Change Management

1. Vincent A Ssembatya Change Management

2. Conditions That Facilitate Organizational Change • A dramatic crisis • Leadership turnover • Stage of life-cycle • Age of the organization • Size of organization • Strength of current culturedian Institute of Technology Madras

3. Resistance To Change Individual resistance • • Habit • • Security • • Economic factors • • Fear of the unknown • • Selective information processing Organizational resistance • • Structural inertia • • Limited focus of change • • Group inertia • • Threat to expertise • • Threat to established power relationships • • Threat to established resource allocations

4. Overcoming resistance to change • Education and communication • Participation • Facilitation and support • Negotiation • Manipulation and cooptation • Coercion

5. Change Management – Definition The Task of Managing Change The obvious is not necessarily unambiguous. The making of changes in a planned and managed or systematic fashion. The aim is to more effectively implement new methods and systems in an ongoing organization. The changes to be managed lie within and are controlled by the organization.1 However, these internal changes might have been triggered by events originating outside the organization.

6. Characteristics of the Change Process The Change Process as “Unfreezing, Changing and Refreezing” The process of change has been characterized as having three basic stages: unfreezing, changing, and re- freezing. • Management Science II Dr. Sanga • Indian Institute of Technology Madras

7. Four Basic Change Management Strategies for Managing Change • Empirical-Rational People are rational and will follow their self-interest — once it is revealed to them. Change is based on the communication of information and the proffering of incentives. • Normative-Reeducative People are social beings and will adhere to cultural norms and values. Change is based on redefining and reinterpreting existing norms and values, and developing commitments to new ones. • Power-Coercive People are basically compliant and will generally do what they are told or can be made to do. Change is based on the exercise of authority and the imposition of sanctions. • Environmental-Adaptive People oppose loss and disruption but they adapt readily to new circumstances. Change is based on building a new organization and gradually transferring people from the old one to the new one. 

8. Choice of Strategy • Scope and Scale. This can vary from the minor ―tweaking of a process within a unit to the complete transformation of the entire organization. The larger the scope and scale, the more likely a broad mix of strategies will be required with Power-Coercive playing a central role. • Degree of Resistance. Strong resistance argues for a coupling of Power-Coercive and Environmental-Adaptive strategies. Weak resistance or concurrence argues for a combination of Empirical-Rational and Normative- Reeducative strategies. • Target Population Large populations argue for a mix of all four strategies, something for everyone so to speak. • The Stakes. High stakes argue for a mix of all four strategies. When the stakes are high, nothing can be left tochance.

9. Choice of Strategy The Time Frame. Short time frames argue for a Power-Coercive strategy. Longer time frames argue for a mix of Empirical-Rational, Normative-Reeducative, and Environmental-Adaptive strategies. Expertise. Having available adequate expertise at making change argues for some mix of the strategies outlined above. Not having it available argues for reliance on the power-coercive strategy. Dependency. This is a classic double-edged sword. If the organization is dependent on its people, management's ability to command or demand is limited. • Conversely, if people are dependent upon the organization, their ability to oppose or resist is limited. (Mutual dependency almost always signals a requirement for some level of negotiation.)

10. The Change Management Committee TERMS OF REFERENCE • ASSESS THE LEVEL OF PREPARATION FOR THE REFORM. • ENSURE ANY OUTSTANDING WORK FROM URAFR IS COMPLETED • PLAN STRATEGIES AND ESTABLISH NECESSARY STRUCTURES FOR IMPLEMENTATION AND COORDINATION OF THE REFORMS. • DEVELOP INTERNAL AND EXTERNAL COMMUNICATION STRATEGY FOR CONTINUOUS CHANGE MANAGEMENT IN CONFORMITY WITH THE OVERALL UNIVERSITY COMMUNICATION POLICY. • DETERMINE RESOURCES REQUIRED FOR IMPLEMENTATION OF THE REFORMS. THE SCOPE OF RESOURCES INCLUDES: HUMAN, FINANCIAL AND INFRASTRUCTURE • ESTABLISH, MONITOR AND EVALUATE ACTIVITIES OF THE SUBCOMMITTEES AND TASK FORCES THAT EXECUTE THE REFORMS. • ENSURE COMPLIANCE BY UNIVERSITY UNITS IN MATTERS RELATED TO THE REFORMS. • ACT AS A CENTRE FOR MONITORING, CO-ORDINATION AND EVALUATION OF CHANGE MANAGEMENT • ADVISE THE VICE CHANCELLOR ON ALL MATTERS RELATED TO REFORMS.

11. Membership

12. REVISED CHANGE MANAGEMENT COMMITTEE TERMS OF REFERENCE • Task number 1: Assess the level of preparation for the reform. • Description of task • Review reports from the URAFRC to identify recommendations and gaps; • Develop and administer a baseline survey tool on indicators for change, specific to the Colleges and based on the recommendations stated in the URAFR handbooks; • Classify the recommendations in the report and their milestones / indicators for change into three categories: • Short term • Medium term and • Long term; • Focus on the short term recommendations and assess preparedness; and • Prepare the stakeholders for the medium and long term recommendations /proposed changes. • Task no. 2. Ensure any outstanding work is completed • Description of task • Liaise with URAFRC to ensure that gaps identified in No.1 are bridged/filled in a timely manner; and • Ensure that the Units that have not fully prepared or complied to the reforms start doing so, within a specified time frame.

13. Structures for Implementation of Reforms • Task number 3: Plan Strategies and establish necessary structures for implementation and coordination of the reforms. • Description of task • Review URAFRC’s proposed structures (Academic and Administrative), assess their viability and recommend the changes to University Council for approval; • Facilitate units to understand the roles, inter linkages and coordination of the different leadership levels. • Task 4: Develop internal and external communication strategy for continuous change management in conformity with the overall university communication policy. • Description of task • Provide guidance to the PRO to finalise the development of Mak Communication Policy; • Develop a Communication Strategy for the CMC, in harmony with the Mak Communication Policy; • Develop a Plan of Action for the CMC Communication Strategy and implement it; and • Coordinate the documentation and reporting of the Makerere University Reform process.

14. Resources and Subcommittees • Task 5: Determine resources required for implementation of the reforms. The scope of resources includes: human, financial and infrastructure • Description of task • Review the resources recommended in the URAFR reports/handbooks; • Consult the Makerere University Strategic Plan (2007/8-2017/18), Resource Allocation Model and the NCHE proposed standards; • Communicate to Principals of Colleges and Heads of Administrative Units to develop costed strategic plans (2011-2018) by Mid June 2011; • Ensure that the process of developing the Strategic Plans of Colleges and the Administrative Units is participatory and doubles as an opportunity for planning and sensitization about the reforms. Understanding and ownership of the change should be emphasized; and • Review the costed strategic plans from the Colleges and Administrative Units. • Task 6: Establish, monitor and evaluate activities of the Subcommittees and Task forces that execute the reforms. • Description of task • Consider the CMC sub-committees TORs submitted by URAFR for completeness; • Revise the proposed sub-committees ToRs and align them to the revised CMC ToRs; and • Develop work plans and budgets for the CMC Subcommittees and Task forces

15. Compliance • Task 7: Ensure Compliance by University units in matters related to the reforms. • Description of task • Develop report formats for all units in the University; • Request units to submit quarterly reports on the reforms; • Organise spot checks in Colleges and Administrative units; • Evaluate unit reports and provide appropriate feedback; and • Recommend incentives and sanctions according to respective unit(s) performance, based on the agreed benchmarks. • Task 8: Advise the Vice Chancellor on all matters related to reforms. • Description of task • Provide quarterly reports to the Vice Chancellor, based on the quarterly unit reports.

16. Monitoring and Coordination • Task 9: Act as a centre for monitoring, co-ordination and evaluation of Change Management • Description of task • Act as a centre for monitoring, co-ordination and evaluation of Makerere University reforms. • Sustainability framework • The Quality Assurance Directorate (QAD) will be strengthened as the repository of all CMC documents, it will therefore act as the physical home and face of the CMC. This is a transitional status with an aim of nurturing the QAD to take up the change management activities of the University.

17. CMC Membership

18. Sub-committees • Research and Innovation • Teaching, Learning and College Formation • Support Services • Communication • The key responsibility of the subcommittees is to attend to specific issues related to the smooth integration of reforms in the university systems and within the respective areas of: Research and Innovation; Teaching Learning and College Formation; Support Services; and Communication. • The subcommittees report to the main CMC committee. The main CMC committee is to provide more specific terms of reference to the subcommittees.

19. Terms of Reference for the Teaching and Learning Sub-Committee • Comprehensive Teaching & Learning Policy • Regularization of Off Campuses Policy so that it fits within the College Framework • Harmonization of structure for the whole University • Follow up of Schools transition to College • Oversee the development of ARIS • Student Performance assessment • Harmonization of T& L policies and ops of Organizational Manual • Conduct a situational analysis of facilities of teaching and learning

20. Terms of Reference for the Research Sub-Committee • Develop and administer a tool for the baseline survey to obtain data on research and innovations at Makerere University • Review recommendations from URAFR and the baseline survey to identify those for implementation by the SC • Identify policy and other gaps to be addressed (including Research Communications Strategy) • Identify and recommend structures in colleges/schools to manage research and innovations and linkages with the DRGT • Identify activities for implementation in the short, medium and long term • Plan for sensitization of colleges and schools on reforms contained in the research manual and findings from baseline survey • Develop a work plan for implementation of activities/recommendations • Monitor compliance by university units • Provide quarterly reports to CMC

21. Terms of Reference for the Support Services Sub-Committee • Identify Short, Medium and Long term Activities for Support Services Sub Committee. • Design performance indicators for Support Services that will ensure continuous improvement in service delivery. • Identify responsible Units/officers to implement the changes. • Establish human and non-human resources implications of the proposed recommendation • Develop monitoring and evaluation mechanisms. • Establish a base line for Support Services with the units.

22. Terms of Reference for the Communication Sub-Committee • Oversee the development and implementation of the Makerere University Communication Policy and Strategy • Ensure the establishment of the PR Office and link its role to the Makerere University units, internal and external target audiences • Plan and coordinate Communication function of CMC to the various stakeholders of Makerere University in order to improve visibility, identity within and outside the university. • Build the capacity of Makerere University Leadership, Communication Officers and Web Administrators to communicate effectively in order to project a positive image and brand of Makerere University. • Facilitate information exchange, knowledge acquisition and awareness of the change processes in order to address resistance to change and create positive attitudes and productive behaviours. • Ensure the institutionalization of communication for change in the Makerere wide systems, procedures, processes and practices • Provide evidence of change through reports, publications, online, and in the media

23. CMC Workplan • Workplan

24. Pending Policies • Policy on Teaching and Learning • Policy on Internationalisation • Legal Services Policy • Housing Policy • Policy on Recruitment of Staff • Policy on Staff welfare • Transport Policy • Policy on Procurement of Research Equipment • Regulations for Maintenance of Laboratory Equipment • Policy on Institutional Affiliation • Communication Policy and Strategy • Financial Management Policy • Research Strategy • Guidelines on Programme Development • Policy on Knowledge Transfer Partnerships • Policy on Development of University Land • Policy on Establishment of Institutes, Centres and Commercial Units • Security Policy • Investment Policy.

25. ORGANISATIONAL STRUCTURES • The URAFR Committee has recommended restructuring for the following: • The University Library • Academic Registrar’s Department • Human Resource Department • Office of the Dean of Students • Estates and Works Department • Finance Department • DICTS • Quality Assurance Directorate • Planning and Development Department • Investment and Resource MobilisationDepartment • Office of The University Secretary (including Legal Office and Procurement and Disposal Unit) • Directorate of Gender Mainstreaming • Public Relations and International Affairs offices • Counselling and Guidance Unit

26. Already approved structures • New organizational structures have already been approved by Council for the following units: • Directorate of Audit • Directorate of Research and Graduate Training • College structure RECOMMENDATION: • The CMC to review the recommendations of the URAFR Committee on re-structuring of administrative units with the aim of further re-structuring to make them leaner and more efficient and ensuring proper relation to colleges;

27. GOVERNANCE AND STRATEGIC MANAGEMENT

28. HUMAN RESOURCE

29. FINANCIAL MANAGEMENT

30. ESTATES AND LOGISTICS MANAGEMENT

31. STUDENT GOVERNANCE AND WELFARE

32. COLLEGE FORMATION

33. TEACHING AND LEARNING PROCESSES

34. RESEARCH

35. Support to the Change Process • Government of Uganda • Sida Bilateral Support – Support to URAFR and KPMG • IDRC