This study is about the critical success of change management in NGOs Nairobi, Kenya. The objective of the study is to determine the main priorities (CSF) of change management non-governmental organizations should focus on, in order to be successful in the quest of strategy implementation in the ever changing business environment. The purpose of this study is intended to benefit firms in different industries in helping them to understand the critical factors of change management that they need to employ to achieve the desired change. Key change agents both experts and novice users in organizations will use the information from this study in making on time decision with respect to the strategic plan in the process of strategy change management. The study will assist in developing strategies that will form a blue print for organization that that intends to employ strategic change management. in their implementation of their vision, mission and constitutions. The research found out the CM projects were successfully completed by the organizations and this was attributed to leadership and governance, networking, communication, stakeholder involvement, finance and technical capacity.

Change management is omnipresent in organisations as companies have to transform constantly. This applies not only to large corporations operating in an international context, but also to small and medium-sized enterprises (SMEs). Yet executing a change project is accompanied by great challenges and most change initiatives are not entirely successful. Despite the fact that SMEs are the backbone of the German economy little empirical work has been done concerning change management in these companies. Tim Fritzenschaft explores the issue how SMEs can deal with resistance to change and which critical success factors of change management are most important in a transformation project.

An increasing proportion of the world's poor is dependent on NGOs for the support the state cannot or will not provide, but little has been written to analyze or guide best management practice, which is so critical to their success. Managing for Change addresses the key operational issues facing NGO managers, drawing lessons from the reality of southern NGOs. It explores areas such as the formation of strategy, effective NGO leadership, the handling of donor relations, staff motivation and development, and the management styles most appropriate to crises and change.

Bridging theory with practice, Organizational Change: An Action-Oriented Toolkit’s newest edition uses models, examples, and exercises to help students engage others in the change process. It provides tools for implementing, measuring, and monitoring sustainable change initiatives and helping organizations achieve their objectives.

Nonprofit organizations are arguably in a perpetual state of change. Nonprofits must constantly scan, analyze, and adapt to the implications of the changing needs of clients, the community, funders, and government policy. Hence, the core competencies and capabilities of nonprofits must include how to effectively manage change. The knowledge, skills, and abilities of employees, volunteers, and managers must include the competencies required to formulate and implement strategies to manage planned and unplanned change. This book brings to the forefront the challenges and opportunities of change by combining insights from practice, research, and theories of change management to examine nonprofits. It incorporates interdisciplinary perspectives to examine the dimensions, determinants, and outcomes of change in nonprofits. It offers managers, researchers, and students case examples on how to develop, implement, and manage change in the context of nonprofits. Readers will better understand the dimensions of change that are unique to nonprofits and how these should be integrated into strategy and day-to-day operations, including reflection for both the change agent and the change recipient.