Classification: Public

CHAPTER 1
INTRODUCTION
Nowadays, there are rapid changes in organization which increased the markets and
opportunities in terms of gaining the growth and revenues. The concept of organizational change
more regards to the organizational wide range that would include change in term of mission
,restructuring operations, mergers collaboration and others .There are research saying
organizational change means organizational transformation.

The management system used by companies determines their responsiveness to environmental

changes, as it outlines the way a management perceives environmental challenges, diagnoses
their impact on the company and decides on course of action. The business environment is
volatile where stability and predictability has been replaced by rapid change and creativity
especially in this age of Web 2.0 technologies (Facebook, twitter). This phenomena has been as a
result of many factors, namely; technology advancement, competition and unpredictable
international markets being the main reasons. It is therefore crucial for today’s managers to
develop a systematic approach for dealing with managing strategic change.

Rapid environmental changes are causing fundamental transformations that are having a
dramatic impact on organization and presenting new opportunities and threats for leadership. The
need to manage change rather than merely reacting to it is crucial. Most organizations are
responding to these changes by re-structuring and re-engineering business processes. All these
strategies involve change and therefore, have to be managed in order for them to be effective,
(McCarthy, 2015). The change process is the means to transform an organization, a way to
realize the new vision for an organization. It involves going via several stages and executing
different tasks, including performing an organizational audit, planning, formulating the change
strategy, communicating, persuading others and consolidating the change. It takes
transformational leadership, at the individual, group and organizational level, to accomplish all
these activities (Christensen, 2016).

These factors are explained and summarized below (Paul Cole, 2019);

Changes in Executive Management

 Classification: Public

Changes in the composition of the board of directors or exit of chief executive officers influence
changes in strategy. The incoming members of the management team may seek to review the
existing strategies with the view of injecting new ideas to take the business to the next level.

Transformations in Organizational Structure

Structural transformations, such as mergers acquisitions and expansion to international markets,

necessitate strategic realignment. Such transformations alter the management, capital, ownership
and market structures of your organization, making changes in strategic management inevitable.
Your company must adjust existing strategies and develop new ones to reconcile and realign the
missions and objectives of the organization.

Competition from Other Businesses

Rising competition in target markets triggers urgent reviews of strategies in efforts to enhance
competitive advantage. Businesses employ strategic tools such as a SWOT analysis to examine
strengths, weaknesses, opportunities and threats and change the existing strategies. For example,
challenges such as product imitations by competitors pose threats to your competitive advantage.
Changing strategies will enable you to change course by addressing the inherent weaknesses and
threats.

Social and Cultural Factors

The social and cultural profiles of the target markets may prompt changes in strategic
management. You want to make sure that the strategic orientation of your business is realigned
to account for demographic and cultural sensitivities, especially when entering new markets or
designing new products for specific market segments.

Laws and Regulations

Changes in laws, such as tax, environment and healthcare laws, influence changes in strategic
management. You must adjust the existing strategies of your business to incorporate the
requirements of the new laws. For example, a law requiring you to reduce your carbon footprint
may necessitate the review of your production or supply chain management strategies in order to
comply with the new requirements.

2
 Classification: Public

Technological Forces in Strategic Management

Your company may change strategies due to the availability or lack thereof of adequate
technological capabilities. The acquisition of capital resources, such as automated equipment and
advanced machinery, may prompt your organization to increase production volumes and adjust
the supply chain functions. Information technology trends also influence changes in strategic
management. For example, the growing influence of e-commerce may prompt your business to
abandon brick-and-mortar distribution strategies and embrace online distribution strategies.

Background of the study

Botswana Power Corporation (BPC) is a parastatal entity established in 1970 by an act of

parliament. Its mandate is undertaking commercial activities in the energy provision sphere, BPC
is responsible for the production, dispatch and delivery of electricity in Botswana. BPC is
accountable to its parent ministry being the Ministry of Minerals, Energy and Water Resources
(MMWER), with the executive head of BPC being accountable to the permanent secretary of the
MMWER.As a result BPC is subject to guidelines defining issued by the government.

In most recent times, Botswana parastatals have become notorious for incurring significant
losses annually. The most prominent reasons for these losses are high overheads,
maladministration, under -capitalization and lack of proper corporate meaningful contribution to
Botswana’s economy while at the same time draining the annual financial budget.

What type of organizational change a company requires or is going through varies, depending on
the person’s point of view. A manager in technology may see it in terms of systems, tools,
software and hardware. The CEO will invariably perceive change in terms of structure and
strategy, an operations manager will mainly see it in terms of processes, etc. In most of cases, the
change is so complex and intricate that nobody can really define it fully from a specific
standpoint. Below are some of the common types of organizational change (Georges, 2016).

Mission and Strategy: A company’s aims and goals and how it plans to accomplish them. Hardly
any change in an organization is not related to its mission and strategy. Mission and strategy
affect every part of a business, therefore any change in this area has a company-wide impact.
Policies and Legal Agreements: Changing these may be highly unpopular with customers and the
 Classification: Public

workforce. Any type of change in this area, even a minor one, may have a significant impact on a
company.

Organizational Structure: The hierarchy within an organization, which defines each job and
department, their function and where they report to. When two commercial enterprises merge, or
one takes over another, there are major structural changes. Sometimes the change may be minor,
such as when a new team is established.

Processes: A collection of linked tasks which find their end in the delivery of a product or
service to a consumer. Processes and tasks are commonly altered during organizational change.
In some organizations, changing or upgrading processes is ongoing or done on a regular basis.

Personnel: Including hiring, firing, training, roles, responsibilities, and other changes related to
the workforce.

Culture: Refers to the pervasive beliefs, values and attitudes that characterize a firm and guide its
practices. Any change in these areas can have a profound impact on every aspect of the
organization, including innovation, compliance, and productivity.

Products: Changes to products, and everything related to encouraging consumers to buy them
marketing and sales are an essential focus for most organizations.

Knowledge: Supports every product, process, initiative, project and program. Change here refers
to the knowledge assets of the company. Knowledge asset are the information or skills within an
organization that make it more competitive or valuable.

Technology: today, virtually every commercial enterprise is some kind of Tech Company.
Sometimes a company makes changes to its technology infrastructure, automations, systems,
hardware, software,

When there is organizational change ,employees experiencing the organizational change at

personal level they will have feelings of threaten and fearful leading to poor performance and
poor service delivery, this is due the employee starts to have low confidence as they feel that
they are having a lack of organizational commitment to the vision of the company. Supporting
other researchers when organizational change takes place employees moral lowers and their
levels of productivity lowers because they concentrate more on the restructuring other than their

4
 Classification: Public

daily duties therefore affecting their performance at work. Employees will be more motivated
and they are willing to give their best contribution when they feel that the workplace have high
degree of challenge and have the sense of belonging.

Change management is inevitable in today’s business market and companies must prepare for
such changes in order to meet today’s market needs. Technological advances is making it
difficult for businesses to stay the same as competition will seize the opportunity hence affecting
business performance. Employees play a pivotal role in the change management processes and it
is very important to give them the recognition and respect they deserve. Ignoring employees may
lead to a failed change management process as they can resist the change and may perform
poorly leading to bad performance. BPC is already struggling and it is noticeable that something
must be done but it must be done right so that the change process succeeds.

The two sources of pressure in favour of change as explained earlier are external and internal
factors. In terms of external factors, organizations are trying hard to stabilize inflows and
outflows. For example, an organization may use just in time for the management of material
resources and trying to obtain quality products in order to secure orders. On the other hand,
however, the extent to which the organization is able to control the environment is greatly
reduced, environmental changes must be compensated with organizational changes if the
organization is to remain effective (Nicolae Balcescu, 2019)

Problem statement

The survival and success of the BPC is crucial and integral to the economic development of
Botswana, being the sole energy provider in the country this means government entities,
businesses and households are primarily dependent on BPC for power supply. Change within the
organization affects business performance therefore impedes economic growth, efficiency and
compromises the quality of service provided to its customers. The purpose of these study is to
understand, identify and examine the relationship between organizational change and business
performance. The organizational change will have an impact on business performance.

Change may decrease employee productivity and morale meaning it brings a negative impact
towards employee performance and hence business performance as a whole. Customer service is
 Classification: Public

very significant at BPC therefore employees have to address and face customers daily, if
employees’ performance decreases it affects the company’s reputation and productivity.

Besides, uncertainty and fear would cause the employees reluctant to change as cited in (Dulger,
2016). Employees are concerned their employment and benefits after the change. They are afraid
of whether the organizational change would bring a good or bad impact towards their
employment and benefits. Thus, the employees may not have the motivation to work hard for the
organization therefore affecting their performance.

When an organization is poorly aligned to its environment, change is expected. The process of
change is difficult and challenging hence a positive attitude and willingness is required to
precipitate change. Encouraging broad based participation from the stakeholders and promoting
development of skills and competencies is the best strategy to encourage change management
(Wood, 2015). Therefore, it is important to recognize the need for change as well as implement
change strategies effectively in a proactive response to internal and external environment. In the
work of the restructuring process that took place at BPC because of the past poor performance, it
prompted the study regarding factors that necessitate change management at Botswana Power
Corporation

Main research question

What are the factors that influence change at BPC?

Sub research questions

Does change management improve performance?

What are the key challenges towards achieving organisation goals in change management
process?

Which change management models do leaders use to effect decision-making in organisations?

How change affect employees and their performance?

Research Objectives

To identify the factors that led to management decision to embark on change management
6
 Classification: Public

Evaluate factors influencing change management at Botswana Power Corporation

To investigate the impact of change on the overall performance
To examine the effect of change on employees
The examine change management models that BPC management used to effect decision making.
Significance of the study
With increased integration of many economies which makes the flow of information very
crucial, organisations find themselves under pressure to continually improve. This study will be
important to the following stakeholders;

This research will be important to managers as they will be aware of the factors that should
influence change and effective change management. Managers will understand their workforce
better and form better strategies of applying change. In understanding the workforce better,
managers will be able to plan and execute the change process effectively. It is very important to
understand that effective change cannot happen with unhappy employees as they will resist the
change. Employees do not only resist the change but make the managers’ tasks difficult to fulfill
if they start off in the wrong footing. Working with employees is therefore pivotal to ensure that
the main goal which is customer satisfaction in the mist of change is not deviated from.
Unsatisfied customers are bad for business as they may seek alternative ways to get power for
example form solar panels and hence low profits or losses for the already struggling BPC.

Employees will be in a better position to understand the reasons that led to change in the
organization and its benefits that will position the organization in a competitive environment.
This will also contribute to improved attitude. When employees understand the need for change
and its benefits, they will be more hands on and help with the change process which may lead to
good results. Understanding of change lowers employees stress and discomfort and hence do not
compromise on their performance. Employees will also be in a better position to prepare for the
planned change. It is therefore imperative to engage and communicate more with employees
during the change management process (Dawn Marie Turner, 2016).

Having seen many poorly implemented organizational changes employees think, change
management is just another way for management to push unwanted change through the
 Classification: Public

organization. However, when skilled change leaders facilitate organizational change, the
employees, leaders, managers, and employer benefits.

This research will also be of great significance for future scholars who would seek to do further
research of the factors that influence change in a struggling organization. Having seen many
poorly implemented organizational changes I could see why this employee was thinking, change
management is just another way for management to push unwanted change through the
organization. However, when skilled change leaders facilitate organizational change, the
employees, leaders, managers, and employer benefits.

Limitations of the study Commented [d1]: This for chapter 3 remove

Time constraint ; the researcher time is divided between work, family and other social
commitments, as such the research study will not have to be allocated time in an already
demanding schedule. Regrettably, the researcher may not be able to devote as much time as he
would like.

Budget; the limited budget means that the research will operate within the confines of what is
financially feasible, this aspect was taken into consideration when designing the research
selecting the data collection techniques.

Respondent reliability; the researcher assumes that respondents are reliable and are able to
exercise a certain a level of competency when answering questions therefore this means that the
basis of the research quality rests on the research participants .There is possibility of research
participants giving unreliable responses due to hidden purpose or intentions and their own
intentions.

Bias; there is also the element of research bias where the researcher may deliberately omit that
may alter the preconceived outcome of their research or accidentally omit data that they
presume to be irrelevant or of little significance.it is important to as a researcher to remain
impartial at all times and to thoroughly scrutinize all data .

Data collection instruments; the survey questionnaire provides no opportunity to probe beyond
the given answer nor does it appraise the non-verbal behavior of respondents .it is only
assumed that the questions and instruments are straight forward and simple enough to be

8
 Classification: Public

understood and answered properly . One other disadvantage of the questionnaire is that someone
other than the intended respondent may complete the questionnaire meaning there is a possibility
of misrepresentation in the data. If not structured and administered properly and collected, there
is an increased chance of the questionnaire yielding a low response rate.

Assumptions of the study

This study is based on the assumption that when change is implemented business performance
will be improved and employees are satisfied on how change is conducted as they will be able to
accept it to be conducted because their needs are met.

Management will be willing to give the researcher the required information that he/she needs.

There is information for this study and up to date. There is more information related to the topic
from books, articles and many more.

There is adequate finance to cover all the cost of the research. Commented [d2]: Where are the limitations

Delimitations of the study

Geographic delimitations; the study was carried out in Gaborone only which makes it easier for
the researcher to carry the study without travelling long distances therefore lack of financials is
not a problem

Conceptual delimitations; there is plenty of information for the researcher to choose from.

This study will be limited to full time employees on which the change process has a significant
impact and managers, therefore the research will exclude auxiliary staff, casual employees,
interns and volunteers.

Summary Commented [d3]: Remove this

This chapter outlines the significance of the study with the help of detailed background of the
research area. The scope of the research define the boundaries of the researcher being the time
constraint and costs. This chapter covers the limitations and delimitations of the study. In brief it
serves as an outline that would guide my research to successful completion. It serves as a
guideline to develop literature review with the relevant theories. In next chapter, literature review
provides a better insight in development of hypothesis for the study. Chapter four deals with
 Classification: Public

research findings and presentation whereas, the final chapter five, captures conclusion, summary
and recommendations.

10
 Classification: Public

CHAPTER 2
REVIEW OF RELATED LITERATURE

Introduction

A literature review is an evaluating report of studies found in the literature related to the
researcher’s area of study. The review should describe, summarize, evaluate and clarify this
literature. It should give a theoretical basis for the research and help the researcher determine the
nature of her own study. The purpose of literature review is to gain background knowledge on
the research topic and to identify data sources used by researchers. Evidence from literature
suggest that literature review is conducted in the following ways; searching using tertiary
literature sources, obtaining relevant literature referenced in books and journal articles that have
already been done and searching using the internet. It is guided by the research questions
formulated in chapter one: Does change management improve performance? What are the key
challenges towards achieving organisation goals in change management process? Which change
management models do leaders use to effect decision-making in organisations? How change
affect employees and their performance? These research questions aim to examine the main
research question being the factors that influence change.

The effect of change management on organizational performance

Performance in an organisation is inclusive of all activities that are aligned to the goals of the
organisation to foster efficiency and effectiveness. Performance management basically focuses
on the performance of the whole organisation, departments, teams and individuals (Iveroth and
Hallencreutz, 2016). Performance management is also defined as an alignment of resources to
employee strategies (Brunet-Thornton, Richard, 2017). Goals are the backbone of any ongoing
process. They must be clear and objective. To create an alignment with the business strategy, it is
critical to communicate effectively. Change starts with departmental heads; they set the strategy
applicable in the department which generally supports the general business strategy. It is crucial
to make all departmental goals available to all managers in other departments; this will reduce
conflict and encourage support from other department heads (Edgar H Schein, 2018).

There are two elements which can make an employee to perform well; there is the tangible and
intangible element. The tangible element deals with recruiting the right persons for a given task,
 Classification: Public

having he right tools for the job, good physical working environment and having an appropriate
reward for the job. Intangible element range from the easily definable and such as working for a
highly respected organization is highly personal such as feeling recognised and having a sense of
achievement. A good leadership and line management have the most profound impact on
performance of people. It makes sense of have good physical working conditions but these will
make less difference than good leadership. Soldiers have to work in dire conditions but good
leaders ensure they continue to be loyal and motivated despite the physical environment (Bourne
& Bourne, 2016).

Changes affect performance at the individual, team and organizational level. Individuals learn
through curiosity and experimentation, teams learn by encouraging diversity of ideas and input,
organizations learn by disciplines continuous improvement and experimentation. When a change
occurs, good things happen. Individuals have a more robust life and are more committed to work.
Teams are more productive and organizations and competitive. Learning is employees’
responsibility; it is not enough to say that someone else should learn. Each person is accountable
to oneself and though that person accountability should take responsibility for learning. This
requires making choices, seeing consequences and taking corrective action so that each cycle of
behaviour is better than the last (Kumar & Ramsay.2014).

Organizational performance involves recurring activities to establish organizational goals,

monitor progress towards the goals, and make adjustments towards achieving those goals more
effectively and efficiently. The objective of top management in any organization is to maximize
their operational efficiency by all possible means in order to maintain their competitive
advantage and survive in the market. The measures of operational performance of organizations
are productivity, quality, cost effectiveness, timeliness and flexibility. Quality aspect in to
processes of making products and services reduces costs throughout the organization. This
results in cost efficiency and positive quality perception for products and services offered by the
organization. Internal measures of quality are linked to value created for the customer. Flexibility
is attained through improved systems which is key to opportunities in the market. The process
creates value to customers through efficient service models for different market segments.

Objectivity plays a major role in evaluating performance of most organisations undergoing the
change process. It outlines the job expectation as well as the evaluation methods involved. To

12
 Classification: Public

receive accurate feedback of an employee performance in a change process, the evaluation

process should be consistent to enhance fairness (Seidman and McCauley, 2016). Performance
appraisals feedback from employees should not be accessed by other employees apart from
themselves. In such scenarios, managers can discuss employees in similar job group before they
release the final report to the other employees in the department. Calibrations meetings in the
change management process aid in formulation of performance ranking, exchange information
about the change management across the organization as well as promote consistency.

Most organisations are currently linking performance to reward and recognition. To establish the
correlation, a good performance management process which is fair should be put in place.
Documentation related to job output against expectations is necessary to establish recognition of
individual performance. A consistent reward and recognition method across all departments in an
organization is crucial as it creates a sense of consistency and uniformity. Uniformity is best
demonstrated when a particular employee is rewarded the same way as a top performer in
another department (Sadler, 2016)

Empirical studies conducted by Butler stipulates that people develop theories of performance
depending on their past experiences and perceptions of what they think it takes to succeed in
work. It is also stated that performance theories from inexperienced managers has the propensity
to be one dimensional and therefore yielding middling outcomes.

Based on his studies of many years regarding the link between remuneration and fulfillment in
work, Lawler, (2008) states that job fulfillment of an employee is dependent upon his/her
awareness of having remuneration that is appropriate to their input and the work done.
Employees become distraught in the job if they have conviction that they are poorly
compensated with respect to their contribution and input. As BPC endeavors into the journey of
organisational transformation it is imperative that they look into the reward and recognition
currently in place as it must be aligned to the contributions made by each employee and market
rates.

Challenges faced in achieving organisational goals in change management process

Change usually involves the introduction of new procedures, people or ways of working which
have a direct impact on the various stakeholders within an organization. The key to successful
 Classification: Public

change management lies in understanding the potential effects of a change initiative on these
stakeholders. Will employees be scared, resistant, pessimistic or enthusiastic about your
proposed changes? How can each possible reaction be anticipated and managed? As you begin to
think about any kind of significant change, be aware of how the change will impact others in
your organization and your customers. A new vision, set of driving values, mission or goals
constitute significant change. So do new performance standards, new policies or procedures, a
new computer equipment installation, or a relocation of your business (Hemamalini Suresh,
2017). According to him, these challenges may manifest themselves under different names or
other guises but are essentially the challenges of:

Leadership

Changing the running of an organization from a command and control nature to the nurturing
and motivational nature of leadership. We know that leadership can make a great difference, and
we know that its importance for organisational success is intensifying. Change cannot be
accomplished without the commitment and involvement of the organisation’s leaders. The irony
in this concept is that the traditional leadership style that involved control is the one that gets
executives to the top notch positions that limit the future success of an organization. The
leadership style used in the change process can affect achievement of the desired goals (Andrews
et al, 2013)

The command and control structure in the traditional approach was effective to change
management during the traditional era because the main goals of change were resources and
capacity. The modern leadership style involves empowerment (Rico, Sanchez-Manzanares, and
Gibson, 2015). Employees need to feel valued and trusted so that they can immensely contribute
in the organization. In this context, the senior management in the change process is responsible
for leveraging the assets and performance of the firm. The leadership style used by mangers
should be nurturing, innovative, leveraging the skills of the workforce to aid in achieving the
overall goal of the organization. The current business environment is innovative, full of fresh and
creative ideas. If an employee is requested to participate in a repetitive routine, there will be little
significance as compared to an employee who is engaged in contributing to the future of an
organization (Schneider & Bowen, 2019). The concept of wealth creation is easy to exercise
from the top management in the change management process. The irony in this concept is that

14
 Classification: Public

the traditional leadership style that involved control is the one that gets executives to the top
notch positions that limit the future success of an organization. The leadership style used in the
change process can affect achievement of the desired goal. The leadership that can best suit this
process which BPC management should adopt is the democratic leadership style whereby the
input and feedback of employees is considered before making a decision. Once employees feel
their voice is heard and their contributions matter resistance will be reduced greatly and change
will be embraced.

Leverage of skills

An organisation’s productivity is pegged on its employees output. This means all employees
should maximize their effort to achieve the full potential of the organization. The workforce is
the most valuable asset in an organisation. To effect good leadership, it is crucial to leverage the
skills of the employees, the current technology, infrastructure and resources in the organization.
Studies have shown that good leadership influences both workforce and business performance.
Workforce goals should be effectively communicated to aid in achievement of the overall
strategy. The current BPC staff is made of more lower level educated employees than higher
level educated employees and there is also an age gap which is challenging to management as
they have to close the gap in order to maximize their resources and encourage team work for
better results.

The economic environment is turbulent; it is dynamic hence accelerating change. The rapid
changes suit the current needs and wants of customers which makes it difficult to anticipate new
and innovative opportunities. Today’s leaders concentrate their efforts more on developing
opportunities instead of identifying right opportunities (Sadler, 2016).

According to (Grace Cattini, 2019) benefits associated with leveraging skills include innovation
and creativity. Although finding candidates with the appropriate set of skills for a specific role is
a priority, your workforce can reap the benefits of working among a diverse group of individuals
with varied talents and experiences. By sharing different abilities, complementary skills and
previous experiences, your employees will broaden their perspective towards the different
situations and issues they encounter on a daily basis. Having different opinions and skill sets will
encourage interaction among peers and promote creativity, allowing teams to develop
 Classification: Public

multifaceted projects and highly productive ways of addressing a problem; in less time and of
higher quality.

She further explained that higher job satisfaction and a bigger talent pool is attained. Inclusivity
will make your employees feel satisfied and happier at the workplace. This will keep them
motivated and encourage them to go the extra mile. When your workers feel like they have a
voice, they feel more confident in their abilities, leading them to make better decisions and
improving their performance. This morale boost will not only have an impact on the way your
organization works, but on your brand. When others notice the level of satisfaction of those
working under your wing, it will make you more appealing to your talent pool, lower your
turnover and raise your employee retention rate

Last but not least, mutual mentoring and teamwork; another advantage of having a multifaceted
team is that everyone can learn from their peers and continue growing. Since skills are not age
exclusive, even the oldest of your workers can learn something from the young and new workers.
Level entry workers will feed on the knowledge and experience of your seniors and learn new
ways of addressing issues. Mixing the new with the old in consonance with complementary skills
can lead you to unexpected yet profitable solutions.

All the viewpoints explained above are valid. However, they fail to explain how managers
execute strategy and leadership altogether. The underlying practice of management is overlooked
which distract us from acknowledging how managers basically manage change in the change
process. Commitment is a tool used by managers in the change process. However, managers can
easily lose sight of this skill because commitment is given priority to short-term projects as
compared to long-term projects. Managers who understand their commitment nature can exercise
their power in the change process. They can also exercise their previous commitments in past
projects to benefit the organisation in the long run. Recognising past commitments that acted as a
roadblock to organisation change can be replaced by rejuvenating commitments into the new
organisation (Albert, 2016).

Empirical studies by Emerald (2017) indicate that top management have the power to influence
the results of the organisation by the decisions they make. They are the ambassadors of their
organisations through the representative role they play when they form company’s policies,
visions and missions with external parties.

16
 Classification: Public

Bush (2003), states that effective leadership and management are essential if organisations and
institutions are to attain wide-ranging purposes set for them by their numerous stakeholders and
players in the industry. Leaders and managers require greater understanding skill and resilience
to sustain the intensity of pressures that go with their positions.

Change management models used by leaders

Belbin (2015) classifies change into four main categories: transformational change which cannot
be controlled within the organisation structure but handled outside the existing paradigm;
realignment change is associated with the way of doing business, it is done all at once or in
incremental manner style; evolution change is proactive and it is implemented through different
stages. It is carried out by mangers who are anticipating change in the organisation; and
revolution change, which occurs in simultaneous steps within a short time span, it is most likely
associated with force.

There are various change models that can be implemented by an organisation during the
turbulent environment. Research has shown strategic change has been divided into three
dimensions. Pettigrew and Whip (accessed, April 2016) used content as one dimension of
strategy, it entails analyzing the goals of an organisation and answering the question of what is
being amended. Implementation is the other dimension of strategic change, this is how the
change process will be adopted in the organisation and finally the third dimension is context of
change, which seeks to conduct an analysis of the internal and external environment before
impacting change.

According to Potter, there are three schools of thought associated with determining the ideal
change model to be applied in an organisation. One school of thought is inclined to thinking that
change should be administered by the top management team. The policy and procedures should
be set in a way that they are cascaded downwards. Pro-employee is the other dimension of the
change school of thought. It was driven by the rationale that the lower management interacts
with the environment more than the top management. The need for change should be initiated
from outside so as it can be addressed on the inside.

The third dimension of change is a combination between the first and second school of thought.
Striking a balance between the two dimensions involves involvement from both the top
 Classification: Public

management; stakeholders and the lower management. Both parties in this change process owe
the project and tend to reach change through a consensus; this joint effort can be tedious in this
changing environment (Ronald, 2015)

The overall change management model used within any organisation should be consistent, have
clear objectives that are aligned to the environment so as to create a competitive edge over other
organisations. All models of change are different and not a single approach can fit in all
dynamics of an organisation. It is thus crucial for an organisation to choose the appropriate
model that will fit the needs and wants of the organisation. Organisation resistance is often
blamed for failed change process. This is not the case because the main grounds of poor change
management in an organisation is lack of clear objectives, poor communication, inadequate
planning and inconsistent decisions that top management in an organisation do not follow.

Kotter (accessed 2016), broadly fit the top-down model with leadership. The chief executive is
the one responsible to orchestrate change by creating a vision and communicating it to the
employees openly. The desired performance output is also outlined. The open feedback
mechanism is encouraged so as to keep track of objectives not met. This leadership concept takes
into account the workforce because the main focus is workforce and performance growth.

The top-down approach is the most effective change management process. This is because when
a change comes from the strategic apex of an organisation, it is implemented with direction and
control and initiation of change is easier. This approach has clear directions of where the
organisation is set to go, it is associated with rapid change coined with speedy implementation
process. The workforces are aware of the nature of change and this is an edge in times of
uncertainty.

Although the top-down approach is mostly driven by top executives, it is good to take note that it
is in collaboration with the lower management. According to Reilly and Pfeiffer (2017), there is
downside for the top-down change since it is mostly associated with rapid changes. There are
higher chances of resistance and lack of commitment from lower level management because they
feel that the top management does not understand the problem in question and how to approach
it. A good example of a top down change is best illustrated by Kotter and Cohen (accessed 2016)
in the eight step process. After the eight steps process, an organisation is in a better position to
accept change and foster efficient implementation of a change process.

18
 Classification: Public

According to Mintzerberg (accessed 2015), a bottom-up change is the opposition of top-bottom.

It is argued that this mode of change tends to answer all limitations of the top-bottom approach
as it involves all the employees in the change process. The bottom-up approach is characterized
by transformation leadership. Change grows from the roots and organisation should encourage
the workforce to work together so that the change can grow upwards.

According to Kotter (accessed 2016), a combined approach of both the top-down strategy and
bottom strategy seeks to achieve the desired change process in an organisation. This is because a
top down approach involves the CEO and top managers’ support while a bottom-up strategy is
collaborative and tends to involve everyone in the change process hence ownership of the
process. Revitalising a business unit is more of a bottom-up approach strategy. Business unit
must change to correspond to the changing vision of the organisation. However the leader
propagating the change should give each business unit a platform to come up with their own
strategies’ to drive change within their units so as to align the strategies with the overall vision of
the organisation. Once the change strategies in each business unit have been established, a top-
down approach is initiated.

In a bid to justify why Kotter’s model best fit the study, empirical researches have indicated that
the other models have their drawbacks almost outweighing their strengths. Lewin’s three stage
theory of change management, otherwise known as unfreeze, transition and refreeze best depicts
the process of change that he envisaged (Smith, accessed 2016). In the first stage of the unfreeze,
people prepare themselves for change. Unfreezing and having the drive for change entails
weighing up the positives and negatives of the envisaged change before making any move, in
what Lewin call force field analysis.

The transition stage on the other hand is how people react to the change. It is the most difficult
part and hence requires adequate leadership and reassurance for the process to be successful. The
last stage being the refreeze is the stable position after everything settles in the employees’
minds. Researches show that it is widely used by most businesses as it is easy to unfold.

McKinsey’s 7-S Model is defined as a model of organisational effectiveness that entails seven
internal factors of an organisation that need to be aligned and reinforced for it to be successful
(Jurevicius, 2013). These factors include structure, strategy, skills, staff, style, systems and
shared values. The model can be applied to many situations and is a valuable tool when
 Classification: Public

organizational design is at question. The most common uses of the framework are; to facilitate
organizational change, to help implement new strategy, to identify how each area may change in
a future and to facilitate the merger of organizations. This model however becomes hard to use
as when one factor changes the likelihood of others changing becomes high as they are
intertwined.

Having looked at all the concerned models it is evident that Kotter’s model is the best for BPC as
it requires increase in the urgency for change that leads to creation of a team dedicated to change
for easier transition in the change process.

Change and employee performance

Employee performance in the organisation is very important to determine company's success and
profitability. According to Chien (2014) found that a successful organisation require employees
who are willing to do more than their usual job scope and contribute performance that is beyond
goals and expectations. Now days, most of the companies will be facing contemporary
challenges and require put more attention on enhancing employee is performance (Bunhner
2017) as cited in (Gruman & Saks, 2015).Organizational change will indirectly affect
performance of the employees and give stressful feelings among employees and managers
because some of the employees are not fully persuaded on what they will do after organisational
change their heads are full of questions with no answers therefore their concentration is no
longer on the job therefore lowering their performance negatively .these problems can lead to
various behavioral and health issues.

According to (Tavakolia 2016) states that employee's performance will decrease due to the
reason of downsizing, restructuring and mergers in the organization. In addition, changing of the
location, time, quality and quantity of the task and responsibilities might radically affected work
life of the employees) Furthermore, Levay (2015) suggests that creation of organisation change
will challenge the interests and values of the existing employees and build up crisis on the
opposition to change. Organizational changes will create variety of communication problems
threatened not only employee’s performance, but also the success of the communication from the
top to bottom of the organisation. BPC management will have to step up to reduce the amount of
stress employees will be in to avoid slacking in the workplace as it is the last thing the
organisation requires.

20
 Classification: Public

To overcome these problems, well communication about employees’ appraisal system should be
implemented by BPC management to provide employees better understanding about their
performance. Besides, it is also a great opportunity to alert the gap between the actual and
desired performance in the organizational goals. Hence, when the performance appraisals are
done correctly, organizations may weigh the costs versus benefits of the employees
’performance. Thus, if measure correctly and consistently the benefits can be well worth the
efforts (Krattenmaker, 2019).

A Human Resources specialist, Hargrave mentioned that employees also need to be given equal
participants in the decision making process, meanwhile, leadership role such as emphasis on
coaching and counselling also is a critical point to inspire improvements of employees’
performance. Companies are more interested in keeping good and expert people as those are able
to contribute out their roles and responsibilities that are needed when in the organization change.
Moreover, Oppenheim says, with employees who resist change, leaders need to ensure that they
have good sense of the company’s current changes needs and consistently observe how the
employees view their own jobs.

Moreover, some authors suggest that, use of employee development can enhance self-monitoring
and lead to improved employee performance while driven by the problems of restructuring
activities. In addition, employee’s development practices include coaching, service related
training and empowerment can best develop employee and organizational performance.

According to Siddiqi and Sahaf (2013) found that Customer Orientation Service exerts the direct
impact on various employee outcomes as well as organization performance such as job
satisfaction ,employee service effort and commitment. The most powerful employee service
effort will lead to higher employee motivation

Furthermore, the reasonable job satisfaction will increase the on the spot decision and also
benefit the customer by avoiding delay serving customers while need to wait for management
permission (Siddiqi et al., 2013).
 Classification: Public

Botswana Power Corporation

Botswana Power Corporation (BPC) is a parastatal that is part owned by the government of
Botswana and it has been making losses for the past 10 years. This is a major concern for the
government as it is pumping loans that could be used to better the economy into BPC to help it
get back on its ground.

While looking into BPC as an organisation it was found that the organisation resources and
processes are not aligned to the current market conditions in the sense that most of its employees
do not have the proper qualifications to do the jobs they have been hired to do. This is
understandable as the organisation was established years ago when Botswana’s workforce was
not that educated. Technology has improved yet BPC is not taking advantage of that since it does
not have the staff with the required qualifications.

It is because of the above reasons that BPC was set to embark on a restructuring process in order
to align its resources to the current market conditions and hence improve efficiency,
effectiveness, reduce costs and eventually return to its profitable state. The organisation therefore
need to start by adopting a change management model that would be accepted by the general
staff together with the best change management approach.

Chapter summary

This chapter reviewed literature related to the study on factors affecting change management in
Botswana Power Corporation. The study has discussed the effects of change management on
organisational performance, challenges to achieve organisational goals in change management
process, best change management models to be employed in organisations to enhance
performance and how change affect employee performance. The next chapter is about research
methodology. Commented [d4]: Your chapter 2 must show empirical and
theoretical literature and these must be linked to your study not
just mentioning what other authors said.

22
 Classification: Public

CHAPTER 3

Research methodology

Introduction

In this chapter the researcher is going to look into the methodology in order to achieve the
research questions and objectives. Explanation is given to the different methods which are going
to be used to collect data for the research. This chapter also lay down some points on the various
techniques to be used. It includes ethics which guides the researcher in this whole research
process. Aspects like data collection procedures, presentation and analysis are also discussed
under methodology.

Methodology refers to the theory of how research should be undertaken. Is a way to

systematically solve the research problem? It may be understood as science of studying how
research is done scientifically.

Research methodology covers areas of research design, the population of study, data collection
methods, sampling techniques as well as data analysis techniques, the questionnaire structure and
content, pre-testing and development, sampling method, reliability analysis, validity analysis and
the data analytical strategy in order to answer the research question (Zikmund 2016). The author
also justified the use of the stated methodology in accomplishing the research questions.

Research Design

Research design is a framework or blueprint for conducting the marketing research project. A
research design is the plan, structure, and strategy of investigation conceived so as to obtain
answers to research questions and to control variance .A research design will typically include
how data is to be collected, what instruments will be employed, how the instruments will be used
and the intended means for analyzing data collected. The justification should always be based on
the research questions and objectives as well as being consistent with your research philosophy
(Lewis, accessed 2017). The researcher need to be vigilant with respondents and the number of
 Classification: Public

people tabled for question. It includes an outline of what the investigator will do from writing
hypotheses and their operational implications. There are different types of research design which
are exploratory, description, qualitative, quantative and survey research.

The researcher is going to use exploratory research and qualitative research design methods.
According to (Hair 2015) exploratory research designs focuses on collecting either secondary or
primary data and using an unstructured or informal procedures to interpret them. Among the
three types of research design exploratory research incorporates the fewest characteristics or
principles of the scientific method. It is often used to classify the problems and opportunities and
it is not intended to provide conclusive information from which a particular course of action can
be determined. Tools for exploratory research design include literature review in which the
researcher uses in gathering information on service delivery and using past research from
literature review. Analysis from selected cases can also be used in conclusion focus groups
discussions can be used where the researcher gives people the problem and they discuss the
problem and someone from the group write notes on what is being is discussed. Quantitative data
refers to all such data and can be a product of all research strategies.

The researcher will utilize Qualitative data, referred to all non-numeric data that have been
quantified and can be a product of all research strategies (Saunders 2017). Using this strategy the
researcher will be able to collect mostly relevant information needed in the study for the research
findings. This technique of data collection focuses on collection of data from a relatively small
number of respondents by asking questions (Shukla 2015). It also provides the researcher with a
richer and deeper understanding of the problem/questions being observed. The disadvantage of
this approach is that the results are always dependent upon the researchers’ findings,
interpretation of the study. The data collected may be inaccurate, irrelevant. In this study the
researcher utilize qualitative data which result to descriptive data through the written and spoken
word.

Quantitative research design is defined as research that places heavy emphasizes on using
formalized standard questions and predetermined response options in questionnaires or surveys
administered to large number of respondents. Quantities is predominantly used as a synonym for
any data collection techniques (such as questionnaire) or data analysis procedure (such as graphs
or statistics) that generates or uses numerical data (Lewis, accessed 2017).

24
 Classification: Public

In this case a well-structured and designed questionnaire is going to be distributed to the,

employees and the management of BPC.

Population and Sampling

The population of study refers to all the elements in group of individuals taken from the general
population who share common characteristics. (Malhotra 2017) says is the collection of elements
or objects that possess the information sought by the researcher and about which inferences are
to be made. The full set of cases from which a sample is taken is called population. It can also be
referred as the total group of people from whom data is needed. In this case the population are
employees and management of BPC and hundred questions are going to be distributed to
employees and management.

Sampling it is the process of obtaining information from a sub set of a larger (Lewis, accessed
2017). A sample is a part of a population, or a subset from a set of units, which is provided by
some process or other, usually by deliberate selection with the object of investigating the
properties of the parent or set. Sampling is less time consuming and costly than conducting a
census. Sampling also plays an important indirect role in the process of designing questionnaires.
Sampling design decisions are important and are part of the research design aspects that the
researcher must be acquainted with. The choice of the sampling methods determined
generalizability of research findings and offered convenient and timely information.

Sampling can be classified into two probability and non-probability. In a probability sampling
plan, each member of the defined target population has a known, non-zero chance of being
drawn into the sample group. Probability sampling gives the researcher the opportunity to assess
the existence of sampling error.

In contrast, non-probability sampling plans eliminate the true assessment of sampling error
existence and limit the generalizability of any information to larger groups of people other than
that group which provided the original raw data. (Hair et al 2013).
 Classification: Public

Research Methods and Tools

A research method refers to techniques and procedures used to obtain and analyze data. Research
methods may be understood as all techniques/ methods thus refer to the methods the researchers
use in performing research operations (Adams et al 2017). There are two types of research
methods which are primary and secondary methods. Primary research is gathering of firsthand
information which can be carried through interviews, observation, questionnaires and surveys.
Secondary research refers to the gathering of already existing information which can be gathered
from books, newspaper and many others.

The researcher is going to use questionnaire as a primary source of data. Questionnaire as a

general term to include all techniques of data collection in which each person is asked to respond
to the same set of questions in a predetermined order (Lewis, accessed 2017). The design of your
questionnaire will affect the response rate and reliability and validity of the data the researcher
collects. Response rates, validity and reliability can be maximized by careful design of individual
questionnaires, clear and pleasing layout of the questionnaire, pilot testing and carefully planned
and executed administration ( Lewis, accessed 2017).

Questionnaire design it is a set of questions designed to generate data for accomplishing the
objectives of the research project. The researcher will follow the questionnaire design steps in
order to get valid and reliable results. After a questionnaire has been designed questions will be
distributed to the respective respondents.

Ethical Considerations

Ethics refers to the appropriateness of the researcher’s behavior in relation to the rights of those
who become the subject of the researches work or are affected by it. Ethics are the norms and
standards of behavior that guide moral choices about behavior. Research ethics therefore relates
to questions about how to formulate and clarify our research topic, design our research and gain
access, collect data, process and store our data, analyses data and write up research findings in a
moral and responsible way. This means that the researcher will have to ensure that the design is
both methodologically sound and morally. The conduct of the research is likely to be guided by
the university code of ethics. A code of ethics will provide the researcher with a statement of

26
 Classification: Public

principles and procedures for the conduct of the research highlighting what is and what is not
considered ethical ( Lewis, accessed 2017).

Consent: are assurances that the researcher provides about anonymity or confidentiality will
help develop an understanding of the nature of the consent being entered into, but even this may
be inadequate in terms of clarifying of that consent. This suggests a continuum that ranges across
a lack of consent, involving some form of deception, a lack of clarify about the nature of
consistent so that the researcher implied consent form taking part, and consent that is fully
informed as well as freely given known as informed consent (Lewis, accessed 2017, ). A consent
form will be given to respondents to fill that shows that the information that they provide is kept
confidentially and their names are not required as they respond.

Confidentiality and anonymity

They are important in gaining access to organizations and individuals. Once such promises have
been given it is of great importance to make sure that these are maintained, where confidentiality
has been promised then the researcher must make sure that these are maintained (Lewis,
accessed 2017). Due to the broad range of activities undertaken by many outside the company
researchers, it is uncommon for a researcher to perform the studies for several firms in a given
industry. This may or may not represent a conflict of interest if truly proprietary information is
protected. Therefore before any research is project is initiated, it becomes good practice for the
decision makers to request from an outside researcher or a statement of confidentiality and
proprietary treatment of information. In order to maintain confidentiality of the research findings
the researcher will keep the findings of BPC to herself and also it will be stored in devices that
need passwords and security codes in that way it allows the research findings not be exposed to
other people. Another way of maintaining confidentially, the researcher will keep the findings
between the researcher and the management only.

Data Collection Procedures

The researcher has a diary in which he records all the information he needs in carrying the
research. The research questions we crafted down. The research questions were distributed to
employees and management for plot testing- prior to using questionnaires to collect data it
should be pilot tested. The purpose of the pilot test is to refine the questionnaire so that
 Classification: Public

respondents will have no problems in answering the questions and there will be no problems in
recording data. Pre –test some people we given the questions to test validity and reliability.

Validity; is concerned with whether the research findings are really about what they appear
about. The main purpose of validity is the matter of meaningfulness due to the fact that the term
valid refers to truth (Fisher, 2014). Three different types validity are presented by (Yin 2013)
construct validity, internal and external validity. Construct validity is described as establishing
correct operational measures for the concepts being studied (Yin 2013). Internal validity intends
to figure out relationships of cause and effect and the validity within this concept are mainly
connected to the collected data and whether it can confirm cause and effect or not. External
validity is defined as establishing the domain to which study’s findings can be generalized and is
a main problem in case study research (Yin 2013).

Reliability: is concerned with the robustness the questionnaire and in particular whether or not it
will produce consistent findings at different conditions (Lewis, accessed 2017). The researcher
should try to find several data sources on the same topic. This will allow the researcher to
establish some consistency and will lead to greater levels of reliable data.

Data Presentation and Analysis

Analysis involves the breaking down existing complex factors into which simpler parts and
putting the parts together in new arrangements for the purpose of interpretation. Data can be
presented in many ways which include tables, pie chart, bar graphs and many more. The data
will be presented in pie chart which will be showing the different percentages of respondents and
also bar graphs to determine the level of customer satisfaction in service delivery. Analysis is
about getting meaning from the data gathered. Data analysis methods include the following
mean, median, mode and range.

Chapter Summary

This chapter has outlined the research methodologies, the design that is going to be employed in
the study, including the sampling procedure, participants, data collection tools, analysis tools,
validity of the research as well as ethical issues considered which of course related to the
research. This will aid the research as it proceeds to seeking its findings at the end of the study.

28
 Classification: Public

APPENDIX A

I am a final year undergraduate student of Bachelor of Business Administration (Leadership and

change management) from Botswana College Of Distance And Open Learning. The purpose of
this survey is to collect information regarding to the title of our research “Factors that necessitate
change in an organisation; a case of BPC

There are two sections in this questionnaire. Please read the instructions carefully before
answering the questions. Please answer all questions in all sections. Your cooperation in
completing this questionnaire is highly appreciated. The contents of this questionnaire will be
kept private and confidentially and be used only for academic purposes

Thank you for your cooperation and participation!!!!!

SECTION A: GENERAL INFORMATION

Kindly answer all the questions by ticking in the boxes provided after each question.

1. Gender
Female Male

2. Age
21-30 31-40 41-50 51 and above

3. Level of education
Doctorate Graduate Undergraduate

Others (Please specify) ________________________________

4. Specialisation
Arts Sciences Business

Others (Pease specify) ___________________________________

 Classification: Public

5. How long have you been working at BPC?

1-5 years 6-10 years 11-15 years 16-20 years

Above 20 years (Please specify) ________________________

6. a. Is there a change management process in the organisation?

Yes No

b. If yes, what are the adoption years?

1-5 years 6-10 years More than 10 years

7. Who initiates the change process?

CEO Top management Middle management Surbodinates

Consultants

SECTION B: Successful change in an organisation

8. This sub-section addresses questions regarding change management and

performance.

On a rating scale of 1-5 kindly tick the corresponding view on how performance influences
the adoption of the change process in an organisation. Where 1 is strongly disagreeing and 5
strongly agree

30
 Classification: Public

Change management and

Disagree
Strongly

Strongly
disagree

Neutral
Agree
performance

agree