An Analysis of Change Management Tools by Small and Medium Sized-Enterprises in Nairobi County

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dc.contributor.author Mwangi, Mercy Wanjiru
dc.date.accessioned 2019-01-18T08:32:12Z
dc.date.available 2019-01-18T08:32:12Z
dc.date.issued 2018
dc.identifier.uri http://erepo.usiu.ac.ke/11732/4183
dc.description A Research Project Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Masters in Business Administration (MBA) en_US
dc.description.abstract The purpose of this study was to provide an analysis of change management tools by SMEs in Nairobi County. The study was guided by the following research questions: What change management tools are being used by SME’s? How the change management tools affect organizational strategy? And how the change management tools affect growth? A descriptive research design was employed. The population, the sample frame, the sample size and the sampling technique that was used was drawn from licensed SMEs in Nairobi. The sample size was a total of 399 SME’s. Data was collected using a structured questionnaire and analyzed using descriptive and inferential statistics. Data analysis was performed through use of Statistical Package for Social Sciences (SPSS) as well as Microsoft Excel spreadsheet; presented through tables and figures. Descriptive analysis involved measures of central tendency which included means, standard deviation, percentages and frequency. Inferential statistics involved the Pearson’s correlation and regression analysis which were used to draw inferences. For ease of understanding, tables and figures were used to present data. The study findings on change management tools used by SMEs revealed that SMEs utilized change management tools. It showed that change leaders were open to feedback. Business owners encouraged learning from mistakes, while the SMEs successfully overcame internal resistance to change. Respondents showed disagreement on the effectiveness of their existing change management plan. The study findings on how change management tools affect organizational strategy revealed that the major aim of SME growth strategy was to increase revenue. The SMEs largely had existing strategic plans. SMEs strategy formulation was mostly entrusted to top management. The study revealed that the major cause of change in SMEs was by exit of the owner manager which represented 48%. It was also discovered that organizational strategy had significant influence on organizational achievement. The study showed a significant relationship between change management tools and organizational growth. A major cause for variations in growth in the SMEs resulted from change management tools. The study revealed that 76% of the variations in growth among the SMEs resulted from change management. The study concluded that strategy formulation and implementation is of essence and should continually be performed so as to enable a company to adapt to changes caused by the turbulent environment. Change in ownership of SMEs has significant strategic implication on continuity of the business. Unclear plans and unclear assignment of responsibilities affected implementation of strategic management practices. An organizational strategy is unable to attain its full potential unless it is effectively integrated within the budgets, information systems and reward systems. It is important to motivate managers and workers alike to pursue the change strategies, as adoption of change management increases organizational productivity. The study confirmed that managerial behavior and skills are the root to every firm. It shows need to build skills in perspective with new structures and strategies. There is a significant relationship between change management tools and their effect on growth as change management allows mitigation of risks. Based on the findings, the study recommends that SMEs mitigate the challenges of implementing strategic management practices among SMEs. SMEs in Nairobi need to always integrate market growth in their budgeting process. It is recommendable for SME administration to ensure that resources are allocated according to what is in the budget. Achievements need to be periodically measured against strategic plan goals. SMEs in Nairobi need to match their strengths to the opportunities that they have identified. The progresses of the strategic plans have to then be checked actively through fixed milestones and targets. Senior executives need to “own” the strategy and avoid assumptions regarding lower-level management perceptions of the strategy and its implementation. SMEs need to allocate sufficient resources to budgeted items; establish strategy-supportive policies, create information, communication, and operating systems that enable the managers and members to carry out their strategic roles effectively. The study recommends the importance to motivate managers and members in ways that encourage them to pursue these same strategies. en_US
dc.language.iso en en_US
dc.publisher United States International University - Africa en_US
dc.subject Change Management en_US
dc.subject Small and Medium Sized-Enterprises en_US
dc.subject Nairobi County en_US
dc.subject Analysis en_US
dc.title An Analysis of Change Management Tools by Small and Medium Sized-Enterprises in Nairobi County en_US
dc.type Thesis en_US

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