| dc.description.abstract | Changes in an organization occur within the technological innovations, structural dimensions,
behavioural subjects and the strategic aspects. It is evident that the business world is ever
changing with the advancement in technology, shifting employees needs, changing financial
market trends, changes in ethical values and need for business expansion. As business entities
grow, they expand their operations, and this indeed call for improved technology, increased work
force, train the manpower to acquire performance dimensions that are in line with the expanding
business (MacNamara, 1998). Change management models and research are still relevant for the
twenty-first century. The problems are not with their relevancy or their worth. The problems and
challenges facing organizational leaders, organizational developments experts and researchers
relate to the speed and complexity of change required today (Pryor, Taneja, Humpreys, Anderson
and Singleton, 2008). This paper discussed some of the ways in which structural change had
affected performance of Kenya revenue authority in its operations. In this regard, strategic
objective was to focus on ways performance of KRA would be enhanced. The purpose of this
study was to specifically determine the relationship between change in organisational structure,
organisational culture and change in the style of strategy implementation on the performance of
KRA and came up with conclusions and recommendation. The study also focused on specific
Kenya Revenue Authority functional units and the target respondents were managers and
supervisors in Top Management who are actively involved in implementation of change. The
methodology chosen was descriptive case study so that the researcher could have an in-depth
knowledge of the phenomena. The instrument used for data collection was a questionnaire and
the data collected was analyzed by use of descriptive and inferential statistics. Frequency tables,
averages and percentages were used for data analyses and then it was presented using tables,
graphs and charts. The study extracted eight factors that have affected performance ofKRA as a
result of strategic change. The study recommended that KRA needs to focus more on areas of
strategic change addressing decentralisation of decision-making. | en_US |
