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Browsing Staff publication by Subject "Change Management"

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    Change Management in Kenya’s Catholic Organizations
    (Tangaza University College, 2012-04) Jeketule Soko, Jacob
    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.