This was the presentation that I used during my defense for my thesis on Effect of change management on organizational performance of media companies in Kenya.

1. Effect of Change Management on Organizational
Performance of Media
Companies in Kenya
By:
Fredrick Kirui Kurgat
Strathmore Business School
MBA/79955/14

2. Problem Statement
• Change management as a strategy to improve organizational performance
• Media industry in Kenya had a growth of 17.1% in 2017/2018
• The Sector has witnessed different forms of change management in the last
10 years:
• Change in Organizational structure
• Adoption of new technologies
• Change in leadership / management
• Change in organizational culture
• Vast research done on Change management strategies, Effect of change on
organizational culture, Change management on employee motivation
• No research done yet to investigate the effect of change management on the
organizational performance of media companies in Kenya.

3. Research Objectives
• Broad Objective:
• The main purpose of this study was to investigate the effects of change management on the organizational
performance of media companies in Kenya.
• Specific Objectives:
• To establish the extent to which organizational structure changes affect the performance of media companies in
Nairobi, Kenya
• To determine the extent to which technological changes affect the performance of media companies in Nairobi,
Kenya;
• To determine how organizational leadership changes, affect the performance of media companies in Nairobi,
Kenya;
• To assess how the organizational culture changes, affect the performance of media companies in Nairobi, Kenya

4. Significance of the Study
Scholars - Improving existing
Literature on Change
Management
Media Companies – As a
reference guide when
undertaking change
management
Policy Makers - can use this
research study to educate
media companies on
overcoming growth challenges
Researchers - Can form the
foundation for further research

5. Literature Review
Theoretical
Foundations of
Change Management
• Individual Perspective School
• Group Dynamic School
• The Open System School
Change management
models
• Kurt Lewin
• McKinsey 7S model
• Kotter’s 8 Step Model
Measures
Organizational
Performance
• Profitability
• Product differentiation
• Cost leadership
• Market share

6. Conceptual Framework
Organizational Structure
• Clear roles
• Flexibility of the structure
• Hierarchy of authority is clear
Technological Changes
• Responsive IT system
• Employee training
• Reduction of workload
Organizational Leadership
• Motivates employees
• Creativity and innovation
• Ethical work practices
Organizational Performance
•Differentiation of products
•Cost leadership
•Focus on product or service
•Profitability
•Market share
Organizational culture
•Diversity of employees
•Organizational learning
•Customer focused activities exploitation activities
Independent Variables
Dependent Variable

7. Research Methodology
• Quantitative Research in nature. Primary Data
• Sampling frame was the employees who work for the top 5 media companies in Kenya
(NMG, SG, RMS, MMNL & RAG
• Pilot test – 10 questionnaires issued to randomly selected employees from Standard
Group Limited, to test the validity of the questionnaire
• Simple Random sampling method – unbiased & minimizes on research costs
• Data collection was via questionnaires (with a Likert scale) sent via email & Face to face
Interviews – Senior managers/Directors
• Research design – descriptive
• Population – Employees from 5 media companies in Kenya
• Sample size – 100 Employees (20 employees per media company).
• Response rate – 61 questionnaires out of 80 (76.3%). Adequate.

9. Data Analysis
• Questionnaires first serialized for completeness
• Responses then coded
• Data then input into SPSS (Version 21)
• Normality test carried out to determine normal distribution.
• Methods of data analysis used:
• Regression Analysis : Mean, Standard Deviation,
Regression equation & Anova : Analysis of Variance
• Presentation of findings was done using graphs & tables

10. Findings: Business Demographics
• 53% of media companies with over 1,000 employees
• 47% of media companies with less than 1,000 employees
• 86% of media companies are privately owned
• 7% of media companies owned by the Government of Kenya
• 47% of respondents – middle level managers
• 25% of respondents – Senior level managers
• 55% had a masters degree – mostly a key requirement for
middle & senior managers
• 43% had an undergraduate degree – considered as one of the
key basic requirements

11. Organizationstructure
Statement Mean Std. Deviation
The organization hierarchy of organization is clear 4.08 1.159
The employees work according to existing standardized roles 3.87 1.087
There exist clear roles for each employee in the organization 3.82 1.232
There exists good supervisory relationship 3.51 1.178
There exists little uncertainty on the roles of each employee whenever an unplanned event occurs 3.39 1.320
The organization structure facilitates faster decision making 3.23 1.160
The organization structure is flexible 3.16 1.254
Overall mean 3.58
Inferences:
• Majority of the responds agreed that indeed the organization structure is clear
• Employees work according to existing standardized roles
• There exists clear roles for each employee in the organization
• High SD in terms of uncertainty of roles – Responds differed significantly in their opinions

12. Technological Change
Inferences:
• Majority of the respondents agreed that to some extent, organization builds continuously on its IT system in response to the
market demands
• Respondents agreed that to a moderate extent, introduction of new technology is aimed at reducing the workload of employees
and that introduction of new technology in the organization is gradual
• High SD in introduction of new technology aimed at reducing employee work load show that respondents differed significantly in
their opinions
Statement
Mean Std. Deviation
The organization builds continuously on its IT system in response to the market demands 3.64 1.065
The introduction of new technology is aimed at reducing the workload of employees
3.43 1.217
The introduction of new technology in the organization is gradual 3.38 1.171
The organization has a combined data processing and communication system that enables it to react fast
to changes in the operating environment 3.36 1.081
Employees are prepared well before introduction of a particular system
3.23 1.270
Overall mean 3.41

13. Organizational leadership
Inferences:
• Majority of the respondents agreed that the organization leadership is competent in their respective fields
• Respondents agreed that to a moderate extent that the organization leadership promotes creativity and innovation
• Low SD in organization leadership upholds ethical work practices show that respondents differed minimally in their opinions
Statement Mean Std. Deviation
The leadership is competent in their respective fields 3.67 1.121
The organization leadership is tasked to implement the employee motivation process 3.64 1.198
The organization leadership endeavors to promote creativity and innovation 3.57 1.040
The organization leadership upholds ethical work practices 3.51 .994
The organization leadership rewards ethical conduct by employees 3.44 1.041
The leadership continuously stimulates subordinates to challenge the value system 3.36 1.141
Overall mean 3.53

14. Organization Culture
Inferences:
•Majority of the respondents agreed that the organization background is diverse
•Respondents agreed that to a moderate extent that the organization has established strong values that guide employee performance,
as well as the core values guiding the organizations are well defined.
•There was a minimal variance in respondents’ opinions on the comments as evidenced by the standard deviations which are greater
than one.
Statement
Mean Std. Deviation
The background of the organization is diverse 4.28 .799
The organization has established strong values that guide employee performance 3.93 1.078
The core values guiding the organization are specified 3.90 1.028
Team orientation towards achievement of firm goals is encouraged 3.82 .904
The organization activities are customer focused 3.74 1.153
Organization's learning process is encouraged 3.67 .995
Overall mean 3.89

15. Organization Performance
Inferences:
• Majority of the respondents agreed that the organization has been able to increase its products range
• Respondents agreed that to a moderate extent that the quality products have improved in comparison with the other periods, as
well as increased product range as a result of change management process
• There was a minimal variance (SD of less than 1) in respondents’ opinions on the reduction of organization cost of service delivery as
a result of change process
• On Profitability : performance in majority of the media houses has been achieved to a moderate extent.
Statement Mean Std. Deviation
The organization has been able to increase its products range 3.89 1.142
The organization quality products have improved in comparison with the other periods 3.87 1.008
The firm product range has increased in the last five years as a result of change management process initiated 3.67 1.076
The level of satisfaction has improved 3.46 1.191
The media house revenues have been increasing in the last five years 3.43 1.384
The organization cost of service delivery has reduced as a result of change process 3.41 .973
The media house market share has improved due to change management process initiated 3.36 1.212
The media house has been able to access low cost labor through automation in comparison to the traditional service
mode
3.28 1.035
The media house profitability level has improved as a result of changes initiated 3.28 1.113
Overall mean 3.52

16. Regression Analysis – Model Summary
• Linear regression analysis to test the relationship between independent variable (change management practices) and
dependent variable (Organizational performance of media companies.
• Coefficient of determination (R2 ) used to gauge the fitness of the model.
• The adjusted R2 (multiple coefficient of determination), is the proportion of the variance in the dependent variable that is
predictable from the independent variable(s).
• From the model R2 (.263) which implies that 26.3% of performance of media companies can be attributed to the success of its
change management practises
Model R R2 Adjusted R2 Std. Error of the Estimate
.513a .263 .210 .960
a. Predictors: (Constant), organizational structure, technological changes, organization leadership, organization culture.
b. Dependent variable: Organization Performance

17. ANOVA – Model Summary
• Shows that the combined effect of change management dimensions was statistically significant in explaining changes
in the level of performance among the media Companies.
• Significance level of 0.002 which imply that the data is ultimate for drawing conclusion based on the parameter of
the population as the significance value (p-value) is less than 5%, an indication that the model was statistically
significant.
Model Sum of Squares df Mean Square F statitistic Significance
Regression 18.418 4 4.605 4.993 .002a
Residual 51.647 56 .922
Total 70.066 60
a. Predictors: (Constant), organizational structure, technological changes, organization leadership, organization culture
b. Dependent Variable: Organization performance

18. Coefficients of Correlation – Model Summary
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
(Constant) 1.617 .482 3.351 .001
Organization structure .069 .161 .066 .426 .002
Technological changes .332 .192 .366 1.731 .089
Organization leadership .154 .224 .173 .687 .002
Organization culture -.045 .214 -.046 -.210 .004
a. Dependent Variable: organization performance
The Overall equation model for Independent & dependent variable:
Implications:
• When organizational structure, technological changes, organization leadership, organization culture are zero,
performance of media houses would stand at 1.617
• A unit increase in organizational structure would lead to an increase in performance value by .069
• From the regression coefficient table, it can be deduced that apart from the technological changes, all the other three
predictor variables were significant at 5% level of significance. This implies that the variables have an effect on firm
performance. A possible area for further research to ascertain the impact of technological changes on Organizational
performance as it had a higher level of significance above 5% threshold for this study.

19. Research Findings
• The study found that all the four variables: organization Structure,
technological changes, organization leadership and organizational
culture, have a significant impact on the performance of media
companies in Kenya.
• Organization culture was found to have the least impact compared to
the other variables
• Organization performance – Improvement in Profitability and market
share as a result of changes initiated by the organizations
• Automation/Adoption of technology has resulted in access of low
labor costs

20. Study Limitations
• Research was only limited to the top 5 big
Media companies in Kenya. It excluded
relatively smaller media companies that
have been in existence in the last 3 years in
Kenya.

21. Recommendations for further research
• Further research on other aspects of change management that may affect performance
• Further research to be done on the influence of change management practices by focusing on other
sectors of the economy.
• Further research to be conducted to establish causes of technological changes that affects performance
• Further research to analyze organization culture and other technological changes strategies put in place in
the companies
• Further research to establish whether individual constructs of change management has an impact on
organization performance.
• Same research but on relatively smaller media companies in Kenya (with less than 500 employees)

22. The End
Questions?