Management Perception of the Influence of Institutional Culture on the Implementation of Change in the University of Nairobi

Abstract

The purposes of the study were to establish the management's perception of the influence of culture on implementation of change at the university of Nairobi, and secondly to establish the management perception of the challenges of institutional culture in the process of change implementation in the University of Nairobi. Data was collected from the forty-five (45) members of the University of Nairobi's management board with a reasonably high response rate of 58 percent. The data was then summarized and presented in the form of proportions. tables and percentages. Based on the results from data analysis and findings of the research from chapter four, the following conclusions were made: First, the top management and the Vice Chancellor formulates the university strategy since the power to make decisions rests with top management and committees, which make it non-participative. Secondly, the major changes in structure in the University took place more than two years ago, but despite a history of change, the university is still retains some archaic characteristics such as emphasis of rules and regulation, poor work ethics among others. The research however found out that the current departmental organizatiorral structure supports the implementation of strategy as documented in the 2005-2010 strategic plans. Thirdly, on change implementation, the major factors that have led to transformations and reforms are the technological changes, changes in the patterns of financing and governance, the emergence of new types of institutions and curriculum reforms. Fourthly, the university's specific actions in its purposeful effort to alter existing policies and practices emphasized the flexibility to employ an adaptive process to achieve the outcome and the initiation to achieve the outcome. Fifthly, the most crucial forces that have affected the university's ability to formulate and implement sound strategies were found to be the university culture, the structure, and the people in the university. IV Sixth, On culture, the university has a strong base on the totality of socially transmitted behavior patterns. arts, beliefs and institutions; which are documented as a sets of shared values, beliefs, assumptions. and practices that shape and guide member's attitudes and behaviour . The major cultural change inhibitors in the University were identified as inflexibility, non-existent trust among members and leaders, the dysfunctional communication patterns, lack of long-term and strategic planning, the inability to recognize member needs and the uncooperative and unconcerned leadership. In conclusion culture was identified as a critical component in the university'S process of both planned and unplanned change and could be an obstacle to change or a vital ingredient of the university's success depending on how it is managed as an institutional component. The following recommendations were made to the University of Nairobi especially the management board: it should find ways or reversing key change inhibitors like inflexibility. non-existent trust among members and leaders and the dysfunctional communication patterns. The only limitations were time and financial constraint in carrying out.the research