The text further explains the correlation between leadership, change and change management in the context of NUK's ongoing transformational change process. The theoretical framework provides the basis on which the study was designed, and it also provides guidelines and success criteria for managing change strategies that NUK can use to successfully implement its strategic transformational change process.
LIST OF ABBREVIATIONS
- INTRODUCTION
- BACKGROUND TO THE CASE STUDY
- PROBLEM STATEMENT
- OBJECTIVES OF THE STUDY
- SCOPE OF THE STUDY
- MOTIVATION FOR THE STUDY
- VALUE OF THE STUDY
- RESEARCH METHODOLOGY
- QUESTIONNAIRE PRE-TESTING
- BIAS CONTROL
- VALIDITY AND RELIABILITY OF THE STUDY
- DATA ANALYSIS
- LIMITATIONS
- STRUCTURE OF THE RESEARCH REPORT
- SUMMARY
Most of the information from the interview was used in the case study analysis model in Chapter Four. The third chapter presents an overview of the evolutionary background of the case study.
CHAPTER TWO
MANAGEMENT OF CHANGE
INTRODUCTION
The main purpose of this chapter is to highlight the literature related to the strategic change process, management of change and effective ways of leading change in order to achieve organizational change objectives. At the end of the chapter, a management of change model is developed for case analysis in Chapter Four.
CHANGE
It is thus difficult to change one part of the organization in isolation from others. The culture network in Figure 2.6 is used to indicate what type of change there is in the organization and how the change must be effected.
MANAGEMENT OF CHANGE
The extremes range from passive acceptance to active resistance to change (Kreitner, Kinicki and Buelens, 2002). Despite the reasons for resistance outlined above, research indicates a growing belief that resistance to change represents the employees' reactions to obstacles in the organization that prevent them from changing. Resistance to change does not always reflect opposition, nor is it simply a consequence of change.
Robbins and DeCenzo (2001), Kreitner, Kinicki, and Buelens (2002), and Balogun and Hailey (1999) suggest some tactics that change agents can use to deal with resistance to change. Furthermore, collaboration can be used not only to determine what to change and how, but also to create awareness of the need for change by challenging complacency within the organization.
LEADERSHIP STYLES AND THEIR IMPLICATIONS FOR THE
- The Trait Theory of Leadership
What matters is tailoring the style to the internal and external context of the organization. As indicated in the model in Figure 2.9, the management grid, through its concern for people and concern for production, defines five major leadership styles. They also inspire followers to transcend their self-interest for the good of the organization.
The appropriate form of leadership depends on the nature of the organization and the type of change initiated, the size of the organization and the stage in the life cycle. As shown in figure 2.10, the most effective leadership is the one that adapts to the so-called maturity of the subordinate.
LEADING ORGANIZATIONAL CHANGE
This can be achieved by examining the current market trends and opportunities, as well as setting a reasonable time frame for the change. Create the Guiding Coalition Create a cross-functional group of people across levels with sufficient power to lead the change. The change process is attempted to be revived with new projects, themes and change agents.
Organizational change fails because management does not align with the next steps of leadership change. The value of the steps is that they provide specific recommendations for the types of behavior managers should exhibit to successfully lead organizational change.
A CHANGING ORGANIZATIONAL FUTURE
Information and communication technologies (ICTs): increased capacity of lCTs leading to the decline of traditional forms of organizations. There is a need to recognize that employees are key to the success of any organization and should be treated as valuable assets. The need for flexibility in working hours poses a threat to productivity in organizations as this had resulted in an increased use of a contingent workforce.
This is due to the fact that most people now prefer to take a part-time job that is not in line with a full-time forty-hour, five-day-a-week job. As more and more jobs become specialized, organizations face problems related to outsourcing of routine and marginal work.
CHANGE MODEL TO BE USED FOR THE CASE ANALYSIS
SUMMARY
CHAPTER THREE
AN OVERVIEW OF NUL's TRANSFORMATIONAL CHANGE
- INTRODUCTION
- BRIEF COUNTRY BACKGROUND
- OVERVIEW OF NUL
- NUL' s CURRENT ORGANIZATIONAL STRUCTURE
- STRATE GIC PLAN F ORMULATION AT NUL
- A FRAMEWORK FOR TRANSFORMATION AT NUL
The university is located on the Roma campus of the former UBLS and has additional campuses in Maseru. It has been noted that the current structure tends to be too centralized and ill-suited for effective and efficient management of the university. Studies conducted by various organizations such as WHO (1984), CHEMS (1994/5) and EYMAR (2000/1), highlighted the structural crisis that hindered the effective and efficient implementation of the university's mission.
Optimize the use of resources in fulfilling core functions of the University and ensure competitiveness, quality and professionalism in the execution of all responsibilities. These universities include the University of Fort Hare, the University of Natal and the University of the North.
ADMIN •
LESSONS LEARNED FROM BEST PRACTICES
The task force learned that the restructuring process in the various universities visited took different directions depending on the specific circumstances of individual universities. The transformation is not about cost savings, but must be seen in terms of distribution and optimal use of resources. There is a need to strike a balance between the overall strategic positioning of the University, its academic goals and support services.
Human resources functions should remain centralized, while the decentralization of finance in all institutes should include the delegation of powers for budgets and the allocation of resources from deans to their units. The library plays a vital role in achieving the university's mission and should therefore play a proactive role in the development of a range of services relevant to teaching, research and students.
SUMMARY
Through a process of negotiations, consultations and discussions, Faculties and Institutes must then be allowed to decide on the composition of their units, the partnerships and the merging of units with each other to create larger units in order to give legitimacy to the new structures. create.
INTRODUCTION
CHANGE MODEL FOR THE CASE ANALYSIS
- NUL's Current Organizational Culture
However, as part of the transformation, the university is implementing its localization plans to replace expatriates with qualified nationals. Readiness: University staff members claim to be ready for change – its impacts and consequences. The success of the transformation depends on a designated transformation task with a designated director within the university.
This is a result of the University's localization policy to replace expatriates with qualified local staff members, especially core academic staff members. The future organizational culture of NUL outlined in Figure 4.4 is informed by the recommendations of the EYMAR (2000/I).
MANAGEMENT OF TRANSFORMATIONAL CHANGE AT NUL
Awareness is usually created by continuously informing employees about the necessity and benefits of the change process, in order to reduce uncertainty and resistance to change. Almost all university staff were aware of the forensic audit and its intentions, but it is doubtful whether they clearly understood the basis of the transformation and its implications. University management proceeded to create a strategic plan with a clear mission and vision of the university to lay the foundation for implementing the transformational change.
The process can be described as participative and to some extent consultative with the transformation task team maintaining greater control over the results of the change process by setting the overall goals and means of achieving the goals. They used their authority with the direction of senior University leaders to direct the implementation of change.
NUL's TRANSFORMATIONAL CHANGE LEADERSHIP
The Director of the Transformation is Dr Makoala Marake who has been with the university for over a decade and at the time of appointment served as a Senior Lecturer in the Department of Land and Conservation in the Faculty of Agriculture. Having served on the strategic planning team that laid the groundwork for the transformation, the Director of Transformation is convinced that what NUL needs to become a leading higher learning center of excellence is commitment by all staff members to the purposeful change process to address the crisis to reverse. from the university. The Director believes that nothing less than a major transformational change will save the University from a stifling academic and managerial decline.
It seems that Dr. Marake is a suitable leader of the transformation of NUL, as he foresees the future state of the university, which ensures service excellence through transformation. However, some may argue that the academic experience and knowledge of the institute and its problems does not mean that choosing a change agent within the university was a good strategic move by the university management.
SUMMARY
His role includes, among other things, formulating a new context for internal and external stakeholders that encapsulates where NUL has come from, where it is now and where it is going, as well as translating purpose into strategic action by facilitating pragmatic activities to fulfill the new objectives of NUL. The question that remains is whether the transformation director, with his capacity, vision, enthusiasm and charismatic leadership, will get the necessary support, loyalty and commitment to the transformation of the employees to ensure that they all strive for the success of the transformation. process and a better future for NUL. Perhaps the change agent should have been selected from among external consultants who have the right capacity and no interest in the change process.
However, there is a need to reinforce the changes to be achieved from the transformation to ensure that NUL's crisis, management decay and staff paralysis does not reverse. In Chapter Five, recommendations will be provided as a guideline of what NUL can do to ensure that whatever changes are made are maintained for the long-term strategic success of the Institution.
CHAPTER FIVE
RECOMMENDATIONS AND CONCLUSION
- INTRODUCTION
- RECOMMENDATIONS
- Clear Mission and Vision
- Organizational Culture Change
- Promoting Creativity
- Education and Training
- Reward and Celebrate Success
- Effective Leadership
- Delegate Responsibility
- Achieving Success Through Teamwork
- Discipline
- Implementation of Change
- Ensure that Organizational Change is Sustainable
- Organizational Self-Appraisal
- Refocusing Change
- Changing Continually
- Achieving Dynamic Stability
- CONLUSION
- APPENDIX 1
A specific time frame must be set for the duration of the transformation from its planning phase to its implementation as well as evaluation phases. Furthermore, collaboration can be used to determine what needs to be changed and to create awareness of the need to change by challenging complacency within the organization. But conflict is an essential part of the change process and, if handled correctly, can serve as the engine of progress.
Refocusing can be done through the annual initiation of the change process with new mission and vision statements. Completion of the transformational change process should not be considered an end in itself.
MANAGEMENT OF TRANSFORMATIONAL CHANGE AT NUL
- DEMOGRAPHICS
- STRATEGIC CHANGE
- LEADING CHANGE
- NUL STRATEGIC TRANSFORMATION
- RECOMMENDATIONS
- Time
- Preservation
- Power
How diverse or relatively homogeneous are the employees at NUK in terms of values, norms and attitudes. Different groups of staff identify with who or what in an organization (NUL) - their team, department, department, division or the entire organization. How capable or competent the NUL is in managing change and how widespread this capability is throughout the organization.
How much change has the organization (NUL) and its individual staff experienced in the past. For this change to be successful, who are the key stakeholders inside and outside the organization (NUL) whose support must be sought.
