evelyn etyang-obanda's personality type
TRANSCRIPT
IS CHANGE MANAGEMENT EFFECTIVE?
A CASE OF UNITED NATIONS OFFICE AT NAIROBI
BY
EVELYN ETYANG-OBANDA
UNITED STATES INTERNATIONAL UNIVERSITY AFRICA
SUMMER 2015
i
IS CHANGE MANAGEMENT EFFECTIVE?
A CASE OF UNITED NATIONS OFFICE AT NAIROBI
BY
EVELYN ETYANG-OBANDA
Project Submitted to the Chandaria School of Business in Partial
Fulfilment for the Degree of Executive Masters in Organization
Development (EMOD)
UNITED STATES INTERNATIONAL UNIVERSITY AFRIC
SUMMER 2015
ii
STUDENT’S DECLARATION
I, the undersigned, declare that this is my original work and has not been submitted to any
other college, institution or university other than the United States International University
in Nairobi for academic credit.
Signed: ____________________________ Date: ______________________________
Evelyn Etyang-Obanda (ID 121644)
This project has been presented for examination with my approval as the appointed
supervisor.
Signed: ____________________________ Date: ______________________________
Mr. Dalton Ndirangu
Signed: ____________________________ Date: ______________________________
Dean, Chandaria School of Business
iii
COPYRIGHT
No part of this project may be produced or transmitted in any form or by any means
electronic, magnetic tape or mechanical including photocopy, recording on any information
storage and retrieval system without prior written permission from the author.
© Copyright by Evelyn Etyang-Obanda, 2015
iv
ABSTRACT
The purpose of the study was to investigate the factors were impeding change management
initiatives in UNON Nairobi main offices. The study addressed the following objectives:
The effect of change management on decision turnaround time in United Nations office of
Nairobi
The effect of change management initiative on the clarity of roles and responsibilities
among staff in United Nations in Nairobi
The effect of UNON’s change management initiative on how United Nations Nairobi office
responds to clients as the service provider
The study used a descriptive research design, where the total population was 150 out of
which a sample of 50 respondents that can be categorized as spread across employees of
UNON was drawn to participate in this research. Stratified random sampling was adopted
in this study. All categories of staff were given questionnaires to get their view of their
perception on the implementation of reengineered business processes.
The researcher used self-administered structured questionnaires, and the respondents were
asked to indicate the degree of current applicability of the three critical factors influencing
the adoption of change management initiatives at the workplace. Data was collected using
a structured questionnaire. The research procedure involved pilot testing to avoid
inapplicable questions and ambiguity, followed by the administration of the questionnaire
instrument. The data was then analyzed using descriptive statistics and the variables
analyzed using correlations. Output of the data was presented in tables and figures. The
main data analysis tool used in this study was the Statistical Package for Social Sciences
(SPSS).
The findings regarding the first specific objective assessed the effect of change
management on decision turnaround time in UNON indicated that (93%) of the interviewed
employees said that business process reengineering is the most effective tool for
establishing a new direction for the organization. (45%) of the respondents felt that
preparing the organization for change and undertaking training and development would
enhance staff motivation and service delivery and also address re-organization issues that
change management initiatives could address while 55% of the respondents rated business
v
process reengineering systems as very important in the day-to-day work activities of the
organization. (36%) indicated that they felt it was moderately effective in aligning systems,
structures and procedures while (5%) indicated that it was not necessary due to the huge
resource outlay required to support changes.
The findings regarding the second research objective to establish the effect of change
management initiative on the clarity of roles and responsibilities among staff in UNON
revealed that (55%) of the respondents were of the view that work place reorganization
changes require staff preparation and message of change must me communicated to
employees at all levels, while (45%) disagreed. Regarding roles and responsibilities among
staff (70%) of the respondents said that setting up teams from different departments is key
as reengineering processes are cross-functional, therefore require team members who are
knowledgeable, creative and enthusiastic. Another (80%) did not agree that change
management initiatives are important, since reengineering involves major changes,
resistance to such changes is inevitable.
Concerning the third objective to determine the effect of change management initiative on
how UNON responds to clients as a service provider (56%) agree that identifying and
removing roadblocks to change is effective for enhanced service delivery, while (54%)
were of the view that absorption of changes into the work culture is more important.
Concerning resource allocation and financial implications of reengineering business
process, (60%) of the staff members said that they agreed to initiating new aligned
structures is an expensive and resource intensive activity which has financial implications
on the organization but overall benefits for improved systems and procedures. The findings
also revealed that (95%) agreed that business process reengineering brings major changes
and change to be institutionalized and internalized and this led to more employees
identifying themselves with processes and not functions or departments.
The study concluded that the organization needed to invest substantially in training to
impart new skills, values and attitudes to employees. The new systems must focus on team
work, process-orientation and customer satisfaction. The study has shown that change
management research is based on formal academic courses in the field of organization
development taught in education institutions and majority of the programs are tailor-made
vi
for staffs’ professional career progression rather than for the work environment practical
and contextual application.
The study recommends that organization development programs should focus not only on
technical structures and issues but also on addressing organizational capacity building by
investing substantially in training to impart new skills, values & attitudes to employees. As
such the study also recommends that it is necessary to counsel and train those who resist
change to convince them about the need for change and give them clear picture of the things
that are going to be changed.
Finally, the study that further research on adoption of change management initiatives and
business process reengineering be carried out more regularly to ascertain that
implementation of organizational changes takes place smoothly with less resistance and
challenges, with full support of staff and knowledge of the benefits that will be derived
from the technology.
vii
ACKNOWLEDGEMENT
This project would not have happened without the creative contributions, encouragement,
and endless feedback from a wide variety of people.
My sincere gratitude goes to my supervisor, Mr. Ndirangu for his patience. His ability to
listen and critique my work was invaluable.
I would like to thank my mum – my truest fan and constant source of encouragement during
the life of the project. She was the perfect organizer of my thinking process.
My gratitude goes to my colleagues, for how they inspired in me the perseverance and drive
necessary to accomplish this goal and attain this academic milestone.
To all my colleagues, friends, lecturers and classmates who in one way or another supported
my cause, may God almighty richly bless each of you.
viii
DEDICATION I dedicate my project to my family and friends.
A special feeling of gratitude to my supervisor Mr. Dalton Ndirangu, whose words of
wisdom and push for tenacity ring in my ears.
I also dedicate this work to my many friends and colleagues who have supported me
throughout the process. I will always appreciate all they have done, especially Gladys
Nyaore for helping me develop my technology and statistical skills.
I dedicate this work and give special thanks to my three best friends, Eliud Obanda
(husband), Zion Obanda (son) and Zuwena Obanda (daughter).
ix
TABLE OF CONTENTS
STUDENT’S DECLARATION ....................................................................................... ii
COPYRIGHT ................................................................................................................... iii
ABSTRACT ...................................................................................................................... iv
ACKNOWLEDGEMENT .............................................................................................. vii
DEDICATION................................................................................................................ viii
ABBREVIATIONS ........................................................................................................ xvi
CHAPTER ONE ............................................................................................................... 1
1.0 INTRODUCTION................................................................................................. 1
1.1 Background of the Study ........................................................................................ 1
1.2 Problem Statement .................................................................................................. 4
1.3 Purpose of the Study ............................................................................................... 5
1.4 Specific Objectives ................................................................................................. 5
1.5 Significance of the Study ........................................................................................ 6
1.5.1 Funders / Authorizers ................................................................................................. 6
1.5.2 Managers / Enablers ................................................................................................... 6
1.5.3 Producers/Partners/Staff ............................................................................................ 6
1.5.4 Clients/Customers/Users ............................................................................................ 6
1.5.5 Community ................................................................................................................ 6
1.6 Scope of the Study .................................................................................................. 6
1.7 Definition of Terms................................................................................................. 7
1.7.1 Change Management .............................................................................................. 7
1.7.2 Organizational Development .................................................................................. 7
1.7.3 Reengineering ......................................................................................................... 7
1.7.4 Organizational Culture ............................................................................................ 8
1.7.5 Organizational Behaviour ....................................................................................... 8
1.8 Chapter Summary ................................................................................................... 8
CHAPTER TWO .............................................................................................................. 9
2.0 LITERATURE REVIEW .................................................................................... 9
2.1 Introduction ............................................................................................................. 9
2.2 Effect of Change Management on Decision Turn-Around Time ........................... 9
2.2.1 Manage Natural Resistance to Change ...................................................................... 9
2.2.2 Sustain Performance in an Environment of Constant Change ................................. 10
x
2.2.3 Personalize the Benefits of Change ......................................................................... 12
2.2.4 Lead, Sponsor and Communicate throughout the Change Process ......................... 12
2.2.5 Supporting People through the Difficult Points of the Change Journey .................. 13
2.2.6 Focus on New Behaviors, not New Attitudes .......................................................... 14
2.3 Effect on the Clarity of Roles and Responsibilities .............................................. 14
2.3.1 Ensure Top-Management Support and Commitment ........................................... 14
2.3.2 Provide a Plan .......................................................................................................... 16
2.3.3 Ensure the Need for Organizational Change ........................................................... 17
2.3.4 Effective Information Management ......................................................................... 18
2.4 Effects of UNON’s Change Management Initiative on how United Nations
Nairobi office Responds to Clients as the Service Provider. .......................... 19
2.4.1 Institutionalize Change ............................................................................................ 19
2.4.2 Build External Support ............................................................................................ 19
2.4.3 Provide Resources .................................................................................................... 20
2.4.3 Pursue Comprehensive Change ............................................................................... 20
2.5 Chapter Summary ................................................................................................. 23
CHAPTER THREE ........................................................................................................ 24
3.0 RESEARCH METHODOLOGY ...................................................................... 24
3.1 Introduction ........................................................................................................... 24
3.2 Research Design.................................................................................................... 24
3.3 Population and Sampling Design .......................................................................... 25
3.3.1 Population ................................................................................................................ 25
3.3.2 Sampling Design ...................................................................................................... 25
3.3.2.1 Sampling Frame ............................................................................................. 25
3.3.2.2 Sampling Technique ...................................................................................... 25
3.3.2.3 Sample Size .................................................................................................... 26
3.4 Data Collection Methods ...................................................................................... 26
3.5 Research Procedures ............................................................................................. 27
3.6 Data Analysis Methods ............................................................................................... 27
3.7 Chapter Summary ................................................................................................. 27
CHAPTER FOUR ........................................................................................................... 28
4.0 RESULTS AND FINDINGS .............................................................................. 28
4.1 Introduction ........................................................................................................... 28
4.2 Demographic Information ..................................................................................... 28
xi
4.3 Effect of Change Management on Decision Turnaround Time ............................ 32
4.3.1 Management of Resistance to Change .................................................................. 32
4.3.2 Impact of Sustaining Performance in an Environment of Constant Change ........ 38
4.3.3 Effect of Personalizing the Benefits of Change on Decision Turnaround Time .. 42
4.3.4 Impact of Lead Sponsor as a Communicator in the Change Process ................... 45
4.3.5 Effect of Supporting Respondents throughout Change Journey ........................... 51
4.3.5 Perceptions on Management Focus on New Behaviours ...................................... 54
4.4 Effect of Change Management Initiative on the Clarity of Roles and
Responsibilities among UNON Staff .............................................................. 56
4.4.1 Effect of Top-Management Support and Commitment ........................................ 56
4.4.1.1 Effect of Management Aligning Structures for Effective Change Implementation
......................................................................................................................... 57
4.4.1.2 Effect of Management Creating Processes for Leadership Development ............ 58
4.4.1.3 Effect of Developing Employees who can implement Change ............................ 58
4.4.1.4 Effect of Management Reinvigorating Change Process ....................................... 59
4.4.2 Effect of Management Providing a Change Plan .................................................. 63
4.4.3 Effect of Ensuring Top Management Support and Commitment ......................... 66
4.5 Effect Of UNON’s Change Management Initiative on How it Responds to Clients
as Service Provider ......................................................................................... 69
4.5.1 Effect of Institutionalize Change .......................................................................... 70
4.5.2 Effect of Building External Support ..................................................................... 72
4.5.3 Effect of Providing Resources .............................................................................. 73
4.5.4 Effect of Management Pursuing Comprehensive Change .................................... 75
4.5.5 Effect of Effective Information Management ....................................................... 79
4.6 Chapter Summary ................................................................................................. 84
CHAPTER FIVE ............................................................................................................ 86
5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS ................. 86
5.1 Introduction ........................................................................................................... 86
5.2 Summary ............................................................................................................... 86
5.3 Discussion ............................................................................................................. 88
5.3.1 Effect of Change Management on Decision Turnaround Time ............................ 88
5.3.2 Effect of change Management Initiative on the Clarity of Roles and
Responsibilities among Staff .......................................................................... 91
xii
5.3.3 Effect of UNON’s Change Management Initiative & Response to Clients as the
Service Provider .............................................................................................. 93
5.4 Conclusions ........................................................................................................... 95
5.4.1 Effect of Change Management on Decision Turnaround Time ............................ 95
5.4.2 Effect of change Management Initiative on the Clarity of Roles and
Responsibilities among Staff .......................................................................... 96
5.4.3 Effect of UNON’s Change Management Initiative & Response to Clients by the
Service Provider .............................................................................................. 96
5.5 Recommendations ................................................................................................. 96
5.5.1 Recommendation for Improvement ...................................................................... 96
5.5.1.1 Effect of Change Management on Decision Turnaround Time ............................ 96
5.5.1.2 Effect of change Management Initiative on the Clarity of Roles and
Responsibilities among Staff .......................................................................... 97
5.5.1.3 Effect of Change Management Initiative on how and Response to Clients by the
Service Provider .............................................................................................. 97
5.5.2 Recommendations for Further Studies.................................................................. 98
REFERENCES ................................................................................................................ 99
APPENDICES ............................................................................................................... 105
APPENDIX I: COVER LETTER ................................................................................... 105
APPENDIX II: QUESTIONNAIRE ............................................................................... 106
xiii
LIST OF FIGURES
Figure 4.1: Working Experience ........................................................................................ 29
Figure 4.2: Capacity and Level of Management ................................................................ 30
Figure 4.3: Ownership of Organization ............................................................................. 31
Figure 4.4: Perception on Change Causing Redundancies ................................................ 39
Figure 4.5: Respondents Frightened for jobs ..................................................................... 39
Figure 4.6: Respondents Perceptions on Distance to Travel in the Change Process ......... 40
Figure 4.7: Perceptions on Change Projects Creating Resistance ..................................... 41
Figure 4.8: Ensure that it is a shared vision and strategy................................................... 46
Figure 4.9: Impact of Lead Sponsor in Identifying Crises ................................................. 46
Figure 4.10: Effect of Having a Leadership Team Role-Model ........................................ 47
Figure 4.10: Impact of Lead Sponsor usage of varied ways of Communication ............... 48
Figure 4.12: Effect of Management Aligning Structures for Effective Change
Implementation .......................................................................................................... 57
Figure 4.13: Effect of Management Creating Processes for Leadership Development ..... 58
Figure 4.14: Management Developing People who can Implement the Change ............... 59
Figure 4.15: Effect of Management Reinvigorating Change Process ................................ 59
Figure 4.16: Effect of Management Monitoring Change Strategies in response to
Problems .................................................................................................................... 60
Figure 4.17: Effect of Long Periods of Planning before the Change is delivered ............. 63
Figure 4.18: Focuses on Results rather than Activities...................................................... 64
Figure 4.19: Effect of Management Eliminating Obstacles for the Planned Change ........ 65
Figure 4.20: Effect of Establishing an Increased Sense of Urgency .................................. 67
Figure 4.21: Effect of Convincing Respondents of the Need for Change ......................... 67
Figure 4.22: Effect of getting Respondents to See that Change is Needed ....................... 68
Figure 4.23: Effect of Training on Change Initiatives ....................................................... 74
xiv
LIST OF TABLES
Table 3.1: Population Distribution ................................................................................................. 25
Table 3.2: Sample Size .................................................................................................................. 26
Table 4.1: Department or Unit of Work ......................................................................................... 30
Table 4.2: Ownership of Organization ........................................................................................... 31
Table 4.3: Ranking of Variables of Management of Resistance to Change ................................. 33
Table 4.4: Respondents Feelings on Change Threatening due to Lack of Clarity on Results ....... 33
Table 4.5: Effect of Change on the way things are traditionally ................................................... 34
Table 4.6: Respondents Perception on Importance of Change ...................................................... 34
Table 4.7: Respondents Feelings on Change Happenings ............................................................. 35
Table 4.8: Perceptions on Change being a Daunting Process ........................................................ 35
Table 4.9: Cross-Tabulation on Management of Resistance of Change ........................................ 36
Table 4.10: Ranking of Variables of Impact of Sustaining Performance in an Environment of
Constant Change ................................................................................................................... 38
Table 4.11: Impact of Sustaining Performance in an Environment of Constant Change .............. 41
Table 4.13: Gets the Group to Work Together Effectively as a Team........................................... 43
Table 4.14: Effect of Vision and Strategy in Change Management .............................................. 44
Table 4.18: Cross-Tabulation on Lead, Sponsor and Communicate Throughout the Change
Process ................................................................................................................................... 48
Table 4.19: Correlation between the variable of managing resistance to change .......................... 50
Table 4.21: Perceptions on Management Examining Change Trends and Problems .................... 51
Table 4.22: Perceptions on Management Identifying and Discussing Crises ................................ 52
Table 4.23: Perceptions on Management Putting Together Group to Lead the Change ................ 52
Table 4.25: Correlations between the Variables on Effect of Supporting People through Change
Process ................................................................................................................................... 54
Table 4.26: Perceptions on Management Articulating the Connection between New Behavior’s
and Organizational Success ................................................................................................... 54
Table 4.27: Perceptions on Management Encouraging Reasonable Risk-taking ........................... 55
Table 4.28: Cross-Tabulation on Focus on New Behavior’s not New Attitudes ........................... 55
Table 4.29: Correlations between the Variable of Managing Resistance to Change ..................... 56
Table 4.30: Ranking of Variables of Effect of Top-Management Support and Commitment ...... 57
Table 4.31: Cross-Tabulation indicating the Effect of Top Management Support and Commitment
in Change Process ................................................................................................................. 61
Table 4.32: Correlations between the Variables Ensuring Top Management Support and
Commitment .......................................................................................................................... 62
Table 4.35: Cross-Tabulation on Ensure Top Management Support and Commitment ................ 66
xv
Table 4.37: Cross-Tabulation on Effect of Ensuring Top Management Support and Commitment
............................................................................................................................................... 69
Table 4.38: Correlations between the Variables on Effect of Top Management Support and
Commitment .......................................................................................................................... 69
Table 4.40: Effect of Communicating about Change in a Timely and Relevant Manner .............. 70
Table 4.41: Cross-Tabulation on Effect of Institutionalizing Change ............................................ 71
Table 4.42: Correlations between the Variables on Effects of Institutionalizing Change .............. 72
Table 4.44: Cross-Tabulation on Effect of Building External Support .......................................... 73
Table 4.45: Correlations between the Variables of Effect of Building External Support .............. 73
Table 4.47: Cross-Tabulation on Effect of Proving Resources ...................................................... 75
Table 4.48: Correlations between the Variable of Effect of Providing Resources ......................... 75
Table 4.50: Effect of Delays Change Projects ................................................................................ 76
Table 4.51: Effect of Change Implementation Flexible and Reactive ............................................ 77
Table 4.52: Effect of Delays in Change Projects ............................................................................ 77
Table 4.53: Effect of Management taking Part in Planning .......................................................... 78
Table 4.54: Cross-Tabulation on Effect of Pursuing Comprehensive Change ............................... 78
Table 4.55: Correlations between the Variable on Effect of Pursuing Comprehensive Change .... 79
Table 4.57: Effect of the Implementation of the Change being Managed by Agency ................... 80
Table 4.58: Influence of long Periods of Planning before Change Delivery .................................. 80
Table 4.59: Influence of Involvement in the Change Project before it takes place ........................ 81
Table 4.60: Cross-Tabulation on Effect of Effective Information Management ............................ 81
Table 4.61: Correlations between the Variables of Effect of Effective Information Management 83
xvi
ABBREVIATIONS
BPR Business Process Reengineering
DAS Division of Administration Services
DCS Division of Conference Services
DSS Department of Safety and Security
ERP Enterprise Resource Planning
ICT Information Communication Technology
IPSAS International Public Sector Accounting Standards
IT Information Technology
ITU International Telecommunication Union
OIOS Office for Investigations, Oversight, Security
SPSS Statistical Package for the Social Sciences
TQM Total Quality Management
UN United Nations
UNEP United Nations Environment Programme
UNON United Nations Office of Nairobi
1
CHAPTER ONE
1.0 INTRODUCTION
1.1 Background of the Study
Organization change management is a business process that enables organizations to
manage and implement ongoing changes in their office environment, while automating and
documenting the acceptance, approval and implementation of such processes. The ultimate
goal of change management is to continuously align personnel and business processes with
technology. Improving change management is one of the best investments enterprises can
make (Gartner, 2003).
Change has become an ongoing phenomenon and business process re-engineering has
become a necessity for survival of organizations as we approach the 21st century. The first
lesson is that major organizational change is really only likely in the face of a truly difficult
situation. Change management is a structured approach to shifting/transitioning
individuals, teams, and organizations from a current state to a desired future state. It is an
organizational process aimed at helping employees to accept and embrace changes in their
current business environment (Hiatt and Jeff, 2010).
As participants in the ever-changing working environment, we must be innovative in
managing change as it affects both our professional and personal lives. One of the
innovative ways to manage change is to adopt a comprehensive change management
methodology. Change management refers to the effort it takes to manage people through
the emotional ups and downs that inevitably occur when an organization is undergoing
massive change (Dunleavy et al., 1998).
According to Quattrone and Hopper (2001), implementing new procedures, technologies,
and overcoming resistance to change are fundamentally people issues. Automating change
management can sound daunting. Five years ago, this was surely the case, but now, with
the marriage of new industry standards (such as ITIL) that provide clear workflow
roadmaps, and change management software solutions that can automate all facets of
organizational change, success is more obtainable and benefits are more visible to those
responsible for managing change.
2
Gartner (2003) reports that organizations that do not properly manage IT change processes
have significantly lower IT service quality than those that do. Gartner (2003) also asserts
that change management is now just as valuable as IT systems themselves. Our era is a
period of change. This is not unusual in the history of mankind. What perhaps is different
this time is that change shall be managed. This is true for societies and individuals but in
particular for organizations.
Organizational change management does not only happen in business organizations but
increasingly also in public sector organizations. And there is a particular understanding
based on neo-liberalism about the nature and objectives of organizational change which
dominates discourses and policies – new public management (Dent & Barry, 2004).
Change is about changing structures, processes, routines and outcomes. At the same time,
it is even more about changing how people do the business, how they think and act, it is
about changing (parts of) schemata and worldviews of people. Of all the IT disciplines,
change management is among the most difficult to properly implement (Kris, Brittain,
2003).
According to Spencer-Matthews (2001), organizational change is the negotiation or the
renegotiation of shared meaning about what is to be valued, believed in and aimed for. It is
cultural change, the institutionalization of the idea of change, shaping of the organizational
culture and changing people’s attitudes (Newton, Ylijoki, 2003).Change is not part of life,
change is life and it is happing all around us. To survive and succeed you must continuously
adopt and smoothly accept changes. Kezar and Eckel (2002) pointed out that change “often
invites risk and an uncertain future or destination, so having a compelling reason for change
and a proposed direction is crucial”. Trust can make or break a change, but sadly many who
lead change seem to ignore this critically important ingredient.
Organizational change in large systems have associated costs; cost of learning new things,
cost of resources being diverted to absorbing change among others. These costs can be
minimized under good leadership and existing processes only if these processes are flexible
enough to ingest the changes. Along with flexible processes and good leadership,
organizations also have to refresh their strategies when confronted with shocks. The
3
aftermaths of changes do stabilize but only after a period of time has passed (Haveman,
Russo & Meyer, 2001).
Donaldson (2001) says organizations are seen as adapting over time to fit their changing
contingencies so that effectiveness is maintained. Thus, contingency theory contains the
concept of fit that affects performance, which in turn impels adaptive organizational
change. Many changes in organizations are inflicted on people. Managers and staff are told
that a crisis is at hand (or a great opportunity to seize immediately or it will disappear.)
They are told what the organization will do to meet this threat or opportunity, when it will
start, the goals and benchmarks, and what’s expected of the workforce. There’s hardly a
place for anyone to influence any part of the change – from the idea itself to developing
plans.
Best practices and methodologies that have transformed general operations processes at
leading corporations have now extended into IT departments of United Nations agencies.
As a result, traditional quality improvement methodologies such as Six Sigma, ISO 9000,
and Total Quality Management (TQM) can now be the guiding light for change
management initiatives. Even when appropriate change interventions are introduced, the
absence of a systematic and integrated process for deploying changes can prevent
organizations from achieving the desired benefits.
According to Gartner’s& Coyle (2003), tools that have the capability to help proactively
manage multiple projects, support complex workflows, and can scale easily will enable
organizations to improve their service delivery and keep pace with the changing needs of
their business.
Organizational change is a socially constructed reality with negotiated meaning as
outcomes of power relationships and struggles for supremacy (Grant et al., 2005).
“Between the lines” a particular strategy is primarily about power and control, dominance
and supremacy, whose access to resources will be enlarged or reduced, who can stay and
who has to go. On the one hand, this struggle for supremacy, power and control is about
personal interests.
4
Staw and Epstein (2000) argues that senior managers are well aware of the fact that
initiating a new strategic change initiative can, irrespective of the factual outcomes for the
organization, increase their credibility and their market value outside the organization as
well as their position and influence inside the organization. He further concludes that many
observers may perceive that managers are well qualified and of high ability when they are
using the latest techniques, such as TQM, empowerment, or teams.
Zou, Yi and Lee, Sang-Hoon (2008) observed from the conclusion of their study that
change management practices have greater influence on the cost of the project as compared
to the time.Pressures like social, economic, competitive and technical factors are
compelling the organizations to rethink and reengineer the way they provide their product
or service (Collerette et. al, 2002).
Strategic change initiatives, discourses about strategy, change, and other management
issues provide excellent opportunities for senior and middle managers to set the agenda, to
get their ideology through as the organization’s primary strategic objectives, to strengthen
their role and position, to keep, gain or increase internal influence. To be effective, change
management should take into account all aspects of an organization and not just be used in
one department.
For today’s organizations, the decision to automate change processes is not and if
proposition. Efforts made by researchers to define change management indicate no
consensus on a common definition. According to Moran and Brightman (2001) change
management is the process of continually renewing an organization’s direction, structure,
and capabilities to serve the ever-changing needs of external and internal customers. Tim
(2006) described change management as that which incorporates the organizational tools
that can be, utilized to help individuals make successful personal transitions resulting in the
adoption and realization of change.
1.2 Problem Statement
Organizations are facing more frequent changes in our current economic climate. A
changing marketplace, empowered workforce and technological advancements have all
created an environment where change is becoming the only constant.
5
As a UN agency, UNON needs to rethink its service delivery operations in the wake of
IPSAS. Because important data is generated by, and communicated through, various
technology systems such as financial applications and email, UN agencies are increasingly
including IT as part of their IPSAS compliance processes. The need to automate change
processes is not unique to the IT departments in public institutions. Numerous departments,
including human resources, accounting, corporate compliance, capital budgeting, and
facilities management can also benefit from the same process methodologies and change
management solutions.
Change and transformation are brought about by the design and application of processes.
One of the key processes must be a learning process. If learning on the subject of change is
greater in magnitude than the size of the change itself, then successful change will take
place. Such values and convictions can be quite deeply embedded in an organization’s
culture and people’s attitudes (Kirkpatrick and Ackroyd, 2000).
The objectives of the change management initiative can be summarized as follows: To
assess the effect of UNON’s change management on decision turnaround time in United
Nations office of Nairobi. To establish the effect of UNON’s change management initiative
on the clarity of roles and responsibilities among staff in United Nations in Nairobi. To
determine the effect of UNON’s change management initiative on how United Nations
Nairobi office responds to clients as the service provider.
1.3 Purpose of the Study
The purpose of the study was to investigative how effective change management initiatives
impacted the United Nations Offices in Nairobi, Kenya.
1.4 Specific Objectives
The specific objective of this study was:
1.4.1 To assess the effect of change management on decision turnaround time in United
Nations office of Nairobi.
1.4.2 To establish the effect of change management initiative on the clarity of roles and
responsibilities among staff in United Nations in Nairobi.
1.4.3 To determine the effect of UNON’s change management initiative on how United
Nations Nairobi office responds to clients as the service provider.
6
1.5 Significance of the Study
This study hopes to determine effective change management that can be used to describe
UNON’s performance after its reengineering.
1.5.1 Funders / Authorizers
The findings of this research will be of keen interest to the donors and authorizers.
Countries and individuals who donate funds to humanitarian support missions will be able
to devise and effective strategy for optimized resource allocation hence broader coverage
to the targeted population.
1.5.2 Managers / Enablers
The study will be useful to management as it will contribute to implementation of advanced
processes that will facilitate the agencies to function more effectively and efficiently as the
oversight of the Agency.
1.5.3 Producers/Partners/Staff
The findings of this research will benefit the organizations internal staff and team members
who will be most affected by the change to obtain solutions to the challenges facing them.
This would help in formulating strategies to cope with the ever changing environment at
the work place.
1.5.4 Clients/Customers/Users
The study will be useful to all those who receive direct services from UNON and
specifically since they will have to live with the change initiative outcomes and shall most
benefit from the work.
1.5.5 Community
The community who include partner organizations and local community members who
indirectly benefit will also benefit from improved and efficient processes.
1.6 Scope of the Study
The research focused on United Nations Office of Nairobi staff members, whose population
is over 4,000 working in the Africa headquarters in Nairobi. The study was undertaken over
an eight-month period starting from January 2015 – August 2015.
7
The focus was limited to UNON employees who have adopted change management
initiatives in their divisions within Nairobi. The study population was information and
technology savvy individuals and employees who are involved in decision making in
relation to utilization and usage of business process reengineering processes. The study
employed a mix mode methodology where data for empirical analysis was collected
through questionnaires and survey.
UNON divisions and departments offer training on systems that are relevant to their
respective units, however none of them offers the expertise on how best to deliver training
needs that retain the knowledge and build upon new technologies.
In this regard, several divisions are concentrating on the means of delivering professional
learning tools; also on how to monitor and evaluate their impact on behavior and how to
capitalize on capacity development. This study looked into business processes initiated in
the new millennium with the goal of upgrading institutional structures and creation of an
enabling environment that facilitates internalization and institutionalization of change
management for UNON staff.
1.7 Definition of Terms
1.7.1 Change Management
Change management is a structured approach to shifting/transitioning individuals, teams,
and organizations from a current state to a desired future state. It is an organizational
process aimed at helping employees to accept and embrace changes in their current business
environment (Hiatt and Jeff, 2010).
1.7.2 Organizational Development
Organizational Development (OD) is the process of planned change and improvement of
organizations through the application of knowledge of the behavioral sciences (Moorhead
and Griffin, 2001).
1.7.3 Reengineering
The application of technology and management science to the modification of existing sy
stems, organizations, processes, and productsin order to make them more effective, efficie
8
nt, and responsive. Buchanan (1997) describes it as a results-driven approach to change
where the focus is on critical or core cross-functional business processes.
1.7.4 Organizational Culture
Ravasi and Schultz (2006) wrote that organizational culture is a set of shared assumptions
that guide what happens in organizations by defining appropriate behavior for various
situations. According to Needle (2004), organizational culture represents the collective
values, beliefs and principles of organizational members and is a product of such factors as
history, product, market, technology, and strategy, type of employees, management style,
and national culture. Culture includes the organization's vision, values, norms, systems,
symbols, language, assumptions, beliefs, and habits.
1.7.5 Organizational Behaviour
Organizational Behavior is the study of human behavior in organizational settings, the
interface between human behavior and the organization, and the organization itself
(Moorhead and Griffin (2001).
1.7.6 Business Process Reengineering
The BPR model is focused on clients, evaluating the output of the processes. BPR changes
the way business is done (Draheim D, 2010).
1.8 Chapter Summary
Chapter one has provided background of organization change & change management. The
researcher has outlined the specific research questions, importance of the study, scope of
the study and the working definitions of the specific terms used in the project. Chapter two
focused on the Literature Review and provide insight into what other researchers have done
on the effects of change management initiatives on the organization and employees.
Chapter three discusses the Research methodology that was employed in this study. The
chapter highlights the various methods and procedures that was used by the researcher in
conducting the research. Chapter presents the results and findings of the study by use of
tables, figures and brief narratives of the analyzed data. Chapter five has discussion,
conclusion and recommendations on the basis of the findings for each research question
brought forward by this study.
9
CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 Introduction
This chapter reviews the literature on the issues covered by the objectives of this study. The
study involved in this chapter will be guided by the research objectives: effects of change
management on decision turnaround time in United Nations Office of Nairobi, effects on
the clarity of roles and responsibilities among staff in United Nations in Nairobi and the
effects of UNON’s change management initiative on how United Nations Nairobi office
responds to clients as the service provider.
2.2 Effect of Change Management on Decision Turn-Around Time
2.2.1 Manage Natural Resistance to Change
Lorenzo (2000) assert that resistance to change introduces costs and delays into the change
process that are difficult to anticipate but must be taken into consideration. Resistance has
also been considered as a source of information, being useful in learning how to develop a
more successful change. Executives commonly believe that if they can execute a change
program the right way, people will be on board with the changes, which is not necessarily
true. Resistance is a natural part of the change process. The challenge of how “how to do”
change management has become like the elixir of life; as organizations in an effort to
capitalize on change management’s potential attempt to adopt, develop and implement an
organizational wide change management methodology (Karp, 2005).
According to Armenakis and Harris (2009), survival of most organizations depends on their
ability to implement the right changes to support the organization. Beer et al,(2009) notes
that for most organizations implementing change is a risky endeavor. This has become the
paradox of organizational change, organizations must continually change in order to
survive, but the very nature of organizational change itself poses inherent risks for the
organization (Klarner, Probst, and Soparnot, 2008).
Managers’ measure change effectiveness for only transformational or developmental
change and the parameters for determining the effect of change on business operations
10
include: measuring increased processing speed, increased customer satisfaction, reduction
in backlog and, improved accuracy (Gilley, Gilley, & McMillan, 2009)
Karp and Helgo (2008) argued that there is general agreement that without careful attention
to the people or human dynamics change cannot be successful. He further concludes that
propensity to compartmentalize or segment the various aspects of change has led to
approaches that are focused on the tools and techniques and not enough thought has been
given to the overall leadership or management of the change. It is the management part of
change management that is the challenge.
According to Sanwal (2008) the organizational leader’s efforts to just get it done has a
tendency to dismiss all the theoretical aspects of organizational change and the underlying
assumptions, knowledge and understanding of the change process in favour of using a set
of quick prescriptive steps. Greg Hackett (2006), an American consultant and researcher
has stated what is needed is a new organizational paradigm, where survivability, flexibility
and systems thinking are key success factors. Resistance to change is an essential factor to
be considered in any change process, since a proper management of resistance is the key
for change success or failure. By resistance to change we understand any phenomenon that
hinders the process at its beginning or its development, aiming to keep the current situation.
Arkowitz (2002) describes the phenomena of resistance at the behavioral, interpersonal,
cognitive and affective levels. It argues that blocks to effecting change reflect such things
as a lack of adequate resources to implement ideas, a lack of commitment and motivation
in those required to implement ideas, resistance to change, procedural obstacles, perceived
risk associated with implementing ideas, political undercurrents, and lack of cooperation in
the organization.
2.2.2 Sustain Performance in an Environment of Constant Change
According to Beer and Nohria (2000) companies that effectively combine hard and soft
approaches to change can reap the big payoffs in profitability and productivity. The
companies are more likely to achieve a sustainable competitive advantage and reduce the
anxiety that grips whole societies in the face of corporate restructuring. The growing
globalization of business and increasing competition and technological advancement has
led to an increasing need to change organizational policies and strategies (Hampel &
11
Martinsons, 2009).Executives and managers become successful largely because of their
ability to manage projects and people. They know how to define goals, put the right people
in place, obtain project resources, manage the project to completion and then admire the
results. Managing in an environment of constant change, however, requires an additional
set of skills. Executives and managers are now being asked to manage a portfolio of change
initiatives that represent an ongoing process of change, not a change event. The causal
model of organizational performance and change indicate that there are direct causal effects
between external environment and that of individual or organizational performance. It
further indicates that there is a direct causal effect between organizational culture and other
variables such as leadership, systems (policies and procedures), and individual
needs/values. However, any causal effect between organizational culture and
organizational or individual performance is through motivation. A study by Simon (2012)
confirmed that some of the important factors that influence the outcome of process
improvement programmes in organizations include strategic alignment, structural
alignment, IT alignment, executive commitment, and employee empowerment. Other
factors he found to be significant and critical to the success of process improvement
programmes were: value and clarity of the proposed changes, pace of the change, inherent
culture of an organization, sustainability of the change, and skills.
Heracleous and Langham (1996), proclaimed that constant change represents an ecosystem
with multiple sets of causation, not a closed system with simple cause-and-effect
relationships. Management needs to multitask across tracks of interrelated work and must
be able to communicate the progress that is being made to the entire organization.
Multitasking requires setting targets for achieving intermediate goals for each initiative
within the overall change journey and then measuring progress each step of the way. By
monitoring the achievement of intermediate successes, direction and motivation are
maintained throughout a lengthy change journey.
For strategic change to succeed, important changes should take place in the cultural beliefs
and assumptions of the organization leading to the cultivation of employee commitment
(Unzicker et al., 2000).
12
2.2.3 Personalize the Benefits of Change
As business needs are changing, business leaders are recognizing the value of employees
who are not only highly skilled but, more importantly, can adapt to changes, learn quickly,
commit themselves to continuous professional and personal development and communicate
effectively (Rodriguez et al., 2002). As for optimizing the change resistance, managers are
required to observe employee readiness for change. Normally, their readiness emerges
when the employees perceive little personal risk from change and feel highly dissatisfied
with the status quo (Hellriegel et al., 2001). With this respect, resistance to change seems
to be submerged. In addition, successful organizational adaptation is increasingly reliant
on generating employee support and enthusiasm for proposed changes, rather than merely
overcoming resistance (Piderit, 2000).
Sutevski (2012) compiled 28 factors some of which were, identified by other researchers,
which caused resistance to organizational change. These were threat of power on an
individual or organizational level; losing or alternative increase of control on the
employees; economic factors; image, prestige and endangerment of reputation; threat of
comfort, job security or interpersonal relations; reallocation of the resources; acquired
interest to new groups; and implication on personal plans.In order to manage radical
change, effectively one needs to incorporate both effective communication and leadership
(Smith, 2003).
Other factors included too much dependence on others, misunderstanding the process,
mistrust to initiators of change, different evaluation and perception, fear of the unknown,
necessity to change habits, previous negative experiences, weakness of the proposed
changes, and limited resources. Others were bureaucratic inertia, selective information
processing by employees, uninformed employees, and peer pressure, skepticism about the
need of change, increasing workload, and short time to performing change. For effective
change, management must address all issues of resistance to change. Whatever the type of
change in any organization, it affects the people, structure, procedures or the organization’s
technologies (Gilley, Gilley & McMillan, 2009).
2.2.4 Lead, Sponsor and Communicate throughout the Change Process
Zorn et al. (2000) pointed out two of the most popular ways of creating and communicating
change are to emulate the best practices of excellent organizations and to be guided by the
13
popular writings of management gurus”. Organizational change is far more complicated
and requires focused attention and participation at all levels of the company. Lewis (2000)
argues that the systematic research about the effectiveness of communication strategies
about change is sparse. He further reiterated that the most frequently noted categories of
problem encountered by the company in transition are “communicating vision” and
“negative attitudes.” If an organization’s management does not consider which
communication behaviors it wishes to foster for its success, the signals it sends to
employees may be inconsistent or counterproductive.
Thompson and Strickland (1999) emphasized the need for management to communicate
the case for organizational change so clearly and persuasively that there is determined
commitment throughout the ranks to carry out the strategy and meet performance targets in
order to achieve a successful implementation of strategy. Some researchers held the view
that top management change in organizations was widely recognized as a precondition for
successful business turnarounds (Hofer, 1980; Bibeault, 1982;Slater, 1999).
According to Gieves (2000), the right way of managing people for adapting to and adopting
change is achievable by changing their cultural norms and eventually make the change
successful in the long-run.
Wilbur (1999) and Lauer (1994), argued that frequent and on-going communications
attempt to alleviate ambiguity of change efforts, leads to a positive impact on the change
scheme. Effective communication also creates an avenue for managing expectations and
for providing the rationale and benefits of the change initiative in terms that resonate with
employees. The effective uptake of change, a leading practice among clients is to explicitly
assign the communication function to employees with the appropriate skill set.
2.2.5 Supporting People through the Difficult Points of the Change Journey
Formulation and implementation plans of communication in change plays a crucial role in
helping navigate change to the planned direction. A significant risk of any major change
program is the loss of productivity that inevitably occurs during the early stages of change.
Executives should adopt a mindset that a degree of productivity loss is inevitable. To set
expectations otherwise is simply unrealistic. Comprehensive communication plans for
14
change serves as one of the most important tools enabling adaptiveness in people and
organizations (Axley, 2000). The ultimate goal of communication in change is to convey
meaningful change messages in a strategic manner across the organization to achieve
employees’ corporate acculturation and employees’ commitment (Unzicker et al., 2000).
2.2.6 Focus on New Behaviors, not New Attitudes
Organizational change examines the capabilities of managers, employees and work
environment. It affects employee attitudes and behaviors because of transferring a situation
from the known to the unknown which can build up uncertainty, strain and anxiety among
employees. Domain researchers focused on change that may have a serious negative impact
on employee attitudes and productivity (Weber & Weber, 2001).
Executives leading change initiatives often focus on influencing employee attitudes.
Experience showed this to be the wrong approach. Effective change management does not
try to change attitudes, but rather influences the behaviors of employees. Behavior change
occurs when employees’ experiences with new processes, procedures, structures or roles
align with the expectations that were set. If the expectations are supported by reality, the
perception of change is positive and the desired behavior is reinforced. Hill and Jones
(2001) saw management as both an art because of making people more effective than they
were before and a science because of how it is, done.
2.3 Effect on the Clarity of Roles and Responsibilities
2.3.1 Ensure Top-Management Support and Commitment
According to Doyle (2002), organizations are incorporating the management of change into
existing roles and responsibilities of managers and leaders at all levels of the organization.
Where previously the responsibility of managing change might have been the unique role
of an external resource or leader within the organization it is now more likely that anyone
at any level would be expected to lead and facilitate change in the organization (Doyle,
2002).
Organizational change affects employee attitudes and behaviors because they are
transferred from a situation that is known to one that is unknown, which can lead to
uncertainty, strain and anxiety among employees. Domain researchers have focused on the
15
fact that change may have a positive or negative impact on employee attitudes and
productivity (Weber & Weber, 2001).
The use of competencies in human resource management is not something new, although
the approach is still characterized by a certain confusion related to what competencies are
and how they should be measured (Shippmann et al., 2000).
Waldersee & Griffiths (2004) looked at organizational change in terms of participative
approach whose assumption was that employee support is a pre-requisite of change and the
unilateral approach whose assumption was that behavior must be changed first and attitude
will follow found that, unilateral implementation approaches were more effective than
participative. Some studies of organizational change stress the importance of having a
single change agent or idea champion lead the transformation. An idea champion is a highly
respected individual who maintains momentum and commitment to change, often taking
personal risks in the process (Kanter, 1983).
Policy-implementation scholars have offered evidence of how a skillful and strategically
placed leader or “ fixer ” can successfully coordinate the behavior of disparate actors and
overcome obstacles by leveraging close personal ties and pursuing informal avenues of
influence (Bardach ,1977; O ’ Toole 1989 ).
Kotter (1995) asserts that one or two managers often launch organizational renewal efforts,
but whenever some minimum mass is not achieved early in the effort, nothing much
worthwhile happens.
Research by Kavanagh and Ashkanasy (2006) on change management examined mergers
between three large multi-site public-sector organizations. They specifically investigated
leadership and change management processes, and concluded that leaders needed to know
how they would carefully select the method or approach for managing change, how to
develop a new culture, how to establish effective channels of communication at all levels
of the organization, to incorporate stakeholders, and how to lead in a positive manner.
Barzelay’s (2001) analysis of New Public Management reforms in various nations, for
instance, reports that Aucoin (1990) attributes the failure of these reforms in Canada to a
16
lack of support from cabinet ministers, who simply did not care much about the reforms.
Finally, in the organizations, top-management support for change often requires the
cooperation of top-level career civil servants in addition to politically appointed executives.
Moreover, the need for leadership continuity and stability raises particular challenges in the
public sector because of the frequent and rapid turnover of many executives in government
agencies compared to business executives. This may explain why, contrary to stereotype,
many significant changes in government need to be, and have been led by career civil
servants (Holzer and Callahan,1998).
2.3.2 Provide a Plan
Managerial leaders must develop a course of action or strategy for implementing change.
Convincing the members of an organization of the need for change is obviously not enough
to bring about actual change. By (2005) pointed out that a number of researchers reported
a failure rate of around 70 per cent of all change programs initiated but wondered that there
was consensus to the effect that the pace of change had never been greater than the ever
evolving business environment leading to a concurrence that successful management of
change highly required skill. Tyrol (2007) recommended that, for an organization to
implement change management there has to be definition and implementation procedures,
technologies to deal with changes in the business environment and profit because of
changing opportunities. Change is necessary to maintain a competitive edge, although it is
not always a smooth process (George & Jones, 2008).
This strategy serves as a road map for the organization, offering direction on how to arrive
at the preferred end state, identifying obstacles, and proposing measures for overcoming
those obstacles.
As Kotter (1995) explains, the basic elements of the vision should be organized into a
strategy for achieving that vision so that the transformation does not disintegrate into a set
of unrelated and confusing directives and activities. Two aspects of a course of action that
appear crucial for organizational change in the public sector include the clarity or degree
of specificity of the strategy and the extent to which the strategy rests on sound causal
theory.
17
Specific goals help ensure that the measures implemented in the field correspond with the
formal policy by limiting the ability of implementing officials to change the policy
objectives and providing a standard of accountability. As Bingham and Wise (1996) and
Meyers and Dillon (1999) discovered, policy ambiguity can sow confusion, allowing public
managers to reinterpret the policy and implement it in a fashion that brings about few of
the changes that policy makers intended. Finally, a mandate for change based on sound
causal theory helps eliminate inconsistent or conflicting directives that can undermine
efforts to implement change. Rossotti (2005) showed how he and others leading major
organizational changes at the Internal Revenue Service (IRS) set forth a clear, well-
conceived, well-organized plan for the change process.
2.3.3 Ensure the Need for Organizational Change
Smith (2003) mentioned that to manage radical change effectively, some of the things one
needs to consider are, communication to show support of the process change project and
effective leadership to coordinate deployment of resources in order to achieve performance
breakthroughs required to accomplish the strategic objectives which are the possible
outcomes of application of innovative ways of doing business.
The process of convincing individuals of the need for change often begins with crafting a
compelling vision for it. A vision presents a picture or image of the future that is easy to
communicate and that organizational members find appealing (Kotter, 1995).
Research on private organizations indicate that it is easier to convince individuals of the
need for change when leaders craft a vision that offers the hope of relief from stress or
discomfort (Kets de Vries and Balazs 1999). Nadler and Nadler (1998) even suggest
implanting dissatisfaction with the current state of affairs in order to get members of the
organization to embrace change. To convince individuals of the need for and desirability
of change and to begin the process of “ unfreezing ” the organization, Armenakis, Harris,
and Feild (1999) suggest employing effective written and oral communication and forms
of active participation among employees.
For instance, Kemp, Funk, and Eadie (1993) and Bingham and Wise (1996) conclude that
successful implementation of new programs depends on top management’s ability to
disseminate information about the change and convince employees of the urgency of
18
change. Denhardt and Denhardt (1999) describe how effective local government managers
verify the need for change through listening and learning and then communicate those
needs in ways that build support for change.
2.3.4 Effective Information Management
Lorenzi and Riley (2003) looked at “people side issues” during implementations of new
information systems recommended that anyone wishing to make changes within an
organization, with minimum levels of trauma, must first understand the organization’s
power bases structures, reward systems, and other people issues. This was because
understanding them, it was critical for developing appropriate strategies at the appropriate
times and for involving the key players within the organization.
According to Pettigrew and Fenton (2000), change initiatives such as delayering,
decentralizing, networking and information technology investment will not succeed if done
piecemeal. To reap the benefits of organizational change, particularly galvanized by
innovation, firms must think and act holistically and make changes on several fronts in
careful alignment. Effective information management is also essential. Web-based
information resources have been developed and training provided to familiarize staff with
new concepts and tools.
Aladwani (2001) explored employee resistance to ERP implementation. The objective of
the study was, to establish change management strategies for ERP implementation. The
study recommended that in order to overcome users’ resistance to change, top management
had to: study the structure and needs of the users and the causes of potential resistance
among them; deal with the situation by using the appropriate strategies and techniques in
order to introduce ERP successfully; and evaluate the status of change management efforts.
Motivation is one of the methods of reducing resistance to change. Tower (1994)
recommended that effective motivation package for an organization needed to be, widely
spread in order to give equal chances and opportunities for all employees pointing out that
some of the employee motivational methods were inducement through salary increases,
bonuses, job enlargement, job enrichment, job rotation, promotion, offering higher
responsibility, and acknowledgement of higher performance achievement of employee.
19
2.4 Effects of UNON’s Change Management Initiative on how United Nations
Nairobi office Responds to Clients as the Service Provider.
2.4.1 Institutionalize Change
In an era of lifelong learning, individuals and organizations alike lose competitiveness as
soon as they stop learning and growing. To seek sustainable survival amid the battle of
changes and innovation, conducting a never-ending organizational change is the only way
out. Drucker (2003) believed that “the most manifest difference between the previous and
present societies is that working is the end of learning in the former and yet the beginning
of learning in the latter” (Huang, 2009).
According to Gieves (2000), the right way of managing people for adapting to and
adopting change is achievable by changing their cultural norms and eventually make the
change successful in the long-run.
Employees who are faithful to the organization regard every matter related to the
organization as their own business with complete dedication (Shen et al., 2010).
2.4.2 Build External Support
Golembiewski (1985) suggests, attaining support from governmental authorities and
political actors involves serious challenges, given the constraints imposed by the political
context in which public organizations operate. Public agencies often have multiple political
masters pursuing different objectives, and politically appointed executives often have very
weak relationships with career civil servants. Despite these challenges, public managers
implementing change in their organizations must display skill in obtaining support from
powerful external actors. Public policy scholars have observed the impact of support from
political overseers or sovereigns on the outcome of policy implementation (Goggin et al.
1990; Mazmanian and Sabatier 1989).
Berry, Chackerian, and Wechsler (1999) note that the governor’s high level of commitment
and support for particular reforms in Florida had a substantial influence on the degree of
implementation. Changes that could have been implemented quickly and cost-effectively
seemed to generate more support from elected officials than those with higher
implementation costs and those requiring much more effort and time to implement.
Thompson and Fulla (2001) conclude that the interest group environment acted as an
20
important determinant of agency adoption of National Performance Review (NPR) reforms,
with strong interest group opposition to an agency ’ s NPR reforms constraining change.
Conversely, Weissert and Goggin (2002) found that proceeding to implementation without
garnering the support of interest groups can speed up the implementation process, albeit at
the cost of dissatisfaction and criticism.
2.4.3 Provide Resources
Successful change usually requires sufficient resources to support the process. A fairly
consistent finding in the literature is that change is not cheap or without trade-offs. Planned
organizational change involves a redeployment or redirection of scarce organizational
resources toward a host of new activities, including developing a plan or strategy for
implementing the change, communicating the need for change, training employees,
developing new processes and practices, restructuring and reorganizing the organization,
and testing and experimenting with innovations (Burke 2002; Mink et al. 1993; Nadler
&Nadler 1998).
Failure to provide adequate resources in support of a planned change leads to feeble
implementation efforts, higher levels of interpersonal stress, and even neglect of core
organizational activities and functions. Boyne’s (2003) review of research, for example,
found that “resources” is one of the important factors for improving public services (and
hence, bringing about change). Rossotti (2005) heavily invested resources in major changes
at the IRS and expressed regret that he had not sought at the outset stronger assurances of
budgetary support for the reforms from Treasury Department officials.
2.4.3 Pursue Comprehensive Change
Managerial leaders must develop an integrative, comprehensive approach to change that
achieves subsystem congruence. Many researchers stress that in order for fundamental
change in behavior to occur, leaders must make systemic changes to the subsystems of their
organization. Veldsman (2008) regards organisational change as the transformation from
the current state of the organization to the desired state.
Still others have warned, however, that implementing multiple changes without
understanding the structure and nature of the interconnections among subsystems can result
in additional costs and a longer implementation period than anticipated (Hannan, Polos,
21
and Carroll 2003). Amis, Slack, and Hinings (2004) go even further, arguing that the actual
sequence of change matters; they found that beginning the transformation process by
changing “high-impact” decision-making elements of the organization first helps to build
momentum for the broader array of changes that follow. Likewise, Robertson, Roberts, and
Porras (1993) conclude from their study of business firms that practitioners should begin
any change effort with systematic changes in the work setting and “ insure that the various
work setting changes are congruent with each other, ending consistent signals to
organization members about the new behaviors desired. Support for these arguments is also
present in public sector research. Shareef (1994), for example, found that an effort to
implement a participative culture in the U.S. Postal Service fell short because of
management’s failure to modify organizational subsystems for the desired cultural change.
Golembiewski (1985) emphasizes the fruitlessness of attempting to change attitudes and
behaviors toward more teamwork and participation if the organizational structure remains
strictly hierarchical and fails to support a team orientation (see also Meyers and Dillon
1999). The wisdom of this strategy notwithstanding, Robertson and Seneviratne’s (1995)
study suggests that subsystem congruence may be more difficult to achieve in the public
than in the private sector because change agents in the public sector exercise less discretion
than their private sector counterparts.
Change management has been an integral part of the corporate sector for more than two
decades now, capturing the critical need of business organizations to remain competitive.
Organizations that do not adopt appropriate change interventions will always remain at risk
of failure, eroding its capability to survive in an increasingly dynamic and competitive
environment. Even when appropriate change interventions are introduced, the absence of a
systematic and integrated process for deploying changes can prevent organizations from
achieving the desired benefits. There is increasing evidence, for example, that 70 percent
of all change efforts fail (Beer and Nohria, 2000; Burnes, 2009). Some fail due to incorrect
and incomplete diagnoses of the internal and external environment, leading to incorrect
choices in formulating appropriate change frameworks (Kee and Newcomer, 2008;
Hughes, 2006); others fail because change is not deployed in an integrated manner
(Buchanan et al. 2005) with careful consideration of internal and external alignment issues
leading to compartmentalized efforts at bringing about strategic change; and finally, even
when changes are introduced in an aligned manner, they may still fail, due to inadequate
22
measurement systems to track and review changes on a sustained bases (Kee and
Newcomer, 2008; Hacker and Washington, 2004).
In working with client organizations, we see several common forms of resistance.
Sometimes it manifests itself as a fog of confusion that makes it difficult to hear or
understand what is being said. The most defiant may actually sabotage the change process.
The best change managers realize that resistance cannot be eliminated. These managers
realize that resistance can be lessened when change is accomplished with employees, not
done to them. Following are some of the tools they use to achieve this; the use of
questionnaires, focus groups and workshops, for example, allows employees to provide
input on organizational direction and to shape the actions that are undertaken to accomplish
goals. When honest feedback is encouraged, people increase the trust they feel in their
organizations. Furthermore, if focus group sessions are positive and constructive, they can
motivate employees and foster new behaviors through openness and better communication.
In most cases, change is ineffectively managed and there seems to be some agreement that
the chances of success are greatly enhanced when the “people side” is fully attended to
(Taylor, 2001, p. 114).
Another critical point to remember is that the effects of change are cumulative – people
reach a change threshold beyond which they can absorb no more change, at least for a time.
Jones and George (2003) believe that the success of organizational change resides more in
the individual rather than organizational dynamics and refers to critical tasks of managers.
The increase in coordination and programme planning and the adaptation of administrative
and business practices requires a significant initial investment of time and resources, and
one immediate result of the exercise has been a sharp increase in transaction costs. Several
coordination arrangements have been established at the inter-agency level, including an
informal senior executive’s coordination group of the ten largest funds, programmes and
specialized agencies, in which the ILO is also participating. A major objective is to achieve
a number of results with an inclusive approach that makes full use of the combined and
diverse resources, experience and mandates of the UN system. There is also a need to
reconcile vertical responsibilities within organizations with the horizontal mutual
accountability of country directors, the Resident Coordinator and other members of the
23
country teams. For instance, Ackerman (1986) reflects on developmental change,
transitional change and transformational change.
2.5 Chapter Summary
In this chapter, the researcher has carried out a critical review of the literature concerning
the benefits of change and the adverse consequences if an organization does not internalize
change. In particular emphasized the inevitability and the urgency of change and the critical
factors affecting the adoption in organizations. The second section examined some of the
challenges organizations face in introducing and implementing change management
initiatives at the workplace. Lastly, the literature review outlined some of the major
influencing factors towards adoption of a reengineered business process and examined the
existing organization structures, systems and procedures that ensured that they are aligned
properly with the change process.
In the following chapter, the researcher outlines the research methodology including the
research design, procedures and data analysis methods and presentation.
24
CHAPTER THREE
3.0 RESEARCH METHODOLOGY
3.1 Introduction
This chapter highlights the various methods and procedures the researcher adopted in
conducting the study. The chapter will discuss the research methodology in general and
specifically the research design, population and sample, data analysis methods, sampling
design and sample size, research procedures and the data analysis methods that were
employed. This chapter will then provide a summary of the main elements discussed in the
chapter.
3.2 Research Design
The researcher adopted descriptive research design. The survey research design is
concerned with studying subjects that have already been exposed to the independent factor
and those who have not. The descriptive technique will aid in measuring who, what, where,
when, or how much of an activity. According to Cooper & Schindler 2003, descriptive
studies deal with questions of who, what, when and how of the topic, and are used when
there is some understanding of the topic. Descriptive research design was most appropriate
for this study as the researcher attempted to determine the impact of the variables in relation
to each other so as to present the bigger picture of the variables in a particular situation as
recommended by Churchill and Lacobucci (2002).
A survey in form of standardized questions in a questionnaire was used to collect data. The
subjects in the sample of the survey were questioned by means of a standardized procedure
for the answers to be compared and analyzed statistically (Welman and Krugler, 2001).
The research design adopted in this study used both quantitative and qualitative techniques.
On the other hand, qualitative approach was used to correspond with quantitative approach
concentrating on data which is unquantifiable. Quantitative approach in this sense was
meant to come up with numerical data and results (Mugenda and Mugenda, 2003).
25
3.3 Population and Sampling Design
3.3.1 Population
Cooper and Schindler (2003) define the population as the total collection of elements about
which a researcher wishes to make some inferences. The population in this study consisted
of employees of United Nations Office of Nairobi in various departments across four
divisions.
Table 3.1: Population Distribution
Division No. in Population Percentage
Division of Administration DAS 45 30%
Division of Conference Services DCS 20 14%
Department of Safety and Security DSS 60 40%
Office of Oversight and Investigation OIOS 25 16%
Total 150 100%
3.3.2 Sampling Design
3.3.2.1 Sampling Frame
A sampling frame defines the list of ultimate entities; people, households, organizations, or
other units of analysis from which data is collected Cooper and Schindler (2003). The
sample was drawn from the different divisions of UNON mostly concentrating on the
operations and administration, conferencing and security units.
3.3.2.2 Sampling Technique
This study adopted a stratified sampling technique. The population was stratified into units
comprising division of administration services, division of conference services, department
of safety and security and office of oversight and investigations. The advantage of this
method is that it increases statistical efficiency and provides data for analysis of the various
sub-populations (Cooper and Schindler, 2003). In addition, the technique ensured the
selection of respondents with the requisite information to address the specific research
questions thereby enhancing the credibility and reliability of the findings of this study.
26
3.3.2.3 Sample Size
The sample size was a smaller size of the larger population. Out of the sample frame of 70
employees a sample size of 50 was selected. Questionnaires were sent to 50 regular
employees. Follow up reminders and face to face and door to door visits were conducted
to ensure 100% response on the questionnaire sent out.
Table 3.2: Sample Size
Division Total Population Sample Size
Division of Administration Services DAS 10 15%
Division of Conference services DCS 20 50%
Department of Safety and Security DSS 10 20%
Office of Oversight and Investigations 10 15%
TOTAL 50 100%
3.4 Data Collection Methods
Primary data collection method using structured questionnaire was employed in this study.
Data was collected using a questionnaire developed by the researcher drawn from the three
research questions. This questionnaire was self-administered and hand delivered to ensure
effective tracking for each respondent. The questionnaire had both open ended and close
ended questions. In the case of closed ended questions, a five-point Likert-type scale and
rankings was used ranging from lowest point 1 to the highest point 5. Open ended questions
provide a greater uniformity of responses and were more easily processed than open ended
ones (Babbie, 2008).
The questionnaire was split into five sections. The first section is general information,
second is history of the organization, third is effect of change management on decision
turnaround time, fourth is effect of change management initiative on the clarity of roles &
responsibilities among staff and the fifth is the effect of change management initiative on
how it responds to clients as a service provider looking at each objective of the study. The
researcher ensured that confidentiality was maintained and the respondents was not
expected to reveal their identity while filling in the questionnaires.
27
3.5 Research Procedures
A pilot test involving sampling the questionnaire was carried out to evaluate precision,
completeness, accuracy and clarity of interview questions. This was done with 7 selected
respondents to ensure that the data collected from the study would be reliable. Final
questionnaire were distributed to the respondents office by office. To improve the response
rate, there was a cover letter explaining the reasons for the research, why the research was
important, why the recipient was selected and a guarantee of the respondents’
confidentiality was provided. The questionnaire had clear instructions and an attractive
layout. Each completed questionnaire was treated as a unique case and a sequential number
given for records. A trained research assistant was assigned for data entry using (SPSS)
Statistical Package for Social Sciences. The exercise took one month.
3.6 Data Analysis Methods
The collected data was coded according to different variables of study for ease of data entry
and interpretation. The data was analyzed using the SPSS software tool. Data analysis was
conducted using descriptive statistics. Descriptive analysis can be described as a process
that involves transforming a mass of raw data into tables, charts, with frequency distribution
and percentages which are a vital part of making sense of the data (Denscombe, 1998).
Data was collected using a structured questionnaire. The data was then analyzed using
descriptive statistics and the variables analyzed using correlations. Output of the data was
presented in tables and figures. The data analysis tool used in the study is Statistical
Package for Social Sciences (SPSS)
3.7 Chapter Summary
This chapter focused on the methodology that was used in conducting the study. First, the
research design that was applied was descriptive in nature. The population, the sample
frame, the sample size and the sampling technique used was specified. Data collection used
was structured questionnaire which were mailed to the respondents to complete. Data was
collected from 51 respondents in UNON offices in Nairobi. Questionnaires were developed
and used for purposes of collecting data which was analyzed by use of SPSS. The
methodologies mentioned above facilitated the presentation of the research findings in form
of charts and figures. The next chapter discusses research findings in relation to the
research.
28
CHAPTER FOUR
4.0 RESULTS AND FINDINGS
4.1 Introduction
This chapter dealt with the report of the research findings based on the data collected from
a total population of 4 main departments at the UNON offices of Nairobi. Data was
collected from 38 UNON staff members. This study targeted a sample of 50 respondents
out of which a response rate of 38 respondents resulted in a 76% response rate. The
questionnaires were then coded individually and input into SPSS for analysis. Data was
tabulated and presented in the form of frequencies and percentages, in charts and tables.
The chapter is structured on the basis of background information, that is, general report of
the respondents, the way they responded to each of the variables contained in the
questionnaire regarding, the effectiveness of change management at the UNON offices in
Nairobi. The chapter ends with summary.
4.2 Demographic Information
This section provided personal information on the UNON Nairobi staff sampled, for
validity. Validity provides personal data on the sample population for authentication. This
is achieved by describing the respondents views as indicated on the questionnaires on
determinants of the level of effective change management initiatives and their impact at the
United Nations Offices in Nairobi, Kenya by to assessing the effect of change management
on decision turnaround time , establishing the effect of change management initiative on
the clarity of roles and responsibilities among staff and determining the effect of UNON’s
change management initiative on UNON’s office responds to clients as the service
provider. The results are presented next.
4.2.1 Working Experience
Working experience was important for this study. This was to ascertain that the
respondents had worked at UNON offices and therefore knew how operations are done in
the organization. Figure 4.1 showed that the respondents indicated that the respondents
indicated that, 39%had worked at UNON for over 10 years, 29% indicated that they had
worked for between 3-5 years’ experience at UNON and 16 % indicated that they had
worked for between 6-10 years and 13% indicated that they had worked for more than a
year.
29
Figure 4.1: Working Experience
4.2.2 Capacity and Level of Management at UNON Nairobi
The capacity and level of management was important for this study. This was to highlight
the caliber of staff that participated in this study. Figure4.2 showed that majority of the
respondents, 95% indicated that they were non-executive while 5% indicated that they were
executives.
30
Figure 4.2: Capacity and Level of Management
4.2.3 Department/Unit of Work
The department or unit of work was also important for this study. This was important in
gauging the effects of change management per department. The results in table 4.1.
Showed that majority of the respondents, 44.7 % indicated that they were from the Division
of Conference Services (DAS) while 36.8 % indicated that they indicated that they were
from DCS offices and 13.2% indicated that they were from the OIOS offices and 5.3%
indicated that they were from the DSS offices.
Table 4.1: Department or Unit of Work
Department/Unit of Work Distribution
Frequency Percent
DAS 17 44.7
DCS 14 36.8
DSS 2 5.3
OIOS 5 13.2
Total 38 100.0
31
4.2.4 Ownership of Organization
Demographic information on ownership of important was also important for the study.
This was important for authenticity and originality of the information provided from this
study. The results in table 4.2 showed that the respondents indicated that 80% of the
respondents indicated that UNON was an international organization while 20% of the
respondents indicated that UNON was a local organization.
Table 4.2: Ownership of Organization
Ownership of the
Organization
Distribution
Frequency Percent
Local 7 20.0
International 28 80.0
Missing 3 7.9
Total 35 100.0
4.2.5 Ownership, Agency Status
The ownership status of UNON, Nairobi was further confirmed by this study. This was to
ensure authenticity of this study. The results in figure 4.3 showed that the respondents
indicated that 94.59% of the respondents indicated that UNON was a UN organization
while 5.41 % of the respondents indicated that it was not.
Figure 4.3: Ownership of Organization
32
In summary, this section sought to find out the authenticity of its sampled respondents. The
results indicated that 100% of the respondents were working at UNON Nairobi offices
whose majority were non-executive and either working in the DAS or DCS offices.
4.3 Effect of Change Management on Decision Turnaround Time
The study sought to find out the effect of change management in decision turnaround time.
This was important in establishing the management of change and its effect on job roles.
A discussion on is next.
4.3.1 Management of Resistance to Change
This study sought to find out how organizations manage resistance to change. Management
of resistance to change reduces resistance to change and introduces costs and delays into
the change process that are difficult to anticipate but must be taken into consideration. They
included; people feeling that the sense of team is being eroded by changes, there being no
sense of urgency, people wanting things to stay as they are, people not being aware of the
external drivers for change, people feeling angry about what is happening whenever change
has to take place, change challenging the traditional way things are, reasons for change not
being obvious to people, people feeling a loss of identity as a result of the impending
changes, causing a deep-seated resentment, people being generally afraid of what might
happen, the feeling that the organization is losing its sense of identity, people feeling bitter
and hurt about what might happen , the thought that the unity and feeling of being part of
something will go, the change threatening people because it is not clear what would happen,
the view that imminent changes would threaten people's security, people being in denial
about the need for change, people lacking any feeling that the future could be better as a
result of the changes and, finally, daunting on realizing how far the organization has to go
to change. A ranking of these factors was provided in table 4.3 followed by descriptive
statistics of the first five highly ranked variables. A correlation, between the variables in
order to explain the effect of some of the variables in the overall management of resistance
of change was also provided in this section. The findings of the study are next.
33
Table 4.3: Ranking of Variables of Management of Resistance to Change
Variable Percentage Ranking
Effect of Change on Sense of Team being Eroded 35 13
Existence of Sense of Urgency 50 7
Perceptions on Current Status 42 11
Awareness of External Drivers for Change 47 9
Respondents Feelings on Happenings 40 12
Effect of Change on the way things were Traditionally 72 2
Respondents Perception on Importance of Change 70 3
Respondents Feeling a Loss of Identity due to Change 34 16
Perceptions on Change Causing Deep-seated Resentment 32 17
Respondents Feelings on Change Happenings 68 4
Effect of Change on Organizational Identity 35 13
Effect of Change on Respondents Feelings 35 13
Respondents Unity and Feeling of being Part of Change Process 47 9
Respondents Feelings on change threatening due to lack of clarity on
Results 76 1
Respondents Feelings on Threatening Respondents’ Security 50 7
Respondents in Denial on Need for Change 32 17
Respondents Perceptions on Future as a Result of Change 51 6
Perceptions on change being a Daunting Process 57 5
4.3.1.1 Respondents Feelings on change threatening due to lack of clarity on Results
The study sought to find out from UNON Nairobi’s staff whether change threatened the
staff because it was not clear what would happen. This was important factor in managing
change. The results on table 4.4 showed 39.5% of the respondents said they strongly
agreed, 36.8% indicated that they agreed, 10.5% showed that the respondents indicated that
they disagreed, 10.5% showed that the respondents indicated that they felt neutral and 2.6%
showed they preferred not to say.
Table 4.4: Respondents Feelings on Change Threatening due to Lack of Clarity on
Results
Response Distribution
Frequency Percent
Disagree 4 10.5
Neutral 4 10.5
Agree 14 36.8
Strongly Agree 15 39.5
Prefer not to Say 1 2.6
Total 38 100.0
34
4.3.1.2 Effect of Change on the way things were traditionally
The study sought to find out whether change challenged the traditional way things were at
the UNON Nairobi’s offices. This was important because a feeling of being challenged by
change is a sign of resistance towards change management. It is normal for people to feel
challenged when change occurs. The results on table 4.5 indicated that the respondents
said that 45.9% of the respondents agreed, 27% of the respondents felt that they strongly
agreed, 13.5% showed that the respondents indicated that they felt neutral 5.4% indicated
they strongly disagreed, 5.4% showed that the respondents indicated that they disagreed
and 2.7% showed they preferred not to say.
Table 4.5: Effect of Change on the way things are traditionally
Response Distribution
Frequency Percent
Strongly Disagree 2 5.4
Disagree 2 5.4
Neutral 5 13.5
Agree 17 45.9
Strongly Agree 10 27.0
Prefer not to Say 1 2.7
Missing 1 2.6
Total 38 100.0
4.3.1.3 Respondents Perception on Importance of Change
The study sought to find out whether reasons for change were obvious to UNON’s
Nairobi’s staff. The results on table 4.6 showed that the respondents indicated that the
respondent’s indicated that majority, 52.8% said they agreed, 16.7% of the respondents
felt that they strongly agreed, 13.9% indicated they strongly disagreed, 11.1% showed that
the respondents indicated that they felt neutral and 5.6% showed they preferred not to say.
Table 4.6: Respondents Perception on Importance of Change
Response Distribution
Frequency Percent
Strongly Disagree 5 13.9
Neutral 4 11.1
Agree 19 52.8
Strongly Agree 6 16.7
Prefer not to Say 2 5.6
Total 38 100.0
35
4.3.1.4 Respondents Feelings on Change Happenings
The study sought to find out whether UNON Nairobi’s staff were generally afraid of what
might happen due to change. This is a normal feeling when change occurs and needs to
handle by management for successful change management to occur. The results on table
4.7 showed that the respondents indicated that50% said they strongly agreed, 18.4%
showed that they agreed and 18.4% showed that the respondents indicated that they
disagreed, 7.9% showed that the respondents indicated that they felt neutral and 5.3%
showed they preferred not to say.
Table 4.7: Respondents Feelings on Change Happenings
Response Distribution
Frequency Percent
Disagree 7 18.4
Neutral 3 7.9
Agree 7 18.4
Strongly Agree 19 50.0
Prefer not to Say 2 5.3
Total 38 100.0
4.3.1.5 Perceptions on change being a Daunting Process
The study sought to find out from UNON Nairobi’s staff whether it was daunting for people
to realize how far the organization had to go to change. The results on table 4.8 showed
that the respondents indicated that 45.9% indicated that they agreed, 27% indicated that
they felt neutral, 10.8% of the respondents felt that they strongly agreed, 8.1% showed that
the respondents indicated that they disagreed and 5.4% indicated they strongly disagreed.
Table 4.8: Perceptions on Change being a Daunting Process
Response Distribution
Frequency Percent
Strongly Disagree 2 5.4
Disagree 3 8.1
Neutral 10 27.0
Agree 17 45.9
Strongly Agree 4 10.8
Missing 1 2.6
Total 38 100.0
36
4.3.1.6 Cross-Tabulation on Management of Resistance of Change
A summary of all the variables was carried out using a cross tabulation analysis of the
multiple responses in establishing whether respondents were able to manage resistance to
change. The summary in table 4.8 showed that the respondents indicated that majority of
the respondents 32% agreed that change management on decision turnaround time was in
existence at UNON Nairobi offices while 21% of them disagreed, 20% showed that the
respondents indicated that they felt neutral and 19 % of the respondents felt that they
strongly agreed. Therefore majority of the respondents either strongly agreed or agreed on
the fact that they were able to manage resistance to change at UNON Nairobi offices.
Table 4.9: Cross-Tabulation on Management of Resistance of Change
Management of Resistance to
Change
Percentage
Strongly Disagree 8
Disagree 21
Neutral 20
Agree 32
Strongly Agree 19
Total 100
4.3.1.7 Correlations between the Variables of Managing Resistance to Change
A bivariate correlation between the variables measuring management of resistance to
change were provided. As per the responses shown by most respondents, there was a
significant positive relationships between most of the variables. Table 4.9 showed that the
respondents indicated that 38 of the respondents indicated they wanted things to stay as
they are because most of the respondents had no sense of urgency r (36) =.397. p=014. The
reasons for change are not obvious to people because most of the respondents had no sense
of urgency, r (35) =. 481. P=003. Staff at UNON Nairobi’s offices feel a loss of identity
as a result of the impending changes because majority of them want things to stay as they
are, r(36) = .473**. p=003. A summary of the correlations on table 4.3.20
37
4.3.20 Correlations between the Variables of Managing Resistance to Change
Correlation
Test
People
want
things
to stay
as they
are Vs
No
sense
of
urgency
The
reasons
for
change
are not
obvious
to
people
vs no
sense
of
urgency
People
are not
aware
of
external
drivers
for
change
vs
people
want
things
to stay
as they
are
People
feel a loss
of identity
as a result
of the
impending
changes
vs no
sense of
urgency
People
feel a loss
of identity
as a result
of the
impending
changes
vs. people
want
things to
stay as
they are
Generally
afraid of
what
might
happen
vs want
things to
stay as
they are
Generally
afraid of
what
might
happen
vs. sense
of team is
being
ended by
the
changes
Generally
afraid of
what
might
happen
va No
sense of
urgency
Causing
deep
seated
resentment
vs people
feel angry
about
what is
happening
Causing
deep
seated
resentment
vs. people
want
things to
stay as
they are
Feel the
loss of
identity as
a result of
the
impending
changes
vs. people
feel angry
about
what is
happening
Pearson
Correlation
Significance
(2-Tailed)
N
.397*
.014
38
.481**
.003
37
.447**
.005
38
.388**
.016
38
.473**
.003
38
.479**
.002
38
.426**
.009
37
.512**
.001
37
627**
000
38
.472**
.003
38
.570**
.000
38
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
38
4.3.2 Impact of Sustaining Performance in an Environment of Constant Change
The study sought to find out whether sustaining performance in an environment of constant
change was a contributor on the effect of change management on decision turnaround time.
The variables considered included, perceptions on change projects creating resistance;
respondent’s perceptions on distance to travel in the change process; respondents being
frightened for jobs; perceptions on change causing redundancies. A ranking of these factors
was provided in table 4.10 followed by descriptive statistics of the first five highly ranked
variables. A correlation, between the variables in order to explain the effect of some of the
variables in the overall management of resistance of change was also provided in this
section. The findings of the study are next.
Table 4.10: Ranking of Variables of Impact of Sustaining Performance in an
Environment of Constant Change
Variable Percentage Ranking
Perceptions on change projects creating resistance 46 4
Respondent’s perceptions on distance to travel in the change
process
56 3
Respondents being frightened for jobs 72 2
Perceptions on change causing redundancies 79 1
4.3.2.1 Perceptions on Change Causing Redundancies
The study sought to find out whether there was real concern that the changes will cause
large scale redundancies. This was important in sustaining performance in an environment
of constant change. The results on figure 4.3.2.1showed that the respondents indicated that
45% of the respondents felt that they strongly agreed, 34% indicated that they agreed, 11%
showed that the respondents indicated that they disagreed, 5% showed that the respondents
indicated that they felt neutral 3% indicated they strongly disagreed and 3% showed they
preferred not to say.
39
Figure 4.4: Perception on Change Causing Redundancies
4.3.2.2 Respondents Frightened for Jobs
The study sought to find out whether UNON Nairobi’s staff were frightened for their
jobs. This was important in sustaining performance in an environment of constant
change. The results on figure 4.3.2.2showed that the respondents indicated that 36%
showed that they agreed and 36% of the respondents felt that they strongly agreed, 8%
indicated that they felt neutral, 8% showed that the respondents indicated that they
disagreed, 6% indicated they strongly disagreed and 6% showed they preferred not to
say.
Figure 4.5: Respondents Frightened for jobs
40
4.3.2.3 Respondents Perceptions on Distance to Travel in the Change Process
The study sought to find out whether there was a huge distance to travel in the change
journey. This was a factor that helps sustain performance in an environment of constant
change affecting change management on decision turnaround time. The results on figure
4.3.2.3showed that the respondents indicated that 45% of the respondents agreed, 24%
indicated that they felt neutral, 16% showed that the respondents indicated that they
disagreed, 11% of the respondents felt that they strongly agreed and 45 showed they
preferred not to say.
Figure 4.6: Respondents Perceptions on Distance to Travel in the Change Process
4.3.2.4 Perceptions on Change Projects Creating Resistance
The study sought to find out whether change projects create resistance to help the change
effort. This was important in sustaining performance in an environment of constant change.
The results in figure 4.3.2.4showed that the respondents indicated that 35% of the
respondents agreed, 27% showed that the respondents indicated that they disagreed, 19%
indicated that they felt neutral, 11% of the respondents felt that they strongly agreed, 5%
indicated they strongly disagreed and 3% showed they preferred not to say.
41
Figure 4.7: Perceptions on Change Projects Creating Resistance
4.3.2.5 Cross-Tabulation on Sustaining Performance in an Environment of Constant
Change
A cross tabulation of the multiple responses on the factors contributing in sustaining
performance in an environment of constant change was carried out. The results on table
4.3.2.5showed that the respondents indicated that 37% of the respondents agreed that there
was sustained performance in an environment of constant change, 25.5% of the respondents
felt that they strongly agreed, 14.1% showed that the respondents indicated that they felt
neutral while 3.4% indicated they strongly disagreed and 4% showed they preferred not to
say.
Table 4.11: Impact of Sustaining Performance in an Environment of Constant
Change
Response
Percentage
Strongly Disagree 3.4
Disagree 15.4
Neutral 14.1
Agree 37.6
Strongly Agree 25.5
Prefer not to Say 4.0
Total 100.0
42
4.3.2.6 Correlations Between the Variables of Sustaining Performance in an
Environment of Constant Change
A bivariate correlation between the variables measuring sustaining performance in an
environment of constant change were provided on table 4.11. As per the responses shown
by most respondents, there was a significant positive relationships between most of the
variables. 37 of the respondents indicated that change projects create resistance which has
to be broken because of the feeling that there is a huge distance to travel in the change
journey r(35) = .568. p=000. Most of the respondents are frightened for their jobs because
there is also a real concern that the changes will cause large scale redundancies r(34) = .
639. p=000. The UNON staff in Nairobi also showed real concern that the changes will
cause large scale redundancies because there is a huge distance to travel in the change
journey r(36) = . 482. p=002.
4.3.2.6 Correlations between the Variables of Sustaining Performance in an
Environment of Constant Change
Correlation Test Change Projects
Create
Resistance vs
Huge Distance to
Travel in the
Change Journey
Real Concern that the
Changes will Cause
Large Scale
Redundancies vs
People are Frightened
for their Jobs
Real Concern that the
Changes will Cause
Large Scale
Redundancies vs Huge
Distance to Travel in
the Change Journey
Pearson
Correlation
Significance (2-
Tailed)
N
.568*
.000
37
.639**
.000
36
.482**
.002
38
*. Correlation is significant at the 0.05 level (2-tailed).
4.3.3 Effect of Personalizing the Benefits of Change on Decision Turnaround Time
The variables considered included, strategy in change management; effect of ideas in
change management; perceptions on visibility recognizing and rewarding respondents;
perceptions on working together as a team/group and perceptions on respondents having
interest in maintaining the status quo. A ranking of these factors was provided in table 4.12
followed by descriptive statistics of the first five highly ranked variables. A correlation,
between the variables in order to explain the effect of some of the variables in the overall
management of resistance of change was also provided in this section. The findings of the
study are next.
43
Table 4.12: Ranking of Variables of Effect of Personalizing the Benefits of Change
on Decision Turnaround Time
Variable Percentage Ranking
strategy in change management 59 2
Effect of ideas in change management 32 5
Perceptions on visibility recognizing and rewarding respondents 42 3
Perceptions on working together as a team/group 62 1
Perceptions on respondents having Interest in maintaining the
status quo 34 4
4.3.3.1 Perceptions on Working together as a Team/Group
The study also sought to find out whether personalizing the benefits of change gets the
group to work together effectively as a team. The results on table 4.12 showed that the
respondents indicated that 54.1% of the respondents agreed, 18.9% showed that the
respondents indicated that they disagreed, 10.9% showed that the respondents indicated
that they disagreed, 8.1% of the respondents felt that they strongly agreed, 5.4% indicated
they strongly disagreed and 2.7% showed they preferred not to say.
Table 4.13: Gets the Group to Work Together Effectively as a Team
Response Distribution
Frequency Percent
Strongly Disagree 2 5.4
Disagree 7 18.9
Neutral 4 10.8
Agree 20 54.1
Strongly Agree 3 8.1
Prefer not to Say 1 2.7
Total 38 100.0
4.3.3.2 Effect of Vision and Strategy in Change Management
The study sought to find out from the respondents whether the organization creates vision
and strategy to help guide the change effort. This was important because if a vision is not
transformed into strategy, the transformation can disintegrate into a set of unrelated and
confusing directives and activities. The results in table 4.13 showed that the respondents
indicated that 45.9% of the respondents agreed, 18.9% indicated that they felt neutral,
13.5% of the respondents felt that they strongly agreed, 10.8% showed that the respondents
indicated that they disagreed, 8.1% indicated they strongly disagreed and 2.7% showed
they preferred not to say.
44
Table 4.14: Effect of Vision and Strategy in Change Management
Response Distribution
Frequency Percent
Strongly Disagree 3 8.1
Disagree 4 10.8
Neutral 7 18.9
Agree 17 45.9
Strongly Agree 5 13.5
Prefer not to Say 1 2.7
Total 38 100.0
4.3.3.3 Perceptions on Visibility Recognizing and Rewarding Respondents
The study sought to find out whether visibility recognizes and rewards UNON Nairobi’s
staff who makes the wins possible. The results on table 4.14 showed that the respondents
indicated that 39.5% indicated that they agreed, 26.3% indicated that they felt neutral,
26.3% showed that the respondents indicated that they disagreed, 5.3% indicated they
strongly disagreed, 5.3% showed they preferred not to say and 2.6% of the respondents felt
that they strongly agreed.
Table 4.15: Perceptions on Visibility Recognizing and Rewarding Respondents
Response Distribution
Frequency Percent
Strongly Disagree 2 5.3
Disagree 10 26.3
Neutral 10 26.3
Agree 15 39.5
Strongly Agree 1 2.6
Prefer not to Say 2 5.3
Total 38 100.0
4.3.3.4 Cross-Tabulation on Personalize the Benefits of Change
A cross tabulation of the multiple responses on personalizing the benefits of change showed
that the respondents indicated that 38.5% showed that they agreed that personalizing the
benefits of change is an effect of change management on decision turnaround time, 24.1%
indicated that they felt neutral, 21.4% showed that the respondents indicated that they
disagreed, 7% of the respondents felt that they strongly agreed and 5.9% indicated they
strongly disagreed.
45
Table 4.16 Cross-Tabulation on Personalize the Benefits of Change
Response Percentage
Strongly Disagree 5.9
Disagree 21.4
Neutral 24.1
Agree 38.5
Strongly Agree 7.0
Prefer not to Say 3.2
Total 100.0
4.3.4 Impact of Lead Sponsor as a Communicator in the Change Process
The study sought to find out whether a lead person, a sponsor and communicating in the
change process was important for effective change management on decision turnaround
time. The variables considered included, impact of lead sponsor in identifying crises effect
of having leadership team role-model in change process; impact of lead sponsor usage of
varied ways of communication and role of lead sponsor in ensuring that change vision it is
a shared. A ranking of these factors was provided in table 4.16 followed by descriptive
statistics of the first five highly ranked variables. A correlation, between the variables in
order to explain the effect of some of the variables in the overall management of resistance
of change was also provided in this section. The findings of the study are next.
Table 4.17: Ranking of Variables of Impact of Lead Sponsor as a Communicator
in the Change Process
Variable Percentage Ranking
Impact of lead sponsor in identifying crises 55 2
Effect of having leadership team role-model in change
process 45 3
Impact of lead sponsor usage of varied ways of
communication 45 3
Role of lead sponsor in ensuring that change vision it is a
shared 61 1
4.3.1. Role of Lead Sponsor in Ensuring that Change Vision it is a Shared
The study sought to find out whether the respondents had a shared vision and strategy. The
results, in figure 4.3.4.1 showed 21 out of 38 agreed while 6 disagreed. Four out of 38
indicated neutral and 4 out of 38 strongly disagreed. Two strongly agreed and 1 showed
they preferred not to say.
46
Figure 4.8: Ensure that it is a shared vision and strategy
4.3.4.2 Impact of Lead Sponsor in Identifying Crises
The study sought to identify whether the organization identifies and discusses actual or
potential crises or major opportunities with the employees. The results in figure
4.3.4.2showed that the respondents indicated that 18 out of 38 agreed, 6 out of 38 disagreed,
6 out of 38 were neutral, 4 out of 38 strongly disagreed, 3 out of 38 strongly agreed and 1
respondent out of 38 showed they preferred not to say.
Figure 4.9: Impact of Lead Sponsor in Identifying Crises
47
4.3.4.3 Effect of having Leadership Team Role-Model in Change Process
The study sought to find out whether UNON Nairobi offices had the leadership team role-
model. The results in figure 4.3.4.3 showed 14 out of 38 respondents agreed 8 out of 38
respondents were neutral, 7 out of 38 respondents disagreed, 4 out of 38 respondents
strongly disagreed, 3 out of 38 respondents strongly agreed and 2 out of 38 respondents
showed they preferred not to say.
Figure 4.10: Effect of Having a Leadership Team Role-Model
4.3.4.4 Impact of Lead Sponsor usage of varied ways of Communication
The study sought to find out whether UNON continuously uses every available vehicle to
communicate the new vision and strategy. The results in figure 4.3.4.4showed that the
respondents indicated that of the respondents, 22 out of 38 agreed, 5 out of 38 were neutral,
5 out of 38 disagreed, 3 out of 38 strongly disagreed, 2 showed they preferred not to say
and 1 strongly agreed.
48
Figure 4.10: Impact of Lead Sponsor usage of varied ways of Communication
4.3.4.4 Cross-Tabulation on Lead, Sponsor and Communicate Throughout The
Change Process
A cross tabulation of the multiple responses from the 4 variables on lead, sponsor and
communicate through the change process was carried out to establish the overall view from
the respondents. The results on table 4.18 showed that the respondents indicated that 49.3%
showed that they agreed that they were important for the change process to occur, 15.8%
indicated that they felt neutral, 15.1% showed that the respondents indicated that they
disagreed, 9.9% indicated they strongly disagreed, 5.9% of the respondents felt that they
strongly agreed and 3.9% showed they preferred not to say.
Table 4.18: Cross-Tabulation on Lead, Sponsor and Communicate Throughout the
Change Process
Response
Percentage
Strongly Disagree 9.9
Disagree 15.8
Neutral 15.1
Agree 49.3
Strongly Agree 5.9
Prefer not to Say 3.9
Total 100
49
4.3.4.2 Correlations between the Variables on Lead, Sponsor and Communicate
Throughout the Change Process
A bivariate correlation between the variables measuring management of resistance to
change were provided on table 4.19. There was a positive correlation between management
identifying and discussing actual crises because management continuously uses every
available vehicle to communicate, r(35) = .899. p=001. There was also a positive
correlation between management continuously using every available vehicle to
communicate because management has the leadership team role-model r(36) = . 515. The
leadership team role model ensures that most staff have a shared vision and strategy, r(36)
= .726. p=000. There was also a positive correlation between staff being generally afraid
of what might happen because they want things to stay as they are. r(36) = . 479. p=002.
The issue of feeling afraid is also compounded because most staffs’ feel that the sense of
team is being ended by the changes, r(35) = . 426. p=009. Fear is also stimulated by most
staffs’ lack of sense of urgency. There was also a positive correlation between staff causing
deep seated resentment because people feel angry about what is happening, r(35) = . 627
p=003. The staffs’ anger feeling arises from the feeling of loss of identity as a result of the
impending changes, r(35) = .570p=000.
50
Table 4.19: Correlation between the variable of managing resistance to change
Correlation
Test
Identifies and
Discusses
Actual Crises
vs
Continuously
uses Every
Available
Vehicle to
Communicate
Continuously
uses Every
Available
Vehicle to
Communicate
vs Has the
Leadership
Team Role-
Model
Ensure that it
is a Shared
Vision and
Strategy vs
Sponsor2
Has the
Leadership
Team Role-
Model
Generally
afraid of
what
might
happen vs
want
things to
stay as
they are
Generally
afraid of
what
might
happen
vs. sense
of team is
being
ended by
the
changes
Generall
y afraid
of what
might
happen
vs No
sense of
urgency
Causing
deep seated
resentment
vs people
feel angry
about what
is
happening
Causing deep
seated
resentment vs.
people want
things to stay
as they are
Feel the loss of
identity as a result of
the impending changes
vs. people feel angry
about what is
happening
Pearson
Correlation
Significance
(2-Tailed)
N
.899**
.000
37
.515**
.001
38
.726**
.000
38
.479**
.002
38
.426**
.009
37
.512**
.001
37
627**
000
38
.472**
.003
38
.570**
.000
38
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
51
4.3.5 Effect of Supporting Respondents throughout Change Journey
The study sought to find out whether supporting people throughout the difficult points of
the change journey would lead to effective change management. The variables considered
included, effect of management planning improvements in performance; perception on
management putting together a group to lead the change; perceptions on management
identifying and discussing crises and perceptions on management examining change trends
and problems. A ranking of these factors was provided in table 4.20 followed by
descriptive statistics of the first five highly ranked variables. A correlation, between the
variables in order to explain the effect of some of the variables in the overall management
of resistance of change was also provided in this section. The findings of the study are
next.
Table 4.20: Ranking of Variables of Impact of Lead Sponsor as a Communicator in
the Change Process
Variables Percentage Ranking
Effect of management planning improvements in performance 45 4
Perception on management putting together a group to lead the change 55 3
Perceptions on management identifying and discussing crises 58 2
Perceptions on management examining change trends and problems 63 1
4.3.5.1 Perceptions on Management Examining Change Trends and Problems
The study sought to find out whether UNON Nairobi office examines external trends, issues
and problems. The results on table 4.21 showed that the respondents indicated that 50%
indicated that they agreed, 15.8% showed that the respondents indicated that they
disagreed, 15.8% indicated that they felt neutral, 13.2% of the respondents felt that they
strongly agreed while 5.3% indicated they strongly disagreed.
Table 4.21: Perceptions on Management Examining Change Trends and Problems
Response Distribution
Frequency Percent
Strongly Disagree 2 5.3
Disagree 6 15.8
Neutral 6 15.8
Agree 19 50.0
Strongly Agree 5 13.2
Total 38 100.0
52
4.3.5.2 Perceptions on Management Identifying and Discussing Crises
The study sought to find out whether UNON Nairobi staff identify and discuss actual or
potential crises. The results on table 4.22 showed that the respondents indicated that 44.7%
indicated that they agreed, 18.4% indicated that they felt neutral, 15.8% showed that the
respondents indicated that they disagreed, 13.2% of the respondents felt that they strongly
agreed and 7.9% indicated they strongly disagreed.
Table 4.22: Perceptions on Management Identifying and Discussing Crises
Response Distribution
Frequency Percent
Strongly Disagree 3 7.9
Disagree 6 15.8
Neutral 7 18.4
Agree 17 44.7
Strongly Agree 5 13.2
Total 38 100.0
4.3.5.3 Perception on Management Putting Together a Group to Lead the Change
The study sought to find out whether management at UNON Nairobi office puts together a
group with enough power to lead the change. The results, on table 4.23 showed that the
respondents indicated that 44.7% indicated that they agreed, 23.7% indicated that they felt
neutral, 10.5% showed that the respondents indicated that they disagreed, 10.5% of the
respondents felt that they strongly agreed, 7.9% indicated they strongly disagreed and 2.6%
showed they preferred not to say.
Table 4.23: Perceptions on Management Putting Together Group to Lead the Change
Response Distribution
Frequency Percent
Strongly Disagree 3 7.9
Disagree 4 10.5
Neutral 9 23.7
Agree 17 44.7
Strongly Agree 4 10.5
Prefer not to Say 1 2.6
Total 38 100.0
53
4.3.5.4 Cross-Tabulation on Effect of Supporting People through Change Process
A cross tabulation on the various variables measuring supporting people through the
difficult points of the change journey was carried out. The results were presented in table
4.24 showed that the respondents indicated that the respondents, 44.1% indicated that they
agreed, 23% indicated that they felt neutral, 13.2% showed that the respondents indicated
that they disagreed, 11.2% of the respondents felt that they strongly agreed, 7.2% indicated
they strongly disagreed, 1.3% showed they preferred not to say.
Table 4.24: Cross-Tabulation on Effect of Supporting People through Change Process
Response
Percentage
Strongly Disagree 7.2
Disagree 13.2
Neutral 23.0
Agree 44.1
Strongly Agree 11.2
Prefer not to Say 1.3
Total 100.0
4.3.5.5 Correlations between the Variables of Effect of Supporting People Through
Change Process
A bivariate correlation between the variables measuring management of resistance to
change were provided on table 4.25. There was a positive correlation between having
change plans for visible short-term improvements by putting together a group. r(36) = .
413. p=010. During the group meetings change actual or potential crises are identified and
discussed, r(36) = .627. p=010. There was a positive correlation between examining
external trends, issues and problems vs no sense of urgency, r(36) = .589. p=000.
54
Table 4.25: Correlations between the Variables on Effect of Supporting People
through Change Process
Correlation
Test
Plans for
Visible Short-
term
Improvements
vs Puts
together a
group
Plans for Visible Short-
term Improvements vs
Identifies and Discusses
Actual or Potential Crises
Puts together a
group vs
Identifies and
Discusses
Actual or
Potential Crises
Examines
External
Trends,
Issues and
Problems vs
no sense of
urgency
Pearson
Correlation
Significance
(2-Tailed)
N
.413**
.010
36
.520**
.001
37
. 627**
.000
38
. 589**
.000
38
*. Correlation is significant at the 0.05 level (2-tailed).
4.3.5 Perceptions on Management Focus on New Behaviours
The study sought to find out whether management change project focuses on new
behaviours and not new attitudes. This section provided the results.
4.3.5.1 Perceptions on Management Articulating the Connection between New
Behaviours and Organizational Success
The study sought to find out whether change projects articulate the connection between
new behaviours and organizational success. The results on table 4.26 showed that 44.7%
of the respondents indicated they agreed, 21.1% neutral, 10.5% showed that the
respondents indicated that they disagreed, 10.5% of the respondents felt that they strongly
agreed, 7.9% showed they preferred not to say and 5.3% indicated they strongly disagreed.
Table 4.26: Perceptions on Management Articulating the Connection between New
Behavior’s and Organizational Success
Response Distribution
Frequency Percent
Strongly Disagree 2 5.3
Disagree 4 10.5
Neutral 8 21.1
Agree 17 44.7
Strongly Agree 4 10.5
Prefer not to Say 3 7.9
Total 38 100.0
55
4.3.5.2 Perceptions on Management Encouraging Reasonable Risk-taking
The study also sought to find out whether UNON Nairobi office encourages reasonable
risk-taking and non-traditional ideas and actions. The results on table 4.27 showed that
respondents said that 42.1% indicated that they agreed, 26.3% indicated that they felt
neutral, 13.2% of the respondents felt that they strongly agreed, 7.9% showed that the
respondents indicated that they disagreed, 5.3% indicated they strongly disagreed, 5.3%
showed they preferred not to say.
Table 4.27: Perceptions on Management Encouraging Reasonable Risk-taking
Response Distribution
Frequency Percent
Strongly Disagree 2 5.3
Disagree 3 7.9
Neutral 10 26.3
Agree 16 42.1
Strongly Agree 5 13.2
Prefer not to Say 2 5.3
Total 38 100.0
4.3.5.3 Cross-Tabulation on Effect of Management Focus on New Behaviors in
Change Process
A cross tabulation analysis on the multiple responses was carried out to find out the focus
on new behaviors and not new attitudes. The results were presented in table 4.28 showing
that 43.4% indicated that they agreed. 23/7% indicated that they felt neutral, 11.8% of the
respondents felt that they strongly agreed, 9.2% showed that the respondents indicated that
they disagreed, 6.6% showed they preferred not to say and 5.3% indicated they strongly
disagreed.
Table 4.28: Cross-Tabulation on Focus on New Behavior’s not New Attitudes
Response Percentage
Strongly Disagree 5.3%
Disagree 9.2%
Neutral 23.7%
Agree 43.4%
Strongly Agree 11.8%
Prefer not Say 6.6%
Total 100.0%
56
4.3.5.5 Correlations between the Variables of Managing Resistance to Change
There was a positive correlation between UNON Nairobi office articulating the connection
between new behaviours and organizational success by encouraging reasonable risk taking
and non-traditional ideas and actions, r(36) = . 719. p=000.
Table 4.29: Correlations between the Variable of Managing Resistance to Change
Correlation Test Encourages Reasonable Risk-taking vs Articulates the
Connection
Pearson Correlation
Significance (2-Tailed)
N
. 719**
.000
38
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
4.4 Effect of Change Management Initiative on the Clarity of Roles and
Responsibilities among UNON Staff
The effect of change management initiative on the clarity of roles and responsibilities
among UNON staff was one of the main objectives of the study. This section discussed the
main variables contributing to the effect of change management initiative on the clarity of
roles and responsibilities among UNON staff.
4.4.1 Effect of Top-Management Support and Commitment
The study sought to find out whether top-management support and commitment was
provided in the change process. The variables considered included : effect of developing
employees who can implement change; effect of management aligning structures for
effective change implementation; effect of management reinvigorating change process;
.effect of management creating processes for leadership development and effect of
management monitoring change strategies in response to problems A ranking of these
factors was provided in table 4.30 followed by descriptive statistics of the first five highly
ranked variables. A correlation, between the variables in order to explain the effect of some
of the variables in the overall management of resistance of change was also provided in this
section. The findings of the study are next.
57
Table 4.30: Ranking of Variables of Effect of Top-Management Support and
Commitment
Variables Percentage Ranking
Effect of developing employees who can implement change 54 3
Effect of management aligning structures for effective change
implementation
64 1
Effect of management reinvigorating change process 53 4
Effect of management creating processes for leadership development 56 2
Effect of management monitoring change strategies in response to
problems
50 5
4.4.1.1 Effect of Management Aligning Structures for Effective Change
Implementation
The study sought to find out whether UNON aligns all policies, systems structures and
practices to fit each other and the change for effective clarity of roles and responsibilities
amongst the UNON staff. The results on figure 4.4.1 showed that the respondents indicated
that 50% of the respondents agreed that it was the case, 22% indicated that they felt neutral,
14% of the respondents felt that they strongly agreed, 6% showed they preferred not to say,
6% indicated they strongly disagreed and 3% showed that the respondents indicated that
they disagreed.
Figure 4.12: Effect of Management Aligning Structures for Effective Change
Implementation
58
4.4.1.2 Effect of Management Creating Processes for Leadership Development
The study sought to find out whether UNON in Nairobi creates processes to ensure
leadership development and succession. The results in figure 4.4.2 showed that the
respondents indicated that 45% of the respondents agreed, 21% indicated that they felt
neutral, 13% showed that the respondents indicated that they disagreed, 11% of the
respondents felt that they strongly agreed and 5% showed they preferred not to say.
Figure 4.13: Effect of Management Creating Processes for Leadership Development
4.4.1.3 Effect of Developing Employees who can implement Change
The study sought to find out whether UNON hires, promotes and develops people who can
implement change. The results on figure 4.4.3showed that the respondents indicated that
43% of the respondents agreed, 16% indicated that they felt neutral, 14% showed that the
respondents indicated that they disagreed, 11% of the respondents felt that they strongly
agreed and 11% indicated they strongly disagreed respectively and 5% showed they
preferred not to say.
59
Figure 4.14: Management Developing People who can Implement the Change
4.4.1.4 Effect of Management Reinvigorating Change Process
The study sought to find out whether re-invigorating the change process through new
projects, themes and change agents was occurring at UNON Nairobi’s offices. The results
in figure 4.4.4 showed that the respondents indicated that 45% of the respondents agreed,
21% indicated that they felt neutral, 18% showed that the respondents indicated that they
disagreed, 8% of the respondents felt that they strongly agreed, 5% showed they preferred
not to say and 3% indicated they strongly disagreed.
Figure 4.15: Effect of Management Reinvigorating Change Process
60
4.4.1.5 Effect of Management Monitoring Change Strategies in Response to Problems
The study sought to find out whether UNON Nairobi offices monitors and adjusts strategies
in response to problems in the change process to assist in clarity of roles and responsibilities
amongst staff. The results in figure 4.31 showed 37% of the respondents agreed, 29%
indicated that they felt neutral, 13% of the respondents felt that they strongly agreed, 11%
showed that the respondents indicated that they disagreed and 5% preferred not say.
Figure 4.16: Effect of Management Monitoring Change Strategies in response to
Problems
4.4.1.6 Cross-Tabulation on Effect of Management Ensuring Top Management
Support and Commitment
A cross tabulation on the effect of management in ensuring top management support and
commitment shown in table 4.31 had majority of the respondents indicate that they agreed,
43.9%,21.9% were neutral, 11.2% strongly agreed, 11.8% disagreed and 5.9% strongly
disagreed.
61
Table 4.31: Cross-Tabulation indicating the Effect of Top Management Support and
Commitment in Change Process
Response
Percentage
Strongly Disagree 5.9
Disagree 11.8
Neutral 21.9
Agree 43.9
Strongly Agree 11.2
Prefer not Say 5.3
Total 100
4.4.1.7 Correlations between the Variables Ensuring Top Management Support and
Commitment
Table 4.31 showed that there were significant positive relationships between most of the
variables. There was a positive correlation between UNON as organization hiring people
who can implement changes and align all policies, systems structures and practices r(34)
= .818. p=000. The organization also hires people who can implement change because it
reinvigorates the change process through new projects, r(35) = .774. p=000.
62
Table 4.32: Correlations between the Variables Ensuring Top Management Support and Commitment
Correlation
Test
Hires
People
who can
Implement
Change vs
Aligns all
Policies,
Systems,
Structures
and
Practices
Hires People
who can
Implement
Change vs
Reinvigorates
the Change
Process
through New
Projects
Hires People
who can
Implement
Change vs
Creates
Processes to
Ensure
Leadership
Development
Hires
People
who can
Implement
Change vs
Monitors
and
Adjusts
Strategies
Aligns all
Policies,
Systems,
Structures
and Practices
vs.
Reinvigorates
the Change
Process
through New
Projects
Aligns all
Policies,
Systems,
Structures
and Practices
vs Creates
Processes to
Ensure
Leadership
Development
Aligns all
Policies,
Systems,
Structures
and
Practices
vs.
Monitors
and
Adjusts
Strategies
Reinvigorates
the Change
Process
through New
Projects vs
Creates
Processes to
Ensure
Leadership
Development
Creates
Processes to
Ensure
Leadership
Development
vs. Monitors
and Adjusts
Strategies
Pearson
Correlation
Significance
(2-Tailed)
N
.818**
. 000
35
.774**
.000
37
.876**
.000
37
. 840**
.000
37
.766**
.000
36
. 925**
.000
36
. 880**
.000
36
.840**
.000
38
. .922**
.000
38
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
63
4.4.2 Effect of Management Providing a Change Plan
The study also sought to find out whether UNON Nairobi offices provides a plan for change
to take place. The variables considered included: management role in focusing on results;
role of management in modifying structures that undermine the change; effect of
management eliminating obstacles for the planned change and effect of long periods of
planning before the change is delivered. A ranking of these factors was provided in table
4.32 followed by descriptive statistics of the first five highly ranked variables. A
correlation, between the variables in order to explain the effect of some of the variables in
the overall management of resistance of change was also provided in this section. The
findings of the study are next.
Table 4.33: Ranking of Variables of Effect of Management Providing a Change Plan
Variables Percentage Ranking
Management role in focusing on results 60 2
Role of management in modifying structures that undermine the
change
29 4
Effect of management eliminating obstacles for the planned change 60 2
Effect of long periods of planning before the change is delivered 84 1
4.4.2.1 Effect of Long Periods of Planning before the Change is Delivered
The study sought to find out whether UNON Nairobi offices has long periods of planning
before change is delivered. The results on figure 4.17 showed that the respondents
indicated that66% of the respondents agreed that there were long periods of planning before
the change delivered, 18% of the respondents felt that they strongly agreed, 8% showed
they preferred not to say, 5% showed that the respondents indicated that they felt neutral
and 3% showed that the respondents indicated that they disagreed.
Figure 4.17: Effect of Long Periods of Planning before the Change is delivered
4.4.2.2 Management Role in Focusing on Results
64
The study sought to find out whether UNON Nairobi offices focus on results rather than
activities. The results on figure 4.2.2.2 showed that the respondents indicated that 47% of
the respondents agreed, 18% indicated that they felt neutral, 13% showed that the
respondents indicated that they disagreed, 13% of the respondents felt that they strongly
agreed, 5% showed they preferred not to say and 3% indicated they strongly disagreed.
Figure 4.18: Focuses on Results rather than Activities
4.4.2.3 Effect of Management Eliminating Obstacles for the Planned Change
The study sought to find out whether UNON Nairobi offices eliminates obstacles for
planned change to occur. The results on figure 4.4.2.3 showed that the respondents
indicated that the respondents 52.63% indicated that they agreed, 15.79% indicated that
they felt neutral, 10.53% showed that the respondents indicated that they disagreed, 7.89%
of the respondents felt that they strongly agreed, 7.85% indicated they strongly disagreed
and 5.26% showed they preferred not to say.
65
Figure 4.19: Effect of Management Eliminating Obstacles for the Planned Change
4.4.2.5 Multiple Response on Effect of Management Providing a Change Plan
A Multiple response of the variables measuring providing a plan by UNON Nairobi
management for effective change management were carried out. Table 4.4.2.1 showed that
majority of the respondents, 52% indicated that they agreed, 13.8% indicated that they were
neural, 13.2% of the respondents felt that they strongly agreed, 6.6% showed they preferred
not to say 2.6% indicated they strongly disagreed.
Table 4.34 Multiple Response on Effect of Management Providing a Change Plan
4.4.2.6 Cross-Tabulation on Effect of Management Providing a Change Plan
A bivariate correlation between the variables measuring providing a plan were provided on
table 4.34. As per the responses shown by most respondents, there were a significant
positive relationships between most of the variables. Management modifies systems or
structures that undermine the change vision because it focuses on results rather than
activities r(38) = .550. p=000.
Response
Percentage
Strongly Disagree 2.6
Disagree 11.8
Neutral 13.8
Agree 52.0
Strongly Agree 13.2
Prefer not Say 6.6
Total 100
66
Table 4.35: Cross-Tabulation on Ensure Top Management Support and Commitment Correlation
Test
Focuses on Results
rather than
Activities vs
Modifies Systems or
Structures that
Undermine the
Change Vision
Eliminates Obstacles to the Planned
Change vs Modifies Systems or
Structures that Undermine the
Change Vision
Focuses on
Results rather
than Activities vs
Eliminates
Obstacles to the
Planned Change
Focuses on
Results
rather than
Activities vs
Long Periods
of Planning
Pearson
Correlation
Significance
(2-Tailed)
N
. 550**
. 000
38
. 654**
.000
38
. 534**
.001
38
. 606**
.000
38
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
4.4.3 Effect of Ensuring Top Management Support and Commitment
The study also sought to find out the impact of top management support and commitment
in effective change management. The variables considered included: effect of
management ensuring role-model has expected behavior; effect of getting respondents to
see that change is needed; effect of convince respondents of the need for change and effect
of establishing an increased sense of urgency. A ranking of these factors was provided in
table 4.35 followed by descriptive statistics of the first five highly ranked variables. A
correlation, between the variables in order to explain the effect of some of the variables in
the overall management of resistance of change was also provided in this section. The
findings of the study are next.
Table 4.36: Ranking of Variables of Effect of Ensuring Top Management Support
and Commitment Plan
Variables Percentage Ranking
Effect of management ensuring role-model has expected behaviour 45 4
Effect of getting respondents to see that change is needed 52 3
Effect of convince respondents of the need for change 66 2
Effect of establishing an increased sense of urgency 71 1
4.4.3.1 Effect of Establishing an Increased Sense of Urgency
The study also sought to find out whether management increased the sense of urgency
around needed change. The results on figure 4.36 showed that the respondents indicated
that 63% of the respondents agreed, 13% showed that the respondents indicated that they
disagreed, 11% indicated that they felt neutral, 8% of the respondents felt that they strongly
agreed, 3% indicated they strongly disagreed and 3% showed they preferred not to say.
67
Figure 4.20: Effect of Establishing an Increased Sense of Urgency
4.4.3.2 Effect of Convince Respondents of the Need for Change
The study also sought to find out whether it was not easy to convince people of the need
for change from the respondents. The results on figure 4.4.3.2 showed that the respondents
indicated that the respondents, 55% indicated that they agreed, 18% showed that the
respondents indicated that they disagreed, 13% indicated that they felt neutral, 11% of the
respondents felt that they strongly agreed and 3% showed they preferred not to say.
Figure 4.21: Effect of Convincing Respondents of the Need for Change
68
4.4.3.3 Effect of getting Respondents to see that Change is Needed
The study sought to find out whether it was hard to get people to see that change was needed
at UNON Nairobi offices. The results on figure 4.4.3.3 showed that the respondents
indicated that 47% of the respondents agreed, 24% indicated that they felt neutral, 16%
showed that the respondents indicated that they disagreed, 5% of the respondents felt that
they strongly agreed, 5% showed they preferred not to say and 3% indicated they strongly
disagreed.
Figure 4.22: Effect of getting Respondents to See that Change is Needed
4.4.3.5Cross Tabulation on Effect of Ensuring Top Management Support and
Commitment
A cross tabulation of the multiple responses to ensure top management support and
commitment was carried out. The results in table 4.4.3.1 showed that the respondents
indicated that 49.3% indicated that they agreed, 18.4% indicated that they felt neutral,
17.1% showed that the respondents indicated that they disagreed, 9.2% of the respondents
felt that they strongly agreed, 3.9% showed they preferred not to say and 2% indicated they
strongly disagreed.
69
Table 4.37: Cross-Tabulation on Effect of Ensuring Top Management Support and
Commitment
Response
Percentage
Strongly Disagree 2.0
Disagree 17.1
Neutral 18.4
Agree 49.3
Strongly Agree 9.2
Prefer not Say 3.9
Total 100
4.4.3.6 Correlations between the Variables on Ensure Top Management Support and
Commitment
A bivariate correlation between the variables measuring ensuring of top management
support and commitment were provided on table 4.37. There was a positive correlation
between leadership team role model being in existence because they establishes an
increased sense of urgency, r(36) = . 470. p=003. There was a positive correlation between
it being hard to get people to see that change was needed because, it was not easy to
convince people of the need for change. r(36) = . 673. p=000.
Table 4.38: Correlations between the Variables on Effect of Top Management
Support and Commitment
Correlation
Test
Leadership Team Role Model vs
Establishes an Increased Sense of
Urgency
Hard to get People to see that Change
is Needed vs Easy to Convince People
of the need for Change
Pearson
Correlation
Significance
(2-Tailed)
N
.470**
.003
38
.673**
.000
38
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
4.5 Effect Of UNON’s Change Management Initiative on How it Responds to
Clients as Service Provider
The study sought to find out the effect of change management initiative and how it responds
to clients as a service provider. The results were discussed next.
70
4.5.1 Effect of Institutionalize Change
The study sought to find out the role of institutionalize change and how it enables
management respond to clients as service providers. The variables considered included:
effect of communicating about change to respondents; effect of management providing
logical reasons for change; effect of finding conflicts within the change; effect of
communicating about change in timely and relevant manner and effect of making known
the project lead for change. A ranking of these factors was provided in table 4.39 followed
by descriptive statistics of the highest ranked variables. A correlation, between the variables
in order to explain the effect of some of the variables in the overall management of
resistance of change was also provided in this section. The findings of the study are next
Table 4.39: Ranking of Variables of Effect of Institutionalize Change
Variables Percentage Ranking
Effect of communicating about change to respondents 49 2
Effect of management providing logical reasons for change 48 3
Effect of finding conflicts within the change 42 5
Effect of communicating about change in timely and relevant manner 51 1
Effect of making known the project lead for change 47 4
4.5.1.1 Effect of Communicating about Change in Timely and Relevant Manner
The study also sought to find out whether communication bout change were timely and
relevant. The results in table 4.40 showed that the respondents indicated that the
respondents 45.9% showed that they agreed that they were timely, 18.9% indicated that
they felt neutral, 13.5% showed that the respondents indicated that they disagreed, 10.8%
indicated they strongly disagreed, 5.4% of the respondents felt that they strongly agreed,
and 5.4% showed they preferred not to say.
Table 4.40: Effect of Communicating about Change in a Timely and Relevant Manner
Response Distribution
Frequency Percent
Strongly Disagree 4 10.8
Disagree 5 13.5
Neutral 7 18.9
Agree 17 45.9
Strongly Agree 2 5.4
Prefer not to Say 2 5.4
Total 38 100.0
71
4.5.1.2 Cross Tabulation on Effect of Institutionalizing Change
A cross tabulation between the variables that measured institutionalization of change by
management was done in this study. The results on table 4.41 showed that the respondents
indicated that the respondents 42.9% indicated that they agreed, 21.7% showed that the
respondents indicated that they disagreed, 17.4% showed that the respondents indicated
that they felt neutral 8.7% indicated they strongly disagreed, 4.9%strongly agreed while
4.3% showed they preferred not to say.
Table 4.41: Cross-Tabulation on Effect of Institutionalizing Change
Response
Percentage
Strongly Disagree 8.7
Disagree 21.7
Neutral 17.4
Agree 42.9
Strongly Agree 4.9
Prefer not Say 4.3
Total 100
4.5.1.3 Correlations between the Variables on Effect of Institutionalizing Change
A correlation between the variables on institutionalizing change was carried out. The
results showed that the respondents indicated that there was a significant positive
correlation between management having logical reasons for change which were visible
especially when the goals were transparent by looking at conflicts within the change and
trying to solve them, r(35) = .788. p=000 as shown on table 4.41. The other significant
relationship was on the fact that it was hard to get UNON Nairobi’s staff to see conflicts
within the change process for them to be able to solve them. This was because conflicts
within the change process are looked for before they are solved, r(35) = .788. p=000.
72
Table 4.42: Correlations between the Variables on Effects of Institutionalizing
Change Correlation
Test
There are Logical Reasons
for Change which are
Visible and the Goals are
Transparent vs Conflicts
within the Change are
Looked for and Try to be
Solved
Hard to get People to see
Conflicts within the
Change are Looked for
and Try to be Solved vs
Conflicts within the
Change are Looked for
and Try to be Solved
Hard to get People to see The
Project Lead for the Change
is known and Project
Champions vs Conflicts
within the Change are
Looked for and Try to be
Solved
Pearson
Correlation
Significance (2-
Tailed)
N
.788**
. 000
37
.778**
.000
37
.778**
.000
37
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
4.5.2 Effect of Building External Support
The study sought to find out the role of building external support in change management.
The variables considered included: effect of project teams consistency in regards to the
change; effect of involvement in the change project before delivery and effect of providing
incentives. A ranking of these factors was provided in table 4.42 followed by a correlation,
between the variables in order to explain the effect of some of the variables in the overall
management of resistance of change was also provided in this section. The findings of the
study are next.
Table 4.43: Ranking of Variables of Effect of Building External Support
Variables Percentage Ranking
effect of project teams consistency in regards to the change 46 1
effect of involvement in the change project before delivery 46 1
effect of providing incentives 44 3
4.5.2.2 Cross-Tabulation on Effect of Building External Support
A multiple response cross tabulation of the variables in this section was carried out to gauge
on whether building external support from the respondents. The results on table 4.43
showed that the respondents indicated that the respondents 34.2% indicated neutral, 33.3%
indicated that they agreed, 13.5% showed that the respondents indicated that they
disagreed, 11.7% of the respondents felt that they strongly agreed, 4.5% indicated they
strongly disagreed and 2.7% showed they preferred not to say.
73
Table 4.44: Cross-Tabulation on Effect of Building External Support
Response Percentage
Strongly Disagree 4.5
Disagree 13.5
Neutral 34.2
Agree 33.3
Strongly Agree 11.7
Prefer not Say 2.7
Total 100
4.5.2.3 Correlations between the Variables on Effect of Building External Support
A correlation in table 4.44, of the variables in this section showed that the respondents
indicated that there was a positive correlation between change management project teams
having sometimes a lack of consequences teams having sometimes a lack of consequence
and consistency in regards to change. This is was because change was expected without
being linked to incentives (35) = .612 p=000.
Table 4.45: Correlations between the Variables of Effect of Building External Support
Correlation
Test
Project Teams have Sometimes a Lack
of Consequence Change are Looked for
and Try to be Solved vs Change is
Expected without being Linked to
Incentives
Involvement in the Change
Project vs Change is Expected
without being Linked to
Incentives
Pearson
Correlation
Significance
(2-Tailed)
N
.612**
. 000
37
.399**
.014
37
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
4.5.3 Effect of Providing Resources
The study sought to find out whether providing necessary resources for effective change to
occur. The variables considered included effect of training on change initiatives and the
effect of the implementation of the change being managed by UNON. A ranking of these
factors was provided in table 4.45 followed by descriptive statistics of highest ranked
variable. A correlation, between the variables in order to explain the effect of some of the
variables in the overall management of resistance of change was also provided in this
section. The findings of the study are next.
74
Table 4.46: Effect of Providing Resources
Variables Percentage Ranking
Effect of training on change initiatives 50 1
The effect of the implementation of the change being managed by UNON 45 2
4.5.3.1 Effect of Training on Change Initiatives
The study sought to establish whether training on change was inadequate leaving
unanswered questions about the change. The results on figure 4.46 showed that the
respondents indicated that 26% of the respondents agreed, 24%were neutral, 24% showed
that the respondents indicated that they disagreed, 11% indicated they strongly disagreed,
11% of the respondents felt that they strongly agreed and 3% showed they preferred not to
say.
Figure 4.23: Effect of Training on Change Initiatives
4.5.3.2 Cross-Tabulation on Effect of Providing Resources
A cross tabulation of the two variables on providing resources was carried out. The results
on table 4.5.3.1 showed that the respondents indicated that majority, 31.1% of the
respondents agreed that UNON Nairobi offices were provided with the necessary resources
for effective change to occur, 27% indicated that they felt neutral, 18.9% showed that the
respondents indicated that they disagreed, 10.8% of the respondents felt that they strongly
agreed and 2.7% showed they preferred not to say.
75
Table 4.47: Cross-Tabulation on Effect of Proving Resources
Response Percentage
Strongly Disagree 9.5%
Disagree 18.9%
Neutral 27.0%
Agree 31.1%
Strongly Agree 10.8%
Prefer not Say 2.7%
Total 100
4.5.3.3 Correlations between the Variables of Effect of Providing Resources
A correlation between the variables was also carried out. Table 4.47 showed there was a
positive correlation between training being inadequate leaving unanswered questions
because the implementation of the change within staff’s roles was managed by the agency,
(35) = . 576 p=000.
Table 4.48: Correlations between the Variable of Effect of Providing Resources
Correlation
Test
Training is Inadequate Leaving Unanswered Questions vs. The
Implementation of the Change within your Role is Managed by Agency
Pearson
Correlation
Significance
(2-Tailed)
N
.576**
.000
37
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
4.5.4 Effect of Management Pursuing Comprehensive Change
The study sought to find out whether UNON Nairobi offices pursue comprehensive change.
The variables considered included: effect of delays change projects; effect of change
implementation flexible and reactive; effect of delays in change projects and effect of
management taking part in planning. A ranking of these factors was provided in table 4.48
followed by descriptive statistics of the first five highly ranked variables. A correlation,
between the variables in order to explain the effect of some of the variables in the overall
management of resistance of change was also provided in this section. The findings of the
study are next.
76
Table 4.49: Ranking of Variables of Effect of Management Pursuing Comprehensive
Change
Variables Percentage Ranking
Effect of delays change projects 57 3
Effect of change implementation flexible and reactive 62 1
Effect of delays in change projects 51 4
Effect of management taking part in planning 60 2
4.5.4.1 Effect of Delays Change Projects
The study sought to find out whether there were delays in the timescales that were set in
the change project. The results on table 4.49 showed that the respondents indicated that
44.4% of the respondents agreed that was the case. 33.3% showed that the respondents
indicated that they disagreed, 11.1% indicated that they felt neutral, 5.6% showed they
preferred not to say, 2.8% indicated they strongly disagreed and 2.8% of the respondents
felt that they strongly agreed.
Table 4.50: Effect of Delays Change Projects
Response Distribution
Frequency Percent
Strongly Disagree 1 2.8
Disagree 12 33.3
Neutral 4 11.1
Agree 16 44.4
Strongly Agree 1 2.8
Prefer not to Say 2 5.6
Total 38 100.0
4.5.4.2 Effect of Change Implementation Flexible and Reactive
The study sought to find out whether the process of implementation for the change was
flexible and reactive. The results on table 4.50 showed that the respondents indicated that
the respondents, 37.8% of the respondents felt that they strongly agreed, 24.3% indicated
that they agreed, 21.6% indicated that they felt neutral, 10.8% showed that the respondents
indicated that they disagreed, 2.8% indicated they strongly disagreed, and 2.7% showed
they preferred not to say.
77
Table 4.51: Effect of Change Implementation Flexible and Reactive
Response Distribution
Frequency Percent
Strongly Disagree 4 2.8
Disagree 8 10.8
Neutral 9 21.6
Agree 14 24.3
Strongly Agree 1 37.8
Prefer not to Say 1 2.7
Missing 1 2.7
Total 38 100.0
4.5.4.3 Effect of Delays in Change Projects
The study also sought to find out whether there were delays in the timescales that were set
in a change project. The results on table 4.51 showed that the respondents indicated that
48.6% indicated that they agreed, 25.7% showed that the respondents indicated that they
disagreed, 20% indicated that they felt neutral, 2.9% indicated they strongly disagreed,
2.9% of the respondents felt that they strongly agreed and 2.9% showed they preferred not
to say.
Table 4.52: Effect of Delays in Change Projects
Response Distribution
Frequency Percent
Strongly Disagree 1 2.9
Disagree 9 25.7
Neutral 7 20.0
Agree 17 48.6
Strongly Agree 1 2.9
Prefer not to Say 1 2.9
Missing 3 7.9
Total 38 100.0
4.5.4.4 Effect of Management taking Part in Planning
The study also sought to find out whether those concerned with the outcome of a change
project took part in planning. The results on table 4.52. showed that the respondents
indicated that 59.5% of the respondents agreed, 24.3% showed that the respondents
indicated that they disagreed, 10.8% showed that the respondents indicated that they felt
neutral and 5.4% showed they preferred not to say.
78
Table 4.53: Effect of Management taking Part in Planning
Response Distribution
Frequency Percent
Disagree 9 24.3
Neutral 4 10.8
Agree 22 59.5
Prefer not to Say 2 5.4
Missing 1 2.6
Total 38 100.0
4.5.4.5 Cross-Tabulation on Effect of Pursuing Comprehensive Change
A cross tabulation from the multiple variables on pursuing comprehensive change was
carried out. The results, on table 4.53 showed that the respondents indicated that 47.6% of
the respondents were in agreement that UNON Nairobi’s offices pursue comprehensive
change, 26.2% showed that the respondents indicated that they disagreed, 16.6% indicated
that they felt neutral, 4.1 strongly disagreed and 4.1% showed they preferred not to say.
Table 4.54: Cross-Tabulation on Effect of Pursuing Comprehensive Change
Response Percentage
Strongly Disagree 4.1
Disagree 26.2
Neutral 16.6
Agree 47.6
Strongly Agree 1.4
Prefer not Say 4.1
Total 100
4.5.4.6 Correlations between the Variables on Effect of Pursuing Comprehensive
Change
A correlation of the variables on pursuing comprehensive change was carried out. The
results on table 4.54 showed that the respondents indicated that there was a positive
correlation between the process of implementation for the change being flexible and
reactive due to delays in the timescales that are set in the change project, (32) = . 455 p=006.
79
Table 4.55: Correlations between the Variable on Effect of Pursuing Comprehensive
Change
Correlation
Test
The Process of Implementation for the Change is Flexible and Reactive vs
There are Delays in the Timescales that are set in the Change Project
Pearson
Correlation
Significance
(2-Tailed)
N
. .455**
. 006
34
*. Correlation is significant at the 0.05 level (2-tailed).
4.5.5 Effect of Effective Information Management
The study sought to establish the role of effective information management and its impact
on effect on UNON’s change management initiative on how it responds to clients. The
variables considered included: influence of making change process flexible and reactive;
influence of long periods of planning before change delivery; effect logical reasons for
change; effect of the implementation of the change being managed by agency and influence
of involvement in the change project before delivery takes place. A ranking of these factors
was provided in table 4.55 followed by descriptive statistics of the highest ranked variables.
A correlation, between the variables in order to explain the effect of some of the variables
in the overall management of resistance of change was also provided in this section. The
findings of the study are next.
Table 4.56: Ranking of Variables of Effect of Management Pursuing Comprehensive
Change
Variables Percentage Ranking
Influence of making change process flexible and reactive 28 5
Influence of long periods of planning before change delivery 54 2
Effect logical reasons for change 38 4
Effect of the implementation of the change being managed by
agency
84 1
Influence of involvement in the change project before delivery
takes place
45 3
4.5.5.1 Effect of the Implementation of the Change being Managed by Agency
The Study sought to find out whether the implementation of the change within a staff’s role
was managed solely by the agency due to effective information management. The results
80
on table 4.6 showed that the respondents indicated that 36.1% of the respondents were
neutral, 36.1% showed that the respondents indicated that they disagreed, 19.4% showed
they preferred not to say, 19.4% indicated they strongly disagreed, 5.6% indicated that they
agreed, and 2.8% of the respondents felt that they strongly agreed.
Table 4.57: Effect of the Implementation of the Change being Managed by Agency
Response Distribution
Frequency Percent
Strongly Disagree 7 19.4
Disagree 13 36.1
Neutral 13 36.1
Agree 2 5.6
Strongly Agree 1 2.8
Prefer not to Say 7 19.4
Missing 2 5.3
Total 38 100.0
4.5.5.2 Influence of Long Periods of Planning before Change Delivery
The study also sought to find out whether there were long periods of planning before the
change was delivered due to effectiveness of information management. The results on table
4.57 showed that the respondents indicated that 45.9% indicated that they agreed, 27%
indicated that they felt neutral, 10.8% showed that the respondents indicated that they
disagreed, 8.1% of the respondents felt that they strongly agreed, 5.4% indicated they
strongly disagreed, 2.7% showed they preferred not to say.
Table 4.58: Influence of long Periods of Planning before Change Delivery
Response Distribution
Frequency Percent
Strongly Disagree 2 5.4
Disagree 4 10.8
Neutral 10 27.0
Agree 17 45.9
Strongly Agree 3 8.1
Prefer not to Say 1 2.7
Missing 1 2.6
Total 38 100.0
81
4.5.5.3 Influence of Involvement in the Change Project before Delivery takes Place
The study also sought to find out whether involvement in the change project before delivery
takes place due to effective information management was taking place. The results on table
4.59 showed that the respondents indicated that the respondents, 41.7% indicated that they
agreed, 36.1% indicated that they felt neutral, 13.9% showed that the respondents indicated
that they disagreed, 2.8% indicated they strongly disagreed, 2.8% of the respondents felt
that they strongly agreed, 2.8% showed they preferred not to say.
Table 4.59: Influence of Involvement in the Change Project before it takes place
Response Distribution
Frequency Percent
Strongly Disagree 1 2.8
Disagree 5 13.9
Neutral 13 36.1
Agree 15 41.7
Strongly Agree 1 2.8
Prefer not to Say 1 2.8
Missing 2 5.3
Total 38 100.0
4.5.5.4 Cross-Tabulation on Effect of Effective Information Management
A cross tabulation on the various variables on effective information management was
carried out to establish a wholesome view of the respondents on effective information
management. The results on table 4.59 showed that the respondents indicated that 36.8%
indicated that they agreed, 32.4% indicated that they felt neutral, 18.7% showed that the
respondents indicated that they disagreed, 4.9% indicated they strongly disagreed, 4.4% of
the respondents felt that they strongly agreed and 2.7% showed they preferred not to say.
Table 4.60: Cross-Tabulation on Effect of Effective Information Management
Response Percentage
Strongly Disagree 4.9
Disagree 18.7
Neutral 32.4
Agree 36.8
Strongly Agree 4.4
Prefer not Say 2.7
Total 100
82
4.5.5.5 Correlations between the Variables of Effect of Effective Information
Management
A correlation between the variables was also carried out as shown on table 4.60. There was
a positive correlation between the process of implementation for the change being flexile
and reactive because management has to have logical reasons for change, (34) = .455
p=000. There was a positive correlation between the process of implementation for the
change being flexile and reactive because normally there are long periods of planning
before the change is delivered, (34) = .535 p=001. There was a positive correlation between
there being long periods of planning before the change is delivered because management
has to consider the logical reasons for change carefully. There was also a positive
correlation between the process of implementation for the Change being flexile and reactive
because staff’s involvement in the change project before delivery takes place must take
place, (33) = .514 p=002. Lastly, there was a positive correlation between involvement in
the change project before delivery takes place because the implementation of the change
within the staffs’ role is managed solely by the staff himself, (34) = . 040 p=037.
83
Table 4.61: Correlations between the Variables of Effect of Effective Information Management
Correlation
Test
The process of
Implementation
for the Change
is Flexible and
Reactive vs
There are
Logical
Reasons for
Change
The process of
Implementation for
the Change is
Flexile and
Reactive vs There
are Long Periods
of Planning before
the Change is
Delivered
There are
Long Periods
of Planning
before the
Change is
Delivered vs
There are
Logical
Reasons for
Change
The process of
Implementation
for the Change is
Flexile and
Reactive vs
Involvement in the
Change Project
before Delivery
takes Place
There are Logical
Reasons for
Change vs
Involvement in
the Change
Project before
Delivery takes
Place
Involvement in the
Change Project
before Delivery
takes Place vs The
Implementation of
the Change within
your Role is
Managed Solely
Pearson
Correlation
Significance
(2-Tailed)
N
. 455**
. 000
36
.535**
.001
36
.564**
.000
36
.514**
.002
35
.358**
.032
36
.040**
.037
36
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
84
In conclusion, this section sought to find out the effect of UNON’s change management
initiative on how it responds to clients. This was carried out by analyzing the main factors
including institutionalizing change, building external support, providing resources,
pursuing comprehensive change and effective information management. The results were
presented in tables and figures and cross-tabulation and bivariate correlations was also
provided. The next section provides a conclusion of this chapter.
4.6 Chapter Summary
In summary, the study’s sought to investigative how effective change management
initiatives had impacted the United Nations Offices in Nairobi, Kenya. This results dealt
with the report of the research findings based on the data collected from a total population
of 4 main departments at the UNON offices of Nairobi. The results showed data was
collected from 38 UNON Nairobi offices staff. The response rate of 38 respondents
resulted in a 76% response rate.
The study sought to find out the effect of change management in decision turnaround time.
The results showed that the respondents indicated that the respondents 32% showed that
they agreed that change management on decision turnaround time was in existence at
UNON Nairobi offices while 19 % of the respondents felt that they strongly agreed. The
study sought to find out whether sustaining performance in an environment of constant
change was a contributor on the effect of change management on decision turnaround time.
The results showed that the respondents indicated that 37% of the respondents agreed that
there was sustained performance in an environment of constant change, 25.5% of the
respondents felt that they strongly agreed.
The results from top management support and commitment for change to occur at UNON
Nairobi offices showed that the respondents indicated that the respondents 43.9% showed
that they agreed that top management support and commitment is provided, 21.9% showed
that the respondents indicated that they felt neutral.
Results on the objective of finding the effect of UNON’s change management initiative on
how it responds to clients as a service provider showed that the respondents indicated that
majority of the respondents 42.9% indicated that they agreed, 21.7% showed that the
85
respondents indicated that they disagreed, 17.4% showed that the respondents indicated
that they felt neutral 8.7% of the respondents felt that they strongly agreed that
institutionalization of change by management was done at UNON Nairobi offices.
The next chapter reviewed and discusses the results and findings of the study.
86
CHAPTER FIVE
5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This chapter reviews the results and findings of the study presented in the previous chapter.
The purpose of the study, the research objectives and the research method used have been
highlighted and explained. More exactly, the study population, the sample size, the data
gathering method and the research procedure have also been discussed. A summary of the
study has been presented with the three research objectives aiding as assurance through
which the inquiry investigated how effective change management initiatives had impacted
the United Nations Offices in Nairobi, Kenya. This was finally followed by discussions,
conclusions and recommendations for further development.
5.2 Summary
The purpose of the study was to identify factors were impeding change management
initiatives in UNON Nairobi main offices. The study was guided by the following research
objectives to assess the effect of change management on decision turnaround time in United
Nations office of Nairobi; to establish the effect of change management initiative on the
clarity of roles and responsibilities among staff in United Nations in Nairobi and to
determine the effect of UNON’s change management initiative on how United Nations
Nairobi office responds to clients as the service provider.
The methodology adopted during the study was in form of a descriptive design comprising
of qualitative and exploratory approaches whereby the respondents were asked their
opinions on different aspects regarding factors impeding change management initiatives. A
sampling frame of the 4 main departments of UNON Nairobi was used. The sampling
technique used was mainly through a stratification technique known as multi-stage to
ensure fair representation of the sample frame of 50 employees. Data was randomly
stratified from the sample of 50 respondents resulting in the collection of data from a total
of 38 respondents working in the 4 main UNON Nairobi offices, in Nairobi.
Data was collected using a structured questionnaire. Other methods of data collection
included interviews and observation. The research procedure involved pilot testing to avoid
inapplicable questions and ambiguity, followed by the administration of the questionnaire
instrument. The data was then analyzed using descriptive statistics and the variables
described using correlations and multiple analysis. Output of the data was presented in
87
tables and figures. The main data analysis tools used in this study was the Statistical
Package for Social Sciences (SPSS).
The findings indicated that change management on decision turnaround time was in
existence at UNON Nairobi offices followed by the existence of sustained performance in
an environment of constant change. The findings also indicated that personalizing the
benefits of change is an effect of change management on decision turnaround time. The
findings also indicated that UNON Nairobi offices use a lead/sponsor to communicate the
change process to establish the overall view from the respondents for the change process
to occur.
The findings established that there was top management support and commitment for
change to occur at UNON Nairobi offices. Followed by provision of a plan by UNON
Nairobi management for effective change management. The findings also showed that
there was top management support and commitment when change is being implemented.
The findings established that the effect of UNON’s change management initiative on how
it responds to clients as a service provider was evident. However the findings showed that
majority of the respondents were neutral on whether management gauges whether building
external support was important for effective change management to occur. The findings
also showed that UNON Nairobi offices were provided with the necessary resources for
effective change to occur.
88
5.3 Discussion
5.3.1 Effect of Change Management on Decision Turnaround Time
The study sought to assess the effect of change management on decision turnaround time
in the UNON office of Nairobi. The findings indicated that some of the respondents agreed
that change management on decision turnaround time was in existence at UNON Nairobi
offices. The findings established that 51% of the respondents indicated that was the case.
Lorenzo (2000) asserted that resistance to change introduces costs and delays into the
change process that are difficult to anticipate but must be taken into consideration. Some
of the broad areas assessed in the study included ways of managing natural resistance to
change, ways of sustaining performance in an environment of constant change, ways of
personalize the benefits of change, the role of the lead/sponsor and communicating the
change process to the people, supporting people through the difficult points of the change
journey and why focusing on new behaviors, not new attitudes is important.
The literature review, Lorenzo (2000); Karp, (2005); Sanwal (2008) and Arkowitz (2002),
assessed various factors affecting the change management on decision turnaround time due
to natural resistance to change. They included; people feeling that the sense of team is
being eroded by changes, there being no sense of urgency, people wanting things to stay as
they are, people not being aware of the external drivers for change, people feeling angry
about what is happening whenever change has to take place, change challenging the
traditional way things are, reasons for change not being obvious to people, people feeling
a loss of identity as a result of the impending changes, causing a deep-seated resentment,
people being generally afraid of what might happen, the feeling that the organization is
losing its sense of identity, people feeling bitter and hurt about what might happen , the
thought that the unity and feeling of being part of something will go, the change threatening
people because it is not clear what would happen, the view that imminent changes would
threaten people's security, people being in denial about the need for change, people lacking
any feeling that the future could be better as a result of the changes and, finally, daunting
on realizing how far the organization has to go to change.
The factor ranked as first was that on UNON Nairobi staff feeling that the imminent
changes were threatening their security. This is a form of natural resistance. Lorenzo
(2000) asserts that resistance to change introduces costs and delays into the change process
89
that are difficult to anticipate but must be taken into consideration. Resistance is a natural
part of the change process that should not be construed negatively. Also, Karp and Helgo
(2008) argued that without careful attention to the people or human dynamics, change
cannot be successful. The study established that staff at UNON Nairobi’s offices felt a loss
of identity as a result of the impending changes, majority of them wanted things to stay as
they were, r(36) = .473**. p=003. Also the feeling of loss of identity as a result of the
impending changes causes most of UNON Nairobi staff to feel angry about the happenings
in the change environment. The UNON Nairobi staff indicated that they were generally
afraid of what would happen arising from their lack of sense of urgency, r(37) = .512**.
p=00.
On whether sustaining performance in an environment of constant change was a contributor
on the effect of change management on decision turnaround time, the findings established
that there was a real concern that changes would cause large scale redundancies, according
to 79% of the respondents. This was followed by the fear of losing jobs. According to Beer
and Nohria (2000) companies that effectively combine hard and soft approaches to change
can reap the big payoffs in profitability and productivity by reducing the anxiety that grips
whole societies in the face of corporate restructuring. The UNON Nairobi staff concerns
arose from their argument that change causes large scale redundancies because there is a
huge distance to travel in the change journey r(36) = . 482. p=002 , mostly rendering them
jobless. That is why most of them resist change initiatives.
The other assessment was on whether management personalizes the benefits of change.
Majority of the respondents at the UNON Nairobi office agreed that management
personalizes the benefits of change. This was because management had strong vested
interest in maintaining the status quo as well as getting the groups to work together as a
team in change management initiatives. This was in sync with the argument that as business
needs are changing, business leaders ought to recognize the value of employees who are
not only highly skilled but, more importantly, can adapt to changes, learn quickly, commit
themselves to continuous professional and personal development and communicate
effectively (Rodriguez et al., 2002). Therefore, UNON Nairobi’s management recognizes
the value of employees able to adapt to changes and learn quickly by continuously
providing professional and personal development strategies as well as by communicating
effectively with the staff.
90
An assessment of the role of a lead person/sponsor and whether communication on change
process takes place throughout the whole process for effective change management for
decision turnaround time to occur showed that majority of the UNON Nairobi staff were in
agreement that this was the case. Zorn et al. (2000) pointed out that a lead person who is
commissioned by the sponsor leads in the communication process of the change strategy to
ensure its vision is attained and negative attitudes are eliminated. If an organization’s
management does not consider which communication behaviors it wishes to foster for its
success, the signals it sends to employees may be inconsistent or counterproductive. The
study found out that UNON Nairobi management identified and discussed actual crises by
continuously using every available vehicle to communicate, r(35) = .899. p=001 and by
having a leadership team role-model, who ensured that most staff have a shared vision and
strategy, r(36) = .726. p=000.
The study established that supporting people throughout the difficult points of the change
journey leads to effective change management at UNON Nairobi offices. This is in
agreement with Axley (2000), who asserts that comprehensive communication plans for
change serves as one of the most important tools enabling adaptiveness in people and
organizations. UNON Nairobi offices plans for visible short term improvements in
performance (quick “wins”) and by examining external trends issues and problems. This
argument is explained by the positive correlation between UNON Nairobi’s management
having had change plans for visible short-term improvements by putting together a group.
r(36) = . 413. p=010. During the group meetings actual change or potential crises were
identified and discussed, r(36) = .627. p=010 without urgency.
Lastly, an assessment on whether management change project focused on new behaviours
and not new attitudes for effective change management and on decision turnaround time in
the UNON office of Nairobi was carried out. It was proven that majority of the UNON
Nairobi staff were in agreement with this fact. Weber and Weber (2001) indicate that it is
managements mandate to examine the capabilities of managers, employees and work
environment. This is because it affects employee attitudes and behaviors due to transferring
a situation from the known to the unknown which can build uncertainty, strain and anxiety
among employees which may have serious negative impact on employee attitudes and
productivity. It was established that UNON Nairobi management articulates the connection
91
between new behaviours and organizational success by encouraging reasonable risk taking
and non-traditional ideas and actions, r(36) = . 719. p=000.
5.3.2 Effect of change Management Initiative on the Clarity of Roles and
Responsibilities among Staff
The study established that the effect of change management initiative on the clarity of roles
and responsibilities among staff in the UNON Nairobi offices was important for effective
change management. This was indicated by 55% of the respondents. This finding was in
conformance with Doyle (2002), who indicated that organizations are incorporate the
management of change into existing roles and responsibilities of managers and leaders from
any of the levels of the organization.
An assessment of the role of top management support and commitment and the role it has
on change management initiative on the clarity of roles and responsibilities was carried out,
the findings established that the highly ranked method used by UNON Nairobi’s
management was by aligning all policies, systems and structure and practices. Through the
bivariate correlation, it was established that UNON Nairobi management ordinarily creates
a project before hiring people to implement changes. The hired person(s) aligns all policies,
systems, structures and practices, r(34) = .818. p=000. It is the change manager role that
creates processes that ensure key change leadership roles are put in place in each
department, forming a team. The team is able to monitor and adjust strategies hence
reinvigorating the change process through new projects. This findings is in tandem with
Kavanagh and Ashkanasy (2006) study that asserts that, change leaders suffice from all
levels, these leaders carefully select the method or approach for managing change, and a
new culture, they establish effective channels of communication at all levels of the
organization, to incorporate stakeholders, and lead the change process in a positive manner.
The findings also established that providing a plan was important in finding the effect of
change management initiative on the clarity of roles and responsibilities. The findings
proved by 65% of the respondents showed that having a plan for a change project was
important. Tyrol (2007) recommended that, for an organization to implement change
management there has to be definition and implementation procedures, technologies to deal
with changes in the business environment and profit because of changing opportunities.
The findings indicated that the highly ranked method of providing a plan by UNON
92
Nairobi’s management was by focusing on results rather than activities, r(38) = .550.
p=000, by taking long periods of researching and planning on a change initiative. UNON
Nairobi management eliminates obstacles to the planned change by constantly monitoring
and adjusting the change strategy. This is in agreement with Kotter (1995) study that the
basic elements of the vision should be organized into a strategy for achieving that vision so
that the transformation does not disintegrate into a set of unrelated and confusing directives
and activities.
The findings further established that ensuring the need for organizational change was
important in finding the effect of change management initiative on the clarity of roles and
responsibilities. The findings proved by majority of the respondents showed that having a
plan for a change project was important. Smith (2003) mentioned that to manage radical
change effectively, some of the things one needs to consider are, communication to show
support of change process and effective leadership to coordinate deployment of resources
in order to achieve performance breakthroughs required to accomplish the strategic
objectives which are the possible outcomes of application of innovative ways of doing
business. Factors discussed in ensuring the need for organizational change included:
whether UNON Nairobi had the leadership team role-model the behaviour expected of
employees, whether it was hard to get people to see that change was needed, whether it
was not easy to convince people of the need for change and whether there was established
increased sense of urgency around needed change.
The factor that ranked first was on whether UNON Nairobi management ensured
establishment of increased sense of urgency around needed change. This finding was in
agreement with that of Kemp, Funk and Eadie (1993) and Bingham and Wise (1996) who
stated that successful implementation of new programs depend on top management’s ability
to disseminate information about the change and convince employees of the urgency of
change. The findings of the study showed a positive correlation between UNON Nairobi
having a leadership team role model and performing the duty of establishing an increased
sense of urgency, r(36) = .470. p=003. However, it was hard to get people to see that
change was needed hence not easy to convince people of the need for change, r(36) = . 673.
p=000.
93
5.3.3 Effect of UNON’s Change Management Initiative & Response to Clients as
the Service Provider
The findings on the objective of finding the effect of UNON’s change management
initiative on how it responds to clients as a service provider was also discussed. The study
found out that the main factors contributing to the determination of the effect of UNON
Nairobi’s change management initiative on how offices respond to clients as service
providers included: institutionalizing change, building external support, providing
resources and pursuing comprehensive change.
An assessment of the factor on institutionalizing change as a change management initiative
and whether it had an effect on how UNON Nairobi offices respond to clients as the service
provider, majority agreed. This was in tandem with Gieves (2000), finding that the right
way of managing people for adapting to and adopting change is achievable by changing
their cultural norms and eventually make the change successful in the long-run. Several
variables contributed to this finding. Those discussed in the study included:
communicating about the change being limited to only those directly concerned with the
project, there being logical reasons for change which are visible and the goals are
transparent, finding conflicts within the change process and trying to solve them,
communicating about the change in a timely and relevant manner.
The highly ranked reason established from the study was that on knowing the change
project lead and the project champions aiding in the planning and implementation of the
change project (mean = 3.53). This finding was in tandem with Thompson and Strickland
(1999) who emphasized the need for management to communicate the case for
organizational change so clearly and persuasively through a project lead and, that there was
determined commitment throughout the ranks to carry out the strategy and meet
performance targets in order to achieve a successful implementation of strategy. The study
established that UNON Nairobi management had logical reasons for change which were
visible because, change strategic goals were transparent. Management often looked at
conflicts within the change process and tried to solve them, r(35) = .788. p=000. The study
also established that it was hard to get UNON Nairobi’s staff to see conflicts within the
change process because conflicts within the change process were looked for before they are
solved, r(35) = .788. p=000.
94
The research findings on building external support indicated that majority of the
respondents were in were in agreement that building external support was important. This
finding was in agreement with Golembiewski (1985) study, who indicated that attaining
support from governmental authorities and political actors involves serious challenges,
given the constraints imposed by the political context in which public organizations
operate, it is therefore important for managers implementing change to display skill in
obtaining support from powerful external actors. Variables discussed in this section
included: project teams sometimes having a lack of consequences and consistency in
regards to the change, involvement of external support in the change project before delivery
takes place and expecting change without being linked to incentives.
The variable ranked as first in building external support was on involvement of external
support in a change project before delivery, followed by project teams sometimes having a
lack of consequences and consistency in regards to the change. The findings were in
converse with Conversely, Weissert and Goggin (2002) findings that that proceeding to
implementation without garnering the support of interest groups can speed up the
implementation process, albeit at the cost of dissatisfaction and criticism. This could
explain why most change projects at UNON Nairobi offices take long to implement. The
study also found out that there was a positive correlation between project teams being
skeptical in being involved in change projects because, there is no consequence due to
managements’ expectation of change to occur without linking it to incentives.
The other factor discussed in this study was on effect of providing resources on how UNON
Nairobi offices respond to clients as a service provider. It was found out that majority, 56%
of the respondents were in agreement that this was important. Burke 2002; Mink et al.
(1993); Nadler and Nadler (1998) indicated that successful change usually requires
sufficient resources to support the process. Factors contributing to the effectiveness of this
finding included training being inadequate leaving unanswered questions about the change
and the implementation of the change within one’s role being managed solely by the
agency. Both reasons were significant contributors to the effectiveness of how UNON
Nairobi offices respond to clients as service providers. The findings showed a positive
correlation between training being inadequate leaving unanswered questions because the
implementation of the change within staff’s roles was managed by the agency, (35) = .576
p=000.
95
The study further pursued a discussion on whether pursuing comprehensive change was
affecting how UNON Nairobi offices respond to clients as service providers. Majority of
the respondents were in agreement that this was the case at UNON Nairobi Offices.
Managerial leaders must develop an integrative, comprehensive approach to change that
achieves subsystem congruence as indicated by Veldsman (2008) who regards
organizational change as the transformation from the current state of the organization to the
desired state. Factors which were discussed as contributors to pursuing comprehensive
change included: there being delays in the timescales that are set in the change project, the
process of implementation for the change being flexible and reactive and, lastly, those
concerned with the outcome of the change project taking part in planning.
The factor ranked as highest by majority of the respondents was that of those concerned
with the outcome of the change project taking part in planning. This finding is important
and is in support of Beer and Nohria(2000) and Burnes, (2009) who showed that even when
appropriate change interventions are introduced, the absence of asystematic and integrated
process for deploying changes can prevent organizations from achieving the desired
benefits. There is increasing evidence, for example, that 70 percent of all change efforts
fail, some fail due to incorrect and incomplete diagnoses of the internal and external
environment. The study found out a positive correlation between process of
implementation for the change flexibility and reactivity and the delays in the timescales
that are set in the change project, thus the more flexible and reactive management becomes
in the change process the more time the project takes to be implemented to completion.
5.4 Conclusions
5.4.1 Effect of Change Management on Decision Turnaround Time
UNON Nairobi offices are faced by natural resistance to change affecting decision
turnaround time. This fact is compounded by UNON Nairobi staff feeling that the
imminent changes threaten their security. Resistance is a natural part of the change process
that should not be construed negatively. Also there is real concern that changes would
cause large scale redundancies leading to lose of jobs. However, management personalizes
the benefits of change at UNON Nairobi offices by having strong vested interest in
maintaining the status quo as well as getting the groups to work together as a team in change
management initiatives. Management also provides a lead person/sponsor his role is to
ensure there is continuous communication between the change process stakeholders. Any
96
crises arising in the change process is identified and discussed without delays. UNON
Nairobi management also provides support to all staff throughout the difficult points of the
change journey leading to effective change management at UNON Nairobi offices
5.4.2 Effect of change Management Initiative on the Clarity of Roles and
Responsibilities among Staff
Staff in the UNON Nairobi offices have clear roles and responsibilities when it comes to
effecting a change management initiative. Top management plays a great role in the change
process by providing support and commitment and providing clarity of roles and
responsibilities. The method mostly used by UNON Nairobi’s management was by
aligning all policies, systems and structure and practices in order to achieve the needed
change. UNON Nairobi’s management also provides a plan of action for effective role
playing and change initiatives. All these actions are backed up by the management
identifying the need for organizational change through increasing a sense of urgency
around needed change
5.4.3 Effect of UNON’s Change Management Initiative & Response to Clients by
the Service Provider
Institutionalizing change as a change management has effect on how UNON Nairobi
offices respond to clients as the service provider. The initiative used in the UNON Nairobi
offices is that of knowing the change project lead and the project champions aiding in the
planning and implementation of the change project. The other important factor was on
building external support by involving external support in a change project before delivery.
The other initiative used is by providing resources necessary for change to occur. Pursuing
comprehensive change affects UNON’s change management initiative and how it responds
to clients as service providers by ensuring that those concerned with the outcome of the
change project take part in planning before implementing.
5.5 Recommendations
5.5.1 Recommendation for Improvement
5.5.1.1 Effect of Change Management on Decision Turnaround Time
UNON Nairobi management should provide strategies of ensuring staff’s security
whenever there are imminent changes. This will increase the change adoption rate. Also
the management should provide strategies that safe-guard loss of identity of a staff member
97
because this can affect negatively an individual’s self-motivation and self-esteem, leading
to loss of creativity. The management should also ensure that the person whom is tasked
to manage the change process is able to manage staffs’ anger so that the change arising
from staffs’ fear. The lack of urgency by staff is also negative implication in change
process that management need to look at.
5.5.1.2 Effect of change Management Initiative on the Clarity of Roles and
Responsibilities among Staff
UNON Nairobi top management should ensure that the person mandated to carry out
change management has the competency to be able to align policies, systems and
structure and practices, hire the correct persons to occupy necessary positions in the
change management department, has the ability to monitor and adjust strategies, has the
ability to communicate well, ability to change the organizational culture and be able to
lead the change process in a positive manner.
5.5.1.3 Effect of Change Management Initiative on how and Response to Clients by
the Service Provider
Organizations aiming to reap maximum benefits from a change project should allow staff
to see conflicts within the change process and provide their problems to management
instead for solving rather than management looking for all problems( assumed and not
assumed) before or in the process of project implementation for solving. UNON Nairobi
management should therefore use both their current methods and while allowing staff to
present their problems for solving.
UNON Nairobi offices should also consider implementing change projects without
involving external stakeholders until after implementation has been completed.
Providing an incentive whenever a change project has occurred is crucial in motivating the
project teams. This will ensure the success of a change project. Therefore UNON Nairobi
management should consider providing incentives linking expectations of change to results
for accountability.
Lastly, without providing proper training, change process stakeholders are left with
unanswered questions. UNON Nairobi management should consider providing adequate
training to staff before implementing a change project.
98
5.5.2 Recommendations for Further Studies
The study also recommends that further studies be carried out to establish whether
incentives play a major role for successful change project implementation. The study also
suggests that further studies be carried out to find out the role of training in achieving
project goals, in Kenya, to ascertain its validity and importance in such an environment.
99
REFERENCES
Ackerman L.S (1986). Development, Transition or Transformation: the Question of
Change in Organizations. OD Practitioner, pp.1-8.
Arkowitz, H., (2002). Toward an Integrative Perspective on Resistance to Change. Journal
of Clinical Psychology, Vol. 58 Issue 2, pp. 219-227.
Armenakis, A., & Harris, S. (2009). Reflections: Our Journey in Organizational Change
Research and Practice. Journal of Change Management, Vol.9, No. 2, pp. 127-142.
Axley, S. R. (2000). Communicating Change: Questions to Consider. Industrial
Management, Vol. 42, No. 4, Jul/Aug.
Beer, M. & Nohria, N. (2000). Cracking the Code of Change. Harvard Business Review,
Vol. 78, No.3, pp. 133-41.
Bernerth, J. (2004). Expanding our Understanding of the Change Message. Human
Resource Development Review, Vol. 3 No. 1, pp. 36-52.
Black R. J (2003). Organisational Culture: Creating the Influence needed for Strategic
Success. London: Pitman
Bohlander G.W., Snell S.A (2010). Principles of Human Resource Management. United
States: South-Western, Cengage Learning.
Buchanan D.A (1997). The Limitations and Opportunities of Business Process Re-
engineering in a Politicized Organizational Climate. Hum. Relation Vol. 50 No.1,
pp. 51-73.
Burnes, B. (2000). Managing Change: A Strategic Approach to Organisational Dynamics.
London: Prentice Hall.
Todnem, R. (2005). Organizational Change Management: A Critical Review. Journal of
Change Management, Vol 5, No. 4, pp. 369-380.
100
Chonko, L.B. (2004). Organizational Readiness for Change, Individual Fear of Change,
and Sales Managers’ Performance: an Empirical Investigation. Journal of Personal
Selling and Sales Management, Vol. 24 No. 1, pp. 7-17.
Cooper, D.R & Schindler, P.S. (2001). Business Research Methods. New York: McGraw-
Hill International.
Donaldson, L. (2001).The Contingency Theory of Organizations. London: Sage.
Draheim, D. (2010). Business Process Technology – A unified View on Business
Processes, Workflows and Enterprise Applications. Springer, Austria.
Drennan D (1990). Transforming Company Culture: Getting your Company from where
you are now to where you want to be. London: McGraw-Hill.
Drucker P.F (2003). Managing in the Next Society. London: St. Martin's Griffin.
Eby, L.T., Adams, D.M., Russell, J.E.A. & Gaby, S.H. (2000).Perceptions of
Organizational Readiness for Change: Factors Related to Employees’ Reactions to
the Implementation of Team-based Selling. Human Relations, Vol. 53 No. 3, pp.
419-42.
Grant, D. et al., (2005). Guest Editorial: Discourse and Organizational Change. Journal of
Organizational Change Management. Vol. 18 No. 1, pp. 6-15.
Hacker, M.E. & Washington, M (2004). How do we Measure the Implementation of Large-
scale Change? Measuring Business Excellence, Vol. 8 No. 3, pp. 52-9.
Hackett, G. (2006). Proceeding from Performance Measurement and Management: Public
and Private. London.
101
Anpachern, C., Morgan, G.A. & Griego, O.V. (1998). An extension of the Theory of
Margina Framework for Assessing Readiness for Change. Human Resource
Development Quarterly, Vol. 9 No. 4, pp. 339-50.
Haines, S. (2000). The Systems Thinking Approach to Strategic Planning and Management:
London: St. Lucie Press.
Hellriegel, D., Slocum, J. W. & Woodman, R. W. (2001). Organizational Behavior. New
York: South-Western College Publishing.
Heracleous, L. & Langham, B. (1996). Strategic Change and Organizational Culture at Hay
Management Consultants. Long Range Planning, Vol. 29, No. 4.
Holt, D.T., Armenakis, A.A., Feild, H.S. & Harris, S.G. (2007). Readiness for
organizational Change: the Systematic Development of a Scale. Journal of Applied
Behavioural Science, Vol. 43 No. 2, pp. 232-55.
Pfeffer, J. & Sutton R. (2000). The Knowing-Doing Gap. Boston: Harvard Business School
Press.
Jones, G.R., & George, J.M (2003). Contemporary Management. New York: McGraw-
Hill.
Karp, T., & Helgo, T. (2008). From Change Management to Change Leadership:
Embracing Chaotic Change in Public Service Organizations. Journal of
Organizational Change Management, Vol. 8, No.1, pp. 82-96.
Kee, J.E. & Newcomer, K.E. (2008). Why do Change Efforts Fail? What can Leaders do
about it? The Public Manager, Vol. 37, No. 3, pp. 5-12.
Kezar, A. & Eckel, P. (2002). Examining the Institutional Transformation Process: the
Importance of Sense making, Interrelated Strategies, and Balance. Research in
Higher Education, Vol. 43 No. 3, pp.295-328.
102
Kim, J.Q. & Mueller, C.W. (1978). Factor Analysis: Statistical Methods and Practical
Issues. London: Sage Publications.
Kirkpatrick, I. & Ackroyd, S. (2000). Transforming the Archetype? The new
Managerialism in Social Services. Public Management Review, Vol. 5 No. 4, pp.
511-31.
Kirkpatrick, I., Ackroyd, S. & Walker, R. (2005). New Managerialism and Public Service
Professions. New York, NY: Palgrave Macmillan.
Lewis, L. K. (2000). Communicating Change: Four Cases of Quality Programs. The
Journal of Business Communication, Vol. 37, No. 2.
Lewis, L. K. (2000). Blindsided by That One and I Saw That One Coming: The Relative
Anticipation and Occurrence of Communication Problems and Other Problems in
Implementers’ Hindsight. Journal of Applied Communication Research, Vol. 28,
No. 1.
McAuley, J., Duberly, J. & Cohen, L. (2000). The Meaning Professionals give to
Management and Strategy. Human Relations, Vol. 53 No. 1, pp. 87-116.
McDonald, J. M. (2000). Managing Rapid Change: From Theory to Practice. Southern
Business Review, Spring Issue.
Miles, M., Huberman, M. (1994). Qualitative data Analysis. London: Thousand Oaks, CA:
Sage.
Miller, D., Madsen, S.R. & John, C.R. (2006). Readiness for Change: Implications on
Employees’ Relationship with Management, Job Knowledge and Skills, and Job
Demands. Journal of Applied Management and Entrepreneurship, Vol. 11 No. 1,
pp. 3-16.
Moohead G, Griffin RW (2001). Organizational Behavior: Managing People and
Organizations. New Delhi: Virenda Kumar Arya: AITBS Publishers.
103
Mugenda, O. M. – Mugenda, A.G. (2003). Research Methods: Quantitative and
Qualitative Approaches, Nairobi: African Centre Technology Studies press
(ACTS).
Nunally, J.C. (1978). Psychometric Methods. New York, NY: McGraw Hill Publishers.
Nah, F., Lau, J., and Kuang, J. (2001). Critical Factors for Successful Implementation of
Enterprise Systems. Business Process Management Journal, No. 7, pp. 285-295.
Oliver, N. (1990). Rewards, Investments, Alternatives and Organizational Commitment:
Empirical Evidence and Theoretical Development. Journal of Occupational
Psychology, Vol. 63 No. 1, pp.19-31.
Peroune, D.L. (2007). Tacit Knowledge in the Workplace: the Facilitating Role of Peer
Relationships. Journal of European Industrial Training, Vol. 31 No. 4, pp. 244-58.
Piderit, S. K. (2000). Rethinking Resistance and Recognizing Ambivalence: A
Multidimensional View of Attitudes toward an Organizational Change. Academy of
Management Review, Vol. 25, No. 4.
Quattrone, P., & Hopper T. (2001). What does Organizational Change Mean? Speculations
on a Taken for Granted Category, in Management Accounting Research. No. 12.
Riggio R.E (2003). Introduction to Industrial / Organizational Psychology. NJ: Prentice-
Hall.
Shen J.C, Chen Z.L & Lin H.M (2010). A Study on the Influence of Tourist Hotels’
Organizational Culture on Organizational Performance: Taking the Example of
Taiwan’s Kaohsiung Region. J. Chinese. Manage. Rev., 13, No.
Spencer-Matthews, S. (2001). Enforced Cultural Change in Academe. A practical Case
Study: Implementing Quality Management Systems in Higher Education.
Assessment &Evaluation in Higher Education, Vol. 26 No. 1, pp. 51-9.
104
Staw, B.M. & Epstein, L.D. (2000). What Bandwagons Bring: Effects of Popular
Management Techniques on Corporate Performance, Reputation, and CEO pay.
Administrative Science Quarterly, Vol. 45 No. 3, pp. 523-56.
Taylor, S (2011). Contemporary Issues in Human Resource Management. London:
Chartered Institute of Personnel and Development.
Unzicker, D., Clow, K. E. & Babakus, E. (2000). The Role of Organizational
Communications on Employee Perceptions of a Firm. Journal of Professional
Services Marketing, Vol. 21, No. 2.
Van den Berg P.T, Wilderom, C.P.M (2004). Defining, Measuring, and Comparing
Organisational Cultures. Applied Psychology: Int. Rev., 53, No. 4, pp. 570- 582.
Warfield, J.W. (1974). Developing Interconnected Matrices in Structural Modeling. IEEE
Transcript on Systems, Men and Cybernetics.
Weiss, J. W. (2001). Organizational Behavior and Change: Managing Diversity, Cross-
Cultural Dynamics, and Ethics. London: South-Western Thomson Learning.
Wilbur, R. A. (1999). Making Changes the Right Way. Workforce, March Edition.
Willmott, H.C. (1997). Rethinking Management and Managerial Work: Capitalism,
Control and Subjectivity. Human Relations, Vol. 50 No. 11, pp. 1329-59.
Ylijoki, O.H. (2003). Entangled in Academic Capitalism? A Case-study on Changing Ideals
and Practices of University Research. Higher Education, Vol. 45, pp. 307-35.
Zou, Yi & Lee, Sang-Hoon (2008). The Impacts of Change Management Practices on
Project Change Cost Performance. Construction Management and Economics, Vol.
26, No.4, pp.387-393.
105
APPENDICES Evelyn Etyang-Obanda
P. O. Box 6502-00200
Nairobi
Dear Respondent,
APPENDIX I: COVER LETTER
REQUEST FOR YOUR PARTICIPATION IN MY RESEARCH PROPOSAL
I, the above named student is undertaking a course towards conferment of Executive Master
of Science in Organization Development (EMOD) from the United States International
University.
In partial fulfilment of the award of the degree, I am conducting research proposal to
determine effects of change on organization management: Case of United Nations Office
of Nairobi (UNON). You have been randomly selected to participate in this study.
Participation is voluntary, kindly spare a few minutes of your time to tick in the check area
of the questionnaire to enable me complete the study. Kindly note the information you
provide will be treated as confidential, and will only be used for the purpose of this research.
The findings of the study will inform United Nations Office of Nairobi management to
facilitate on decision making towards the implementation of change process that will bring
about new organizational structures and improved turnaround time for effective and
efficient resource utilization.
The final report will be shared with all agencies of the United Nations, with preference to
the actual participants.
Your participation in this study is most highly appreciated.
Yours sincerely,
Evelyn Etyang-Obanda
106
APPENDIX II: QUESTIONNAIRE
SECTION I: GENERAL INFORMATION
1. How long have you worked for the Organization? (in years)
a) Less than a year □
b) 1-2 years □
c) 3-5 years □
d) 6-10 years □
e) Above 10 years □
2. What is your capacity and level of management in the organization?
a) Non-executive □
b) Executive □
3. Which department/Unit do you work under?
SECTION II: HISTORY OF THE ORGANIZATION
1) Ownership of the Organization? Local □ International □
2) Is the organization a UN agency? Yes □ No □
SECTION III: EFFECT OF CHANGE MANAGEMENT ON DECISION TURNAROUND TIME
The following section indicates the effect of change management on decision turnaround time. Please
select how applicable each of these statements are in describing the management of change affecting
your job role. Please respond by indicating the extent to which you agree or disagree with the issue
highlighted. (1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree, 5 = Strongly Agree, 6 = Prefer
not to say)
a) Manage Resistance to Change 1 2 3 4 5 6
People feel that the sense of team is being eroded by the changes
There is no sense of urgency about the need for change
People want things to stay as they are
People are not aware of the external drivers for change
People feel angry about what is happening
Change challenges the traditional way things are
The reasons for change are not obvious to people
People feel a loss of identity as a result of the impending changes
What is happening is causing a deep-seated resentment
People are genuinely afraid of what might happen
There is a feeling that the organization is losing its sense of identity
People feel bitter and hurt about what might be happening
The unity and feeling of being part of something is going
Change threatens people because it is not clear what will happen
The imminent changes are threatening people’s security
People are in denial about the need for change
People lack any feeling that the future could be better as a result of the
changes
It is daunting for people to realize how far the organization has to go to
change
b) Sustain Performance in an Environment of Constant Change 1 2 3 4 5 6
Change projects create resistance which has to be broken
People think that there is a huge distance to travel in the change journey
People are frightened for their jobs
There is real concern that the changes will cause large scale redundancies
107
c) Personalize the Benefits of Change 1 2 3 4 5 6
Creates a vision and strategy to help guide the change effort
Good ideas for change are hidden and used for personal agendas
Visibly recognizes and rewards people who make the wins possible
Gets the group to work together effectively as a team
There is strong vested interest in maintaining the status quo
d) Lead, Sponsor and Communicate throughout the Change
Process
1 2 3 4 5 6
Identifies and discusses actual or potential crises or major
opportunities
Has the leadership team role-model the behavior expected of employees
Continuously uses every available vehicle to communicate the new vision
and strategy
Ensures that it is a shared vision and strategy
e) Supporting People Through the Difficult Points of the Change
Journey
1 2 3 4 5 6
Plans for visible short-term improvements in performance (quick “wins”)
Puts together a group with enough power to lead the change
Identifies and discusses actual or potential crises or major opportunities
Examines external trends, issues and problems confronting it
f) Focus on New Behaviors Not New Attitudes 1 2 3 4 5 6
Articulates the connection between new behaviors and organizational
success
Encourages reasonable risk-taking and non-traditional ideas and actions
SECTION IV: EFFECT OF CHANGE MANAGEMENT INITIATIVE ON THE CLARITY OF
ROLES AND RESPONSIBILITIES AMONG UNON STAFF
The following section indicates the effect of change management on decision turnaround time. Please
select how applicable each of these statements are in describing the management of change affecting
your job role. Please respond by indicating the extent to which you agree or disagree with the issue
highlighted. (1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree, 5 = Strongly Agree, 6 = Prefer
not to say)
a) Ensure Top-Management Support and Commitment 1 2 3 4 5 6
Hires, promotes and develops people who can implement the change
vision
Aligns all policies, systems, structures and practices to fit each other and
the change vision
Reinvigorates the change process through new projects, themes and
change agents
Creates processes to ensure leadership development and succession
Monitors and adjusts strategies in response to problems in the change
process
b) Provide a Plan 1 2 3 4 5 6
108
Focuses on results rather than activities
Modifies systems or structures that undermine the change vision
Eliminates obstacles to the planned change
There are long periods of planning before the change is delivered
c) Ensure the Need for Change Initiatives 1 2 3 4 5 6
has the leadership team role-model the behavior expected of employees
It’s hard to get people to see that change is needed
It is not easy to convince people of the need for change
Establishes an increased sense of urgency around needed change
SECTION V: EFFECT OF UNON’S CHANGE MANAGEMENT INITIATIVE ON HOW IT
RESPONDS TO CLIENTS AS SERVICE PROVIDER
The following section indicates the effect of UNON’s change management initiative on how it responds
to clients as service provider. Please select how applicable each of these statements are in describing the
management of change affecting your job role. Please respond by indicating the extent to which you
agree or disagree with the issue highlighted. (1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree,
5 = Strongly Agree, 6 = Prefer not to say)
a) Institutionalize Change 1 2 3 4 5 6
Communication about the change is limited to only those directly
concerned with the project
There are logical reasons for change which are visible and the goals are
transparent
Conflicts within the change are looked for and try to be solved
Communications about the change are timely and relevant
The project lead for the change is known and project champions aid the
planning and implementation
b) Build External Support 1 2 3 4 5 6
Project teams have sometimes a lack of consequence and consistency in
regards to the change
Involvement in the change project before delivery takes place
Change is expected without being linked to incentives
c) Provide Resources 1 2 3 4 5 6
Training is inadequate leaving unanswered questions about the change
The implementation of the change within your role is managed solely by
agency
d) Pursue Comprehensive Change 1 2 3 4 5 6
There are delays in the timescales that are set in the change project
The process of implementation for the change is flexible and reactive
There are delays in the timescales that are set in the change project
Those concerned with the outcome of the change project take part in
planning
e) Effective Information Management 1 2 3 4 5 6
109
The process of implementation for the change is flexible and reactive
There are long periods of planning before the change is delivered
There are logical reasons for change which are visible and the goals are
transparent
The implementation of the change within your role is managed solely by
agency
Involvement in the change project before delivery takes place