Tag Archives: Change Management

Change Management Variables as Predictors of Teachers’ Commitment in Public Secondary Schools in Calabar Education Zone of Cross River State, Nigeria (Published)

The study was designed to investigate change management variables as predictors of teachers’ commitment in public secondary schools in Calabar Education Zone of Cross River State, Nigeria. Three null hypotheses were formulated to guide the study. The study employed survey design. The sample of the study consisted of 634 teachers selected from a population of 2,112 teachers’ using stratified random sampling technique. The instrument for data collection was developed by the researchers and titled: “Change Management and Teachers’ Commitment Questionnaire (CMTCQ)”. The reliability coefficient of the instrument was 0.83 using Cronbach Alpha reliability method. The data collected were subjected to statistical analysis using Simple linear regression analysis. All the hypotheses were tested at .05 level of significance. The results of the study revealed that change management in terms of technological change management, innovative change management and revolutionary change management significantly predicted teachers’ commitment in public secondary schools in Calabar Education Zone of Cross River State, Nigeria. Premised on the findings of the study, it was recommended among others that principals should ensure that the processes of change management are strictly followed to avoid conflict in achieving the goals of change management.

Keywords: Change Management, Teachers’ Commitment and Secondary Schools

The Application of Chaos Management Theories in Organization (Published)

Since the formation of the primary basis of the management in organizations and the formation of the governance of organizational bureaucracies until now with the goal of increasing production efficiency, various theories have been provided under the influence of different scientific paradigms. At the beginning of the 20th century two important paradigms i.e. Newton paradigm and chaos paradigm seriously influenced all organizational theories and patterns.  In classic theories of order, stability and consistency were considered as organization’s inseparable features. In organic theories an organization becomes ill or sick like a live organ; so for cure it some changes must be made. Among these theories complex system and chaos theory is the basis of another paradigm which in addition to management area has affected other scientific areas by itself. The Complexity theory has this massage for the managers that the time of managing with the use of hierarchical (predetermined) goals or predetermined logic and precise controlling is over. Systems are continuously moving between different attractions (dynamic balance) in chaos and disorder conditions and sometimes a small change results in vast and basic changes in the system. For change management in complex and chaotic system, traditional methods are no more applicable and managers should learn the changes in these systems.

Keywords: Change Management, Chaos Management, Organization, Organizational Strategy

Staff Attitudes as an Indicator of Change Readiness: A Case of a Higher Education Institution Adopting ICT in Students’ Record Management (Published)

This paper is a product of research that sought to evaluate the attitudes portrayed by staff in higher education administration in an effort to adopt ICT for students’ record keeping. With an endeavour to bring an understanding of change management in the context of an institution of higher learning, knowledge of the level of staff readiness for the change is important. Staff attitudes were evaluated in this paper because they are considered an important indicator of change readiness. The change under focus is adoption of a Student Information System (SIS) at an Institution of higher learning, Africa International University (AIU) and the results could relate to other institutions. The study involved university staff members who were in either management of course registration, grades information or both for the academic year 2011/2012. Mixed methods were used involving qualitative data, collected through pre-study interviews and quantitative data in the actual study. Data were collected in three phases, first was by face-to-face semi-structured interviews in a preliminary study with 2 members of the University’s Management Committee, and second was pre-study with 6 representatives of local best practices in records management (USIU and Strathmore University). Descriptive data for the actual study with AIU staff members were collected using a questionnaire which mainly collected quantitative data but also had room for open-ended questions. Evaluative Research design was adopted for the study, where descriptive data from AIU staff were placed in comparison with the pre-set criteria from the best practice institutions. Judgment was then made to determine the level of change readiness among the staff members at AIU based on prevailing attitudes to adopt a SIS in management of students’ academic records. The threshold for readiness was set at 67%. The entire study evaluated 5 indicators of change readiness, and only one, (staff attitudes) which is the focus of this paper met the set threshold to indicate change readiness towards the use of a SIS in records management.

Keywords: Attitudes, Change Management, Information Systems, Records Management, information and communication technology (ICT).

Stakeholders Involvement In Change Management At Kenya Power And Lighting Company Limited (Published)

KPLC has over the years adopted significant changes such as introduction of the prepaid metering, the E billing and E payment system, introduction of Feeder Management Programmes, introduction of E -leave, rotation of jobs, upgrading systems network and company servers, installation of GPS in newly bought cars and outsourcing of non-key activities such as installations of transformers. The study adopted a descriptive study design. Interview schedules were the main instrument under the study. The stakeholders were involved in a feeder management programme whose approach entails assignment of the 638 feeders across the country to specific engineers and their teams. The study found that the stakeholders in KPLC were involved through giving their feedback to the management on the change process and developing of sound procedures necessary to ensure that the changes are effective. The stakeholders were also involved in the piloting phase before the change is rolled out and in giving their views and feedback through meetings. The study however established that there was no involvement of staff in the design phase of the change process. It was concluded that there was good involvement of stakeholders in the execution of change process but poor involvement of stakeholders in the design process of change. For this reason the study recommended KPLC should involve the stakeholders in all aspects of the change management process, more so in the design of the change process and that the change process in KPLC should be documented for reference in future and to assist the organization use the information to improve future change processes

Keywords: Change Management, Kenya Power Company, Stakeholders’ Involvement

EFFECT OF CHANGE MANAGEMENT ON THE PERFORMANCE OF GOVERNMENT INSTITUTIONS IN RWANDA A CASE OF RWANDA REVENUE AUTHORITY (Published)

The main purpose of this research project is to analyze the effect of change management on the performance of government institutions in Rwanda. Today government and private institutions are facing many challenges in many areas of operation, this is mainly due to stiff competition and lack of change or even failing to implement change if at all change has been introduced. Rapid environmental changes, competition to provide innovative products and services, changing customer and investor demands and globalization have become the standard backdrop for firms. To compete effectively, organizations must constantly improve their performance by reducing costs, enhancing quality, and differentiating their products and services. Sustained competitive advantage could be generated from a firm’s human capital by designing strategic change management practices to diagnose a firm’s strategic needs which are required to implement a competitive strategy and achieve operational goals. The study adopted survey research design and the target population of employees of RRA. Data was collected using questionnaires and interviews and analyzed using SPSS and Microsoft Excel. Basing on the data collected study concluded that all changes made in RRA in the past four years have been well planned and implemented. Most of employees in the institution have generally embraced the changes made in the organization and at the same time resulting into overall organizational performance.

Keywords: Change Management, Performance

NEXUS OF CHANGE MANAGEMENT ON ORGANISATIONAL PERFORMANCE AND SURVIVAL IN NIGERIAN UNIVERSITIES (A CASE STUDY OF UNIVERSITY OF ILORIN) (Published)

Most business managers have seen change becoming a regular aspect of organizational life and they must constantly monitor and respond to these changes appropriately. The overriding goal is to optimize the output of the people involved in this process and reduce the risk of failure in achieving the desired change. Change management is usually seen from an organizational context and refers to the process of developing a planned approach to change in an organization. Business environment has become much more turbulent, uncertain and demanding change is inevitable in an organisation. Business operates in a dynamic environment and organisation that fails to recognise the inevitability of change is doomed to fail. This paper is designed to examine the nexus of change management on organisational performance and survival in Nigerian universities using University of Ilorin as a case study. Both primary and secondary sources of data constitute the main source of data gathering. Random sampling technique was used in selecting the sample size. Regression analysis was used to analyse the data obtained and the testing of one hypothesis formulated. The results obtained reveal a strong negative relationship between changes introduced through Computer Based Test in the University.This research recommends that before embarking on any change, the university should attempt to maintain useful customs and informal relationship, build trust, encourage participation, provide information in advance, make only necessary changes, guarantee against loss, provide counselling, allow for negotiation between the University Management and the staff and students.

Keywords: Change Management, Computer Based Test, Counselling, Negotiation., Participation, Transformation

What, When, Why, and How? A Comparison between Agile Project Management and Traditional Project Management Methods (Published)

Agile project management (APM) has emerged as a new approach to managing high-risk and time-sensitive projects as it has proven to provide better productivity, higher quality, and more efficient decision making. In addition, APM has proven to result in lower overall project costs and faster time to market, due to its framework that is based on frequent customer interaction and frequent and quick delivery cycles. In spite of its momentum in various industries, a great deal of ambiguity exists in defining the details of APM methodology, processes, tools, and approach, especially when being compared with traditional project management (TPM) methods and processes. This confusion is amplified when software-related practices and specific artefacts are used to describe the APM because its method was influenced by agile software-development practices. This research study compares and contrasts the APM with TPM in the five process groups and 10 knowledge areas defined in the Project Management Institute PMBOK (2013). Moreover, it compares the two methods in key management disciplines related to leadership style, communication, change, scope, and risk management.

Keywords: Agile Management, Change Management, Project Risk, Traditional Project Management