This paper is about organisational change in the Kenyan Ministry of Land. Organisational change is defined as a process of moving from one fixed state to another through a series of predictable and preplanned steps in order to implement changes in the governance, design and delivery of public services. These series of predictable and preplanned steps are, in my learned opinion, subject to an analytical framework that guides the organisation to successfully implement the change.
There are very few studies on organisational change in the public sector, particularly in Kenya. Hence, this paper is a first attempt at examining the change effected in the organisation of the Ministry of Land in 2012 using Fernandez and Rainey’s (2006) model as the analytical framework to analyse the change and discuss whether it was successful or not.
It is important to note that little is known about organisational change in a public sector context because studies concerning organisational change in the public sector focus on the national level as a whole instead of specific organisational departments. Hence, studies tend to examine the transition of a centralised form of government to a decentralised one; or an autocracy to a democracy. Whereas it is difficult to pinpoint studies focusing on the organisational level by examining the change in the structure of a governmental department itself by scrutinising the changes in the relationships between different activities and members in the organisation; subdivision and assignment of roles, responsibilities and authority to carry out different tasks. Also, studies tend to emphasise on the content of change, rather than the processes through which organisational change is implemented. As a result, there is hardly any literature that connects the implementation of organisational change to the actual effects or outcomes of change.
Inhaltsverzeichnis (Table of Contents)
- 1. Introduction
- 2. Discussion
- 2.1. The Old Structure of the Ministry of Land and the Need for Change
- 2.2. The New Structure Following the Organisational Change
- 2.3. Fernandez and Rainey's (2006) Model as the Analytical Framework
- 2.4. Analysing the Organisational Change in the Context of the Analytical Framework
- 3. Observations and Recommendations
- 4. Conclusion
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This paper aims to analyze the organizational change implemented in the Kenyan Ministry of Land in 2012, using Fernandez and Rainey's (2006) model as an analytical framework. The study seeks to determine the success of this change initiative, particularly given the scarcity of research on organizational change within the Kenyan public sector. The paper addresses the lack of studies focusing on organizational-level changes within specific government departments, emphasizing the process of change rather than solely the content.
- Organizational change in the Kenyan public sector
- Analysis of the pre- and post-2012 structure of the Ministry of Land
- Application of Fernandez and Rainey's (2006) model to assess the change process
- Evaluation of the success of the organizational restructuring
- Comparison of centralized versus decentralized land administration
Zusammenfassung der Kapitel (Chapter Summaries)
1. Introduction: This introductory chapter sets the stage for the analysis of organizational change within the Kenyan Ministry of Land. It highlights the scarcity of research focusing on specific organizational-level changes within the Kenyan public sector, emphasizing the need for a detailed case study of the 2012 restructuring. The chapter establishes the significance of studying the process of change, as opposed to merely the content of the change itself, and introduces Fernandez and Rainey's (2006) model as the analytical framework for the study.
2. Discussion: This chapter delves into a detailed examination of the Ministry of Land's structure before and after the 2012 organizational change. It begins by describing the pre-2010 structure, highlighting its inefficiencies, including multiple registries, outdated systems, and the resulting land allocation issues and service delivery problems. The chapter then outlines the new structure implemented after the transition to a devolved government in 2010, focusing on the restructuring of the ministry, the establishment of county land registries, the abolition of the Commissioner of Land's office, and the implementation of uniform land laws. This section contrasts the old, fragmented system with the new, more centralized and efficient system designed to address the identified problems.
Schlüsselwörter (Keywords)
Organizational change, public sector reform, Kenya, Ministry of Land, land administration, decentralization, Fernandez and Rainey model, governance, service delivery, land registration, ICT, property rights.
Frequently Asked Questions: Analysis of Organizational Change in the Kenyan Ministry of Land
What is the purpose of this document?
This document provides a comprehensive preview of a research paper analyzing the organizational change implemented in the Kenyan Ministry of Land in 2012. It includes the table of contents, objectives and key themes, chapter summaries, and keywords. The analysis uses Fernandez and Rainey's (2006) model as an analytical framework.
What are the key themes explored in the research paper?
The paper explores organizational change within the Kenyan public sector, specifically focusing on the pre- and post-2012 structure of the Ministry of Land. It applies Fernandez and Rainey's (2006) model to assess the change process and evaluates the success of the organizational restructuring. The research also compares centralized versus decentralized land administration.
What is the methodology used in the research?
The research uses Fernandez and Rainey's (2006) model as an analytical framework to assess the organizational change in the Kenyan Ministry of Land. It examines the pre- and post-2012 structures of the ministry to determine the effectiveness of the changes.
What are the main findings regarding the pre-2012 structure of the Ministry of Land?
The pre-2012 structure is described as inefficient, with multiple registries, outdated systems, and resulting land allocation issues and service delivery problems. The structure is characterized as fragmented.
What changes were implemented in the Ministry of Land after 2012?
The post-2012 structure involved restructuring the ministry, establishing county land registries, abolishing the Commissioner of Land's office, and implementing uniform land laws. The aim was to create a more centralized and efficient system.
What is the significance of this research?
The research addresses a gap in the literature by focusing on organizational-level changes within specific Kenyan government departments. It emphasizes the process of change, rather than solely the content, and contributes to understanding organizational change in the Kenyan public sector.
What are the keywords associated with this research?
Keywords include: Organizational change, public sector reform, Kenya, Ministry of Land, land administration, decentralization, Fernandez and Rainey model, governance, service delivery, land registration, ICT, and property rights.
What are the chapter summaries included in the preview?
The preview includes summaries of the introduction, which sets the stage for the analysis and introduces the analytical framework; and the discussion chapter, which details the pre- and post-2012 structures of the Ministry of Land and analyzes the changes implemented. Summaries for the remaining chapters (Observations and Recommendations, and Conclusion) are not included in this preview.
- Quote paper
- Laila Abdul Latif (Author), 2015, Organisational Change. A Case Study of Kenya's Ministry of Land, Munich, GRIN Verlag, https://www.grin.com/document/305927