Term Project Kpa Change Management 030710.Doc

Topics: Management, Change management, Project management Pages: 12 (2105 words) Published: February 4, 2011


Organisational Profile and History of the Kenya Ports Authority3

Weaknesses and Threats5

External Factors (Threats)5

Internal Factors (Weaknesses)6

Forces of Change6

The Change Management Approach7

STOP Methodology8

Summary of the Corporate Key Issues8

Source (Issues)8

Target (Intended Position after Change)9

Obstacles (Perceived Barriers)10

Plans (How to Move From Source to Target)12

Solidifying the Change Process14

Financial Implication14

Critical Success Factors14

Change Process Evaluation15

Monitoring and Evaluation15

Future Challenges15


Change Management is defined as a planned, managed, systematic process to change the culture, systems, & behavior of an organization. It seeks to improve the organization’s effectiveness in solving its problems & achieving its objectives. Change Management is about facilitating changeability, rather than change.

This paper focuses on the Change Management process at the Kenya Ports Authority (KPA) in light of the foregoing definition.

Organisational Profile and History of the Kenya Ports Authority

Kenya Ports Authority was created by an Act of Parliament (Cap 391) in 1978 after the collapse of the then East African Community. On 20th January 1986 the Government of Kenya merged the organization with the defunct Kenya Cargo Handling Services Limited to form the present Kenya Ports Authority.

KPA manages and operates the Port of Mombasa. It provides stevedoring, shore-handling and general warehousing services to customers in the hinterland that including those in the expansive East and Central Africa and the Great Lakes Regions. The operations of the Authority are spread to the Inland Container depots located in Nairobi and Kisumu. These “Dry Ports” act as extensions of the Port of Mombasa, with the specific function of bringing the services closer to the customers.

With the merger in 1986 the Authority had a labour-force of 11,200 employees. Over the years through natural attrition, the numbers have declined to the current levels of 5,200. The Vision of Kenya Ports Authority is to “To be rated amongst the top 20 Ports in the World by the year 2010 in terms of Reputation and Performance.”

The Mission Statement is “To facilitate sea-borne trade in the most efficient manner by progressively benchmarking against international standards.” The primary objectives are:
• To continuously improve Managerial, Operational and Financial performance of the Authority. • To restore, maintain and sustain port facilities and infrastructure to meet the demands of the customer. • To promote the port of Mombasa as a primary gateway to the East African hinterland. • To maintain a clean safe working and rewarding environment. • Develop a long-term strategic master plan for the port consistent with the Republic of Kenya development vision.

Weaknesses and Threats

In Kenya, quasi-government bodies or parastatals face various managerial challenges as a result of political interference. KPA had been affected by similar challenges as a result of the link to the Government of Kenya (GoK). The factors listed below were identified as some of the threats and weaknesses affecting KPA.

External Factors (Threats)

❖ The increased competition from other Ports e.g. Dar-es-salaam, Durban, etc.

❖ The changing technology and the role of IT in the evolving business processes

❖ The need to satisfy changing Customer requirements

❖ The need to improve and enhance ineffective communication

❖ The need to reduce costs and meet the Government’s requirement on profitability

❖ The need to reduce cross functional deficiencies

❖ The need to address negative cultural behavior

❖ The need to change Employee expectations

Internal Factors (Weaknesses)...
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