Change management practices at Kenya Ports Authority

Abstract

With increased globalization and the ever changing World, organisations nowadays have come under intense pressure to fundamentally change how they operate and contact business if they have to ensure their survival and competitiveness. As organisations undertake the changes, serious challenges do occur that require unique techniques to deal with. Key among these challenges is opposition to change coupled with the desire by some of the stakeholders to maintain the status quo. Understanding how organisational management deals with these challenges to continue surviving and remain competitive is imperative. Inspired by this concern, this research therefore, sought to inquire if there are change management practices which organisations going through the change transitions can use to overcome the main challenges to change. Kenya Ports Authority, which is the subject of this study, undertook changes to its strategic direction, organisational culture, internal process and performance management systems which elicited serious challenges. A case study was carried to find out how KPA dealt with these challenges. The researcher carried out personal interviews with KPA Heads of Sections, Dock Workers Secretary General, Senior Shop-Stewards, Section Shop-Stewards, top managers of selected ten major Clearing & Forwarding firms, Ships Agents as well as Unit Heads of Other Government Agents (OGAs) operating in the port; at Inland Container depot (Nairobi) and Kilindini Harbour (Mombasa). According to the study, Kenya Ports Authority was able to successfully manage the challenges to change by use of use of various strategies and change management practice techniques such as cultural adjustment, support by the top management, communication, participation, training and coercion. The study also came up with three recommendations which organisations should take cognizance of when faced with similar challenges. One of these recommendations is that, it is important for managers and change agents to be competent in managing the change process. Two, organisations going through change x should clearly identify and understand the causes of resistance to change as and when it occurs. Lastly, it is important to acknowledge the importance of the positive element of resistance in the whole change process. This research contributes to the existing literature in change management and can act as a guideline on how to successfully manage challenges to organisational changes.