Managers’ perception of strategic change management Practices by the Kenya National Assembly

Abstract

Strategic Change means changing the organizational Vision, Mission, Objectives and of course the adopted strategy to achieve those objectives (Jeff, 2007). Because the performance of firms might dependent on the fit between firms and their external environments, the appearances of novel opportunities and threats in the external environments, in other words, the change of external environments, require firms to adapt to the external environments again; as a result, firms would change their strategy in response to the environmental changes. The states of firms will also affect the occurrence of strategic change. For example, firms tend to adopt new strategies in the face of financial distress for the purpose of breaking the critical situations. Additionally, organizations would possess structural inertia that they tend to keep their previous structure and strategy (Jeff, 2007). This paper undertook a survey of managers’ perception on SCM practices at the Kenya National Assembly. The study consequently addressed the following research question: “What are the managers’ perceptions of the strategic change management practices at the Kenya National Assembly?” A survey was undertaken targeting thirty (30) managers’ at the KNA. The study utilized questionnaires to collect primary data from the managers, however, only twenty eight (28) questionnaires were collected from the respondents. The data was then analyzed using MS-Excel 2007 and the findings presented using tables and graphs giving descriptive statistics including frequencies, mean and percentages. The research findings illustrates that the mangers’ perceived KNA’s mission, vision, objectives and strategic plan as being aligned with the role of the Kenya National Assembly. Moreover, majority of the managers’ found SCM to be practical and that majority of the manager’s strongly agreed that the changes at KNA were necessary. However, the managers were of the opinion that SCM was facing challenges and that Total Quality Management (TQM) and Financial Management (FM) were very important in posing challenges in the implementation of SCM at KNA. Business Process Re-engineering (BPR), Information Communication Technology (ICT) and Human Resource Management (HRM) were perceived as being important in posing challenges in the implementation of SCM at KNA. The study therefore drew out several recommendations based on the research findings and conclusions of the study.