Browsing by Author "Mulat, Masresha"

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    Challenges of Balanced Scorecard Measurement, Cascading and Evaluation in the Case of INSA
    (Addis Ababa University, 2015-02) Mulat, Masresha; Abagisa, Jemal (PhD)
    This study assessed the challenges faced while implementing the balanced scorecard system particularly in measurement, cascading and evaluation tasks in the case of Information Network SecurityAgency (INSA). The study tries to evaluate the challenges faced by the Agency in implementing the tasks as compared to the standard literatures of the system. The study adopted descriptive research with a primary purpose of assessing challenges faced by the Agency in implementing the balanced scorecard as their performance and strategic management system. In order to assess the implementation status, the study has been conducted by designing five-point likert scale questionnaires and semi-structured interview questions. The total sample size of the questionnaires is 286 involving team managers and permanent non- management employees of the Agency. In this case the study adopted probability sampling particularly stratified random sampling technique based on size of positions held (middle management and non-management) in each department (as strata) to select 286 sample size,where as in the case of semi structured interview the study adopted purposive sampling technique to select 5 respondents who have the working knowledge of the system. Accordingly the study identified the challenges such as insufficient KPI to measure objectives, deficiency in assignment of measurement data validation body, boss influence on evaluation, absence of clear attachment between high performance and reward, and lack of continuous communication on changes of the middle level scorecard to lower level as the challenges in the study. Based on the findings the study proposes to the Agency to conduct intensive awareness creation on how to produce relevant and sufficient KPI so as to capture full spectrum of the objectives, to assign measurement data validation body to each measurement so as to reduces and- bagging or data gamming, to communicate clearly changes in higher tiers scorecard to lower tiers and further more to attach visibly the reward-system with performance result to effectively take advantage of the Balanced Scorecard system. Key words: Balanced scorecard, Performance measurement, Cascading, Evaluation
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    The Effect of Leadership Style on Organizational Change Management: The Case of Dashen Bank S.C.
    (Addis Ababa University, 2021-06) Mulat, Masresha; Mekonnen, Worku (PhD)
    In this study, the effect of leadership style on organizational change management was explored in the case of Dashen Bank. Through an exhaustive literature review, the author learned that the leadership style is one of the leading factors in managing change in the organizations. However, there is controversy about the key leadership style for establishing change in the organization. This research project is aimed at finding out the effect of leadership styles on change management and the dominant predicting leadership style in the case bank, with a view to enhancing the practice of appropriate leadership and change management. The study used a descriptive and exploratory research design and used both convenience sampling and proportional stratified random sampling for interviews and questionnaires respectively. The target population of the study was 2084 and the sample size collected via questionnaires for further analysis was 252. The research also included the interview results of 6 senior managers of the bank. The qualitative data was analyzed using content analysis and the data obtained through the questionnaires was analyzed using SPSS version 21. The association between the independent variables (Transformational, Transactional, Authoritarian, and Laissez faire leadership styles) and dependent variable (Change management) was established using regression analysis, and descriptive statistics were utilized to substantiate it. The study's findings demonstrated that the bank used a variety of leadership styles to achieve its change objectives. The result of the regression showed that R2 =0.562, meaning 56.2% of the changes in dependent variables are explained by the independent variables. The study revealed that the transformational leadership style had a dominant positive and significant effect on change management followed by the transactional and Autocratic leadership styles. However, the study found out that Laissez-faire leadership had a positive and insignificant effect on change management. As the strength of the organization dwells much on the transformational style of leadership, the study recommended that the bank's management apply more of that and blend it with other leadership styles as needed in order to successfully manage change