Change Management in Kenya’s Catholic Organizations
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Date
2012-04
Authors
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Publisher
Tangaza University College
Abstract
The article explores receptivity to change of rigid and hierarchical
organizations, arguing that change is inevitable and organizations
that are resilient and agile, readily accept it while those that are
rigid and hierarchical in structure, like Catholic Organizations
(COs), find it difficult to adapt to it.
The research sampled 288 managers out of a population of 1,444.
It examined strategies used by COs and compared them with best
practices which attest that power sharing strategies are effective
than force-coercion strategies because the former, win high
commitment to implementation and the latter, lead to small scale
and short term impact.
The key findings are that change of leadership, technological
and social cultural are the main drivers of change and reasons
for resistance are inertia and fear of losing securities. A small
percentage of COs excelled in managing change effectively
because they used power sharing strategy which provides logical
and rational reasons and therefore, managers can smoothen the
way for acceptance and weaken the forces working against it.
It was recommended that COs should put in place succession plan
strategies. They should also increase participation of those who
are likely to be affected by change and craft strategies that help
members to accept change such as training programs that improve
peoples skills so that they are not rendered useless hence a cause
of resistance to change. Finally, COs should deploy managers that
are innovative so that they create organizations that can thrive in
a future that cannot be predicted.
Description
Keywords
Catholic Church, Change Management, Management, Receptivity to Change