A Case Study Of The Factors Influencing Organizational Change Management

Non-governmental Organizations (NGOs) are confronted with the need to implement change in order to improve performance and efficiency. Review of literature revealed that many organizations operating within the development sector, are experiencing and managing change either planned or emergent. Yet, NGOs continue to have problems effectively managing organizational change. Therefore, understanding what makes change management a successful process is crucial. Secondary research suggests that for a change process to be effective, it requires a vision, objectives, change framework, commitment of employees, change readiness, consistent communication, involvement, strong leadership and understanding the change context. This Dissertation sought to establish factors affecting change management using a single case study of an NGO. The study adopted a qualitative approach and interviewed seven individuals drawn using purposive sampling method. Data was collected using a piloted semi-structured interview guide. To ensure a diverse range of views and perceptions, interviewees from different levels in the organization were interviewed. The study observed that both internal and external aspects influenced how Organization X managed the change process. The study identified that Organization X to some extent utilized a few aspects that aligned to Kotter's 8 steps and this concurs with research studies that suggest that change frameworks when contextualized, may be useful and applicable among NGOs. The study recommends the development of a comprehensive change management plan that focuses on both the technical and people aspects, undertaking analysis before and during the change, building change management capacity, adoption of a learning perspective and development of a measurement strategy.