This study is an evaluation of the implementation of change processes in the Lesotho Civil Service, Ministry of the Public Service (MPS). A qualitative method was used where an exploratory study was conducted by drawing a case study to evaluate the change implementation process in the organisation. In enabling the researcher to conduct a more focussed study, only five factors that have an impact on the successful implementation of change were considered. The factors were namely: forces for change; managing and leading change; building the desired culture; resistance to change and errors common to organisational change. The relevant information for the case study was obtained mainly from interviews and questionnaires. The pattern matching technique was performed on the case study, whereby the way change was implemented in the Lesotho Civil service was compared to that suggested by the literature. Fifty questionnaires were administered to fifty employees in the Ministry of the Public Service. Finally an evaluation based on the responses of the respondents, what actually happened and that which the literature suggests were evaluated interdependently. Based on this evaluation, it was found that, there were forces for change in the organisation, but management did not communicate with the employees as to the need for change and how it was to be implemented. Employees were never involved or asked to participate in the planning process of the change. Management in the organisation did not take all aspects into account when planning for change as suggested by the literature and all these aspects need to be improved upon by the leaders in the organisation.

Thesis (MBA)-University of Natal, Durban, 2003.