A survey of strategic change management practices within no governmental organisations (NGOs) In Kenya

Abstract

Change is an inevitable process facing most organizations globally and Kenya in particular. This is due to the turbulent, flexible and uncertain organizational situations. This study focuses on the management of strategic change practises in the Kenyan NGO sector. Morever, it attempts to identify key factors that influence successful strategic change management in the same sector of the Kenya economy. The study employs the sample survey methodology to collect relevant data. The data foi·analysis came from the 40 NGOs sampled from the 672 NGOs in the 1996 NGO directory published by the NGO co-ordinating Board. A 16 page questionaire was designed and used to collect data through personal interview and the drop and pick later approaches. A response rate of 75 percent was attained. Out of the 40 strati tied sampled NGOs 30 NGOs responded. The research results were as follows: 73.3 percent of the respondents confirmed that they have mission statements while 26.7 percent reported they do not have. 90 percent of the respondent reported they have objectives while 10 percent do not. 96.7 percent of NGOs reported that when preparing their objectives and plans they consider their benefici~~s 0;' clien~s. From the beginning of 1990s, 90 percent of NGOS experienced chiu~ge in the strategy. 83 per!ent experienced decreased donor funding. This could be erylained by reliance of NGOs on Donor funding and the resulting negative effect of withdrawal of some donors from Kenya. Factors which have influenced change, the respondents indicated donor requirements. decline in resources, stakeholders and arrival of new chief executive among other factors triggered change within NGOs. This could be explained by over reliance of NGO on donors who influence their policies and stratergies. The study also revealed employee involvement is important in successful strategic change management. VII In the order of ranking, the respondents indicated that the Chief Executive, Senior Management, Board of Trustees initiated most changes within the NGOs. This could be explained by the fact that they are strategists of their organization. Therefore they must ensure the mission, vision, goals and objectives are consistently attained. Among the factors influencing change in order of the merit structure, strategy, organizational culture and systems are the key factors influencing successful strategic change management. This finding suggests that appropriate structure will influence the stratergy, organisation culture and systems to achieve organization goals objectives and eventually the mission. In conclusion, effective and successful strategic change management depends 011 how the change initiators and agents manage such variable as strategy, communication. Employee involvement, employee empowernment resistance to change and other related challenges.