Implementing Organisational Change through Risk Management: The Case of Customs Excise and Preventive Service, Tema Harbour

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In recent years, the international trading environment has been transformed dramatically in terms of the manner in which goods are carried and traded, the speed and sheer volume of such transactions. In 2003 CEPS marked a shift in customs control mechanism from the traditional gatekeeper method to the risk management approach. The study sought to examine the risk management system as an efficient control tool and the nature of the corresponding change process that launched the concept. Data was gathered through interviews, questionnaires and published works relevant to the study. Findings were analyzed by use of SPSS version 17.0 to generate tables/diagrams and to establish relationships among variables. Findings indicated that the changing global trends and challenges stimulated the need for change: exponential growth in international trade; the emergence of non-traditional international crimes and the upsurge of transnational crimes. The study further revealed that risk management enhanced service in CEPS. However, the change process was found to be structural and did not adequately involve, train, and provide needed orientation for the organizational participants who are central to the change process. Conclusion drawn revealed that the purpose for which the study was embarked on had been significantly achieved. The study recommended among others the concurrent replication of the risk management concept at all customs stations, the review of customs laws to involve mandatory compliance to dictates of risk management profiling and the involvement of stakeholders in change processes.
A Thesis submitted to the Institute of Distance Learning, Kwame Nkrumah University of Science and Technology in partial fulfillment of the requirements for the degree of Commonwealth Executive Masters of Business Administration,