, Kenya
This study sought to establish the forces of change affecting Non Governmental Organization in Mathare slum of Kenya and to determine strategic change management practices adopted by Non Governmental Organizations in Mathare slum of Kenya. This study adopted a descriptive research design. The population for this study consisted of all NGOs operating in Mathare slum which is 23 NGOs. Both primary and secondary data was used in this research. Primary data was derived from questionnaires distributed to the NGO managers. The data analysis included both qualitative techniques and quantitative techniques. The findings show that most of the respondents indicated that having a crystal clear purpose and a reason to persevere despite inevitable difficulties, compliance to new regulations and changing patterns in aid allocations affect their organizations to a very large extent. These forces were followed by managing business information, consequences of uncertainty and public better informed about development issues as thought by the respondents as the forces affect that their organization to a very great extent. The respondents stated that other forces of change facing their organization were internal learning of the organization, programs to effectively utilize funds and resources, creating space for children and introducing life skills, structure and internal communication. Other forces of change that the respondents stated include: the environmental uncertainty, continuum of strategic development evolution, whose characteristics involve preparing functionally based plans, using historical data, no leveraging of resource and the value system is to meet budgetary targets, resistance by employees to change and pressure to increase efficiency while delivering improved and integrated services. In addition to these the respondents stated sustainability of service even in competitive markets; mitigate against potential failure of privatized services while reducing transaction costs. The researcher concludes that increased examination of NGOs will not only allow them to more fully describe the field of organizational types and their communicative characteristics and dynamics but also will provide a wealth of opportunities to validate current theoretical assumptions that have largely been based on the empirical picture presented in corporate organizations. Although NGOs have become established organizational actors within development policy and practice, critical questions are increasingly being asked of their performance and accountability. In general, the roles and activities of NGOs are far less systematic on internal organizational processes and management.In the light of this research it is recommended that NGOs have to make strategic choices between confrontational, complementary or collaborative strategic relationships with government. The process of making these strategic choices gives rise to internal tensions concerning expenditure priorities, the conflicting demands of clients and donors, which result in disagreements over an appropriate balance between quality services and meeting fundraising targets. Service-deliverers are pulled towards clients and fund-raisers towards donors. The result can be a split within the organization, which can be resolved by the voluntary organization acting as a mediator or bridge between donor and client.