THE ROLE OF LEADERSHIP IN STRATEGIC CHANGE IMPLEMENTATION IN TELKOM KENYA AND UCHUMI SUPERMARKET
Introduction.
1.0 Background.
This chapter forms the basis of this study and it looks at the background of the study from a global, regional and local point of view. The study also highlights the statement of the problem, research objectives and questions, significant of the problem, scope of the study, limitations and assumptions of the study and the definition of terms that will be constantly in use in the study.
1.1. concepts: strategies, change management.
Chew, Cheng and Lazarevic (2006) in their study on manager’s role in implementing organizational change in an organization Europe found that managers and most employees agreed that in an organization, there is always room for improvement but what matters is the support from the management towards the same. The researchers measured improvement through how employees were motivated. They noted that the core element in changing an organization is the working environment. According to the respondents, it was common understanding that a pleasant workplace would keep employees happy. High-spirited employees would be able to establish and maintain harmonious working relationship with workmates and contribute to keeping high morale. The researchers concluded that managers should always maintain a pleasant workplace for employees to keep them motivated because a stressful environment would result to negative input form the employees, in other words, without support from the managers, employees would be de-motivated. The implied that realizing the value of effective employees’ cooperation and collaboration and motivation in the work place is very important.
The researchers further found that communication was vital in implementing strategic change. The interviews they conducted, they found that effective communication played a significant role in ensuring a restaurant’s successful operations. They observed that this in turn impacted on employees’ productivity. Further, Communication was important amongst managers to employees, and also in employee to employee relationships. Most of the interviewed employees concurred that listening skills, as part of effective communication, is one of the key competencies that a manager ought to possess at all times. Before, during and after the implementation of change, managers should listen to employees’ opinions and understand their perspective and feelings on the imposed changes. This would further help managers to introduce future organizational change. This was supported by Levasseur (2001) who argue that managers should have the initiative to interact with employees and keep them informed about any organizational change. By maintaining communication and listening to employees, managers can understand their unfulfilled needs and resistance to change.
In a study on strategic change leadership in Ericksson, a mobile phone service provider in Australia (Graetz, 2000) in a cross-case analysis revealed that the role that change leadership plays in promoting and sustaining the change agenda is very important. The role of the management was identified as that of establishing a direction which other employees could follow. This was supported by (Jackson, 1997) who argue that the need for strong, personal leadership from the top that provides a clear overarching vision and focus is critical especially when an organization seeks to discard their traditional, hierarchical organizational structures in favour of leaner, flatter boundary less forms comprising smaller, autonomous and networking units. Ericsson was found to vouch for personal involment of the managing director in communication the vision, mission and objectives of the of the organization.
In a study on leading strategic change in the provision of legal services to the Eastern Cape Provincial government in South Africa (Beningfield, 2006) observed that an effective leader is the one who is able to face challenges that arise from changes in an organization. This type of leaders lead in the realization that their people are the real treasures of the organization and that they should be strategic in nurturing a sense of trust as a partaker in the transformation process. The respondents observed that the managers’ response to problem solving was key to how changes were implemented in the government. A common expectation was that the management should be play a change agent role.
Abunya, Amin, Molyneux, Akwale,Marsh and Gilson (2010) in their study on importance of strategic management in the implementation of private medicine retailer programs in three districts in Kenya through 24 focus group discussions with clients and managers of the programmes observed that the Kisii program was successful because there was good relationships between the district health managers and the resource teams, supported by a memorandum of understanding which enabled successful implementation.It had flexible budgetary and decision making processes which were responsive to local contexts, and took account of local socio-economic activities.
The researchers observed that in contrast, the Kwale programme, which had implementation challenges, was characterized by a complex funding process, with lengthy timelines, that was tied to the government financial management system which constrained implementation Although there was a flexible funding system in Bungoma, a perceived lack of transparency in fund management, inadequate management of inter-organisational relationships, and inability to adapt and respond to changing circumstances led to implementation difficulties. The researchers concluded that for effective scaling up of the programmes, the provision of technical support and adequate resources were vital, but not sufficient on their own. An active strategy to manage relationships between implementing actors through effective communication mechanisms was essential.
Orange is the only integrated telecommunications solutions provider operating in Kenya (Telkom Kenya, 2011). It was established as a telecommunications operator under the Companies Act in 1999. They offer mobile telephony services under the GSM and CDMA platforms, fixed line telephone services and internet services. Orange also owns shares in the TEAMS and EASSy cables, in addition to running the National Optic Fibre Backbone Initiative (NOFBI) and its own terrestrial fibre optic network- supporting its data carrier-to-carrier business. They currently cover the entire country on both the voice and data channels, with comprehensive plans in place to meet the Universal Service Provision’s requirements set out by the industry regulator in Kenya, the Communications Commission of Kenya (CCK). Orange is part of the Lower Indian Ocean Network (LION) cable - an under-sea fibre optic cable connecting Kenya to Madagascar and the rest of the world - that is set to go live in the first half of 2012. Telkom Kenya Observe that founded on friendliness, straightforwardness, honesty, refreshment and dynamism.
The researcher observes that with the partnership between Kenya’s and France Telcom Group, which saw the launch of the Orange brand in Kenya in 2008, the new corporate identity was inspired by new investments and a fresh new approach to doing business. However, it is noted that there is limited data on the changes and the impact they have created and the management’s role in the same. That is why this study is being conducted.
1.2 Statement of the Problem
Against a backdrop of increasing globalization, deregulation, the rapid pace of technological innovation, a growing knowledge workforce, and shifting social and demographic trends, few would dispute that the primary task of management today is the leadership of organizational change (Jackson, 1997). Today’s organizations engaging in businesses have to contend with the dynamics of a changing competitive environment. However the modern trend has shifted from external environmental analysis only to more sophisticated internal organizational analysis.
Chew, Cheng and Lazarevic (2006) they noted that the core element in changing an organization is the working environment. They observed that it was common understanding that a pleasant workplace would keep employees happy. High-spirited employees would be able to establish and maintain harmonious working relationship with workmates and contribute to keeping high morale. The researchers concluded that managers should always maintain a pleasant workplace for employees to keep them motivated because a stressful environment would result to negative input form the employees, in other words, without support from the managers, employees would be de-motivated. The implied that realizing the value of effective employees’ cooperation and collaboration and motivation in the work place is very important. They also emphasized the effect of good communication. Elsewhere, (Beningfield, 2006) observed that an effective leader is the one who is able to face challenges that arise from changes in an organization. This type of leaders lead in the realization that their people are the real treasures of the organization and that they should be strategic in nurturing a sense of trust as a partaker in the transformation process and Abunya et al (2006) argued that good relationship between managers and implementers of programs was key while noting that complex funding systems, lengthy timelines, and lack of transparency from the management’s side brought challenges on implementation of programs meant to bring change.
As noted earlier, Uchumi supermarket and Telkom Kenya are tow organizations that form a basis for this study to look into the role of leadership in strategic change implementation. Uchumi has successfully management to make a turn about after being closed for a while and the Telkom Kenya has in the past attempted to implement changes through partnerships in order to provide better services to the company. The researcher therefore seeks to find out whether establishment by the management of the direction a company should take, the support form the management, communication and the ability to solve problems can actually enhance successful strategic change implementation.
1.3 General Objectives
The general objective of the study is to investigate the role of leadership in strategic change implementation in Telkom Kenya and Uchumi supermarket in Kenya.
1.4 research Objectives
The study will be based on the following specific objectivhttp://www.esprimgs.biz http://www.academiaincubator.com http://www.superbenefits.biz http://www.easyacademia.com
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