Managing Strategic Change of an Organization's Performance: A Case Study of Nzoia Sugar Company, Kenya

Abstract

The Kenyan sugar sector is characterized by a series of decline and collapse of state funded milling companies despite massive funding by Government of Kenya. This study sought to establish major causes of Nzoia Sugar Company milling cane below daily target of 7000 tonnes, how strategies are formulated, implemented, controlled, and causes of resistance to change. The study employed census approach with target population of 44 staff members due to convenience and sensitivity of the information in the sugar industry. The research design was descriptive. The data for the study was both primary and secondary. Structured and unstructured questionnaires were the main tools for collecting primary data. Data was analyzed using multiple correlation analysis and descriptive statistics. Data was presented through graphs, pie-charts, frequency tables and figures. The findings showed that most of the workers who resisted change were subordinates comprising 67.7% while managers who resisted comprised 6.5%. The correlation significance was 0.05. There was positive correlation between improvement in performance and implementation of the strategies of +0.363. There was a negative correlation between resistance to change and involvement in resistance to change of -0.33. The study recommends involvement of all stakeholders in strategy formulation implementation and control.