AFRICA DEVELOPMENT AND RESOURCES

0 downloads 0 Views 928KB Size Report
Jan 30, 2015 - implementation of change management programmes at TelOne. ... existing ways of doing things and existing beliefs about what makes sense, Balogun and Hailey ..... Managing Change, 4th Edition, Prentice Hall Publishers.
AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015 AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL

ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015 Challenges to implementation of change programmes in public enterprises: A case of TelOne. Desderio Chavunduka1, Naison Makwanya2 and Obert Sifile3 Chinhoyi University of Technology, Zimbabwe. Email: [email protected]

1

TelOne. Chinhoyi. Zimbabwe. Email: [email protected]

2

Chinhoyi University of Technology. Zimbabwe. Email: [email protected]

3

Correspondence: [email protected]

1

Received: 1st January, 2015 Revised: 24th January, 2015. Published Online: 30th January, 2015

URL: http://www.journals.adrri.org/ http://www.journals.adrri.com [Cite as: Chavunduka, D., Makwanya, N. and Sifile, O. (2015). Challenges to implementation of change programmes in public enterprises: A case of TelOne. Africa Development and Resources Research Institute Journal, Ghana: Vol. 16, No. 16(2). Pp. 24-38, ISSN: 2343-6662, 30th January, 2015.]

Abstract The performance of Zimbabwe’s public enterprises like TelOne has over the years gone down drastically. By the end of June 2010, the customer base for TelOne had fallen by almost half. The organization has been trying desperately to recover by employing various strategic change initiatives but without success. This protracted and chronic problem of change management programme failures has instigated this research. The main objective is to determine the source of the failure of change management programmes at TelOne. Literature reviewed points to three possible causes of change management failures i.e. resistance to change, inappropriate corporate governance systems and poor decision making. The hypothesis in this study was that failure of strategic change programmes was premised on management and workers’ resistance to change. Both qualitative and quantitative research philosophies were

24

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015

employed so as to increase the reliability and the validity of the findings. Direct and in-depth interviews, continuous and direct observation, attitude questionnaires were employed to collect data. A stratified random sample of 233 employees from TelOne was selected. The study confirmed that the way strategic change management programmes were being planned, implemented and evaluated at TelOne had serious shortcomings which seem to have made staff commitment to the organization so low that it has been replaced with compliance. TelOne needs to improve the managers’ autonomy in decision-making to reduce bounded rationality and to be guided by proper corporate governance principles in its operation.

Keywords: corporate governance, fiduciary, satisficing decision

INTRODUCTION: Many public enterprises in Zimbabwe have had their share of painful experiences which have seen them moving from prosperous monopolies to being relegated to the position of non performance. The organizations have been trying desperately to recover their lost glamour by employing various strategic change initiatives but in vain. TelOne is a case in point. TelOne is a state enterprise whose existence is through an Act of Parliament and its purpose of existence is to provide affordable and reliable telecommunication services to a majority of Zimbabweans. However, there is visible failure in service provision and service assurance as evidenced by a myriad of adverse comments and queries inundating its suggestion boxes country-wide. The TelOne Customer Services Report of August 2010 advises that the current customer base sustaining the organisation’s operations has drastically fallen by more than 50%. Table 1: Telecommunication Market Share Positions Company Econet Telecel NetOne TelOne

Number of lines 3 145 000 1 200 000 500 000 380 000

Market share 60% 23% 10% 7%

Source: Adopted from TelOne August 2010 Strategic Review Documents.

While the market share information is of August, 2010, the situation might have been worse at the time of writing this part of the research, if the trend continued. In a bid to strategically position itself in a fiercely competitive telecommunications market, T elOne as a state enterprise has attempted to correct the visibly deteriorating glamour it used to enjoy by employing various change management programmes but always without success. 25

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015

Despite the introduction of the Rural Automisation Programme (RAP) in 1987, the Performance Management System (PMS) in 1990, the Business Process Re-engineering (BPR) in 1996, the Restructuring Programme in 1998 and the Digitalisation Programme 2000, the organisation has failed to fully articulate these strategic endeavours. The objectives of the study are: i. ii.

To determine the sources of the failure of change management programmes at TelOne. To assess whether resistance to change by employees has affected the successful implementation of change management programmes at TelOne.

The hypothesis in this study is that the change management failures are a result of resistance to change. The long service workers resist change initiatives which are envisaged to result in loss of current employment or social and business status. There is a dire need for successful change interventions in TelOne. This study should locate the source of change failure within the organization. This should then enable the organization to deal directly with the cause and improve its performance. LITERATURE REVIEW This research is premised on the failure and huge related costs of such various strategic programmes or projects by TelOne. Like any organization, TelOne desires a future where it enjoys a competitive advantage in the field of telecommunications as evidenced by its current vision statement as follows: ‘To be the hub of excellence in providing multi-media telecommunication services in Zimbabwe’. In order to realize this desired future, strategic change management programmes have been attempted by TelOne but the efforts have all been futile. Resistance to Strategic Change The comfort of a protracted monopoly by TelOne is likely to have introduced a permanent source of inertia and resistance to change efforts since the status-quo has been in existence for quite a long time to create semi-permanent cultural bonds. Wadell and Sohal (1998) maintain that one half to two thirds of all major corporate change efforts fail and resistance is the little recognized but a critically important contributor to that failure. Thus, on any change process, it is strategic to be cognisant of the positive role of resistance in that it introduces checks and balances, or strategic humps to the change process which should result from a combined effort. An organization run on the basis of a traditional hierarchy has the power of decision-making at the top and the tactical resistance offered destroys the initiative lower down and often leads to costly mistakes (Belbin, 2005). There is an assumption in most of what is written about strategic change that there will be a tendency towards inertia and resistance to change, to hold on to existing ways of doing things and existing beliefs about what makes sense, Balogun and Hailey (2004). Ansoff (1998) explains resistance as a multi-faceted phenomenon, which introduces anticipated delays, costs and instabilities into the process of a strategic change. Resistance is any

26

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015

employee action perceived (Bemmels and Reshef, 1991) as attempts to stop, delay, or alter change. The difficulty of organisational change is often exacerbated by the mismanagement of resistance derived from a simple set of assumptions that misunderstand the essential nature of resistance. It is suggested that management may greatly benefit from techniques that carefully manage resistance to change, by looking for ways of utilising it rather than overcoming it (Waddell and Sohal, 1998). Where a workplace is marked by apathy or passivity, implementing change is a very difficult task.

TelOne’s Force Field Analysis At any particular instant in time, there is always a wide variety of forces that make staff in an organization like TelOne resistant to change, just as there is a wide variety of forces that push the organizations to change. These two sets of forces always oppose each other while they exist together and they show how the organization is balanced or in equilibrium at any moment of consideration. This equilibrium, or present level of productivity, can be raised or lowered by changes in the relationship between the driving and the restraining forces as shown in the case of TelOne. The aim is to lessen the magnitude of restraining forces and raise the equilibrium line in favour of change as shown in the TelOne force-field diagram in Fig. 1 below.

27

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015

Figure 1: TelOne’s Force Field Analysis

Restraining Forces

Low Remuneration Reactive mgt Weak Finances Poor Customer Base Poor Conditions of service serviceviceService

Government Support Political Stability Regulatory Standards Trained Technical Staff Availability of basic resources Use of multi-currency

Forces for Change

Skills Flight

Declining Inflation

Improving finances

Regulatory Standards

Regulatory Standards Multi-currency Government support Declining Inflation

28

Poor revenue

Obsolete Technology

Discordant Leadership Skills Flight Weak Financial Base Little Remuneration Poor Customer Base Poor. conditions of service

Obsolete equipment equipmente technology Poor Revenue

Change

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015

Decision-Making Decision-making is a cognitive process demanding the selection of the best course of action among possible options or alternatives (Simon, (2000). Just as people are different, so are their styles of decision-making. The commonly prescribed approach to decision-making is the rational decision-making process, which begins by defining the problem. This has been supported by McNamara (1997) who asserts this as the most complex stage because if one fails to define the problem then obviously any resultant solution is wrong. This is caused among others, by subjectivity, irrational analysis, lateness or procrastination and lack of focus. In TelOne, it has to be established whether the decision-making culture is about putting much effort in defining symptoms or in defining the actual problems. Due to limitations, it is easy to plunge into an inappropriate decision because of pressure. New managers and supervisors, in particular, often make decisions by reacting to problems they confront (Simon, 2000). The second step is to look at the potential causes for the problem. Thirdly, identify alternatives or options for solving the problem. This is then followed by consideration of the long-term effects, time to implement, how realistic the solution is and the intended outcome. The last step is to plan the implementation and then implement. Most decision-makers in state enterprises like TelOne may not have time to execute this full decision-making cycle due to bureaucratic pressure, meaning that it is all too easy to make a bad decision when under pressure. Corporate Governance at TelOne All strategic change management programmes or projects result from TelOne’s corporate strategy which highlights the organization’s vision or strategic direction. For the strategic direction to be achieved, it is the result of how things are done within that organization. The failure of strategic change programmes for TelOne is the major concern of the owners of that organization and those entrusted to govern the affairs of that body corporate. Amoako (2002) views corporate governance as a set of relationships between a company’s management, its board, its shareholders, and also provides the structure through which objectives and the monitoring of maintenance are determined. Guidelines are prepared whose objectives are intended to provide a legal framework of policies, instruments, codes, standards, best practices and an enforcement mechanism to protect shareholders and other stakeholders’ interest. The challenge for TelOne as a body corporate is the extent to which it can exist as a separate legal entity from the persons who constitute its membership or its management. As a state enterprise, the board corporate should be continuously cognisant that the breach of law invites a legal sanction which may be criminal or civil, while breach of ethics invites a social sanction. Amoako (2002) maintains that the involvement of various stakeholders has added a new dimension of keen interest and this has been precipitated by a shift from the founders of the companies to professionals managing the companies and the shareholding changing from the families to the institutions. As a state enterprise, the everyday challenge on TelOne’s corporate governance is to separate the government, as the major shareholder, from the management and to really ensure director independence. It is a corporate function to ensure that the legal and 29

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015

fiduciary obligations on issues of accounting, auditing, financial reporting and all internal control functions are observed. The problem of how to make directors and managers accountable has been in existence ever since the nineteenth century when the public limited liabilities companies were formed, thus separating the owners of the firm from the managers and directors, (King Reports, 1994, 2002 and 2009). A director’s greatest virtue is the independence which allows him or her to challenge management decisions and evaluate corporate performance from a free and objective perspective (CalPERS, 2004).The onus is on TelOne to ensure that director independence is always in place. The independence is the cornerstone of accountability, neutrality, openness, discretion and virtue although the concept of independence varies from country to country. Ethics are fundamental to any concern with good governance – above all else, we all expect directors and managers to behave ethically and responsibly by putting the interests of the entity ahead of self interests and in fact this is an explicit requirement on all directors (Securities Commission, 2004). Good corporate governance entails the pursuit of objectives by the board and management that represent the interests of the company and its stakeholders, including effective monitoring and efficient use of resources. It undoubtedly requires a board of directors which is genuinely effective and can properly discharge its responsibilities for directing the entity, TelOne and overseeing its management. The desired corporate governance is one which provides an enabling environment for continuous learning in order to add value to the organization and its stakeholders during the change process.

30

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015

Independent Variables

-NEED IDENTIFICATION -DESIRED STATE DEFINITION –DECISION-MAKING PROCESS

-RATIONAL/NON-RATIONAL FACTORS -ORGANISATIONAL POLITICS -THE FORCEFIELD CONCEPT

-STRATEGIES FOR CHANGE - CORPORATE GOVERNANCE

Dependent Variables

CHANGE MANAGEMENT SOURCE OF FAILURE

MANAGEMENT AND WORKERS’ RESISTANCE TO CHANGE EFFORTS

FAILURE OF STRATEGIC CHANGE PROGRAMMES

POOR CHANGE MANAGEMENT STRATEGIES

Figure 2: Conceptual Framework

The above conceptual framework guided the research process in searching for relevant and appropriate literature to demonstrate how the dependent variable of failure of strategic change programmes, was premised on management and workers’ resistance to change. METHODOLOGY Both qualitative and quantitative research philosophies were employed to harness the individual strengths of both methods so as to increase the reliability and the validity of the findings. Direct and in-depth interviews, continuous and direct observation and attitude questionnaires were employed to obtain some fundamental consistencies to assist predictability. Since the researchers are serving member of TelOne, they became part and parcel of the population under observation and study, although the major challenge came in with the need to obliterate any vestiges of bias to ensure both the validity and reliability of the research. By matching the research questions and research problem with the case study as the strategy, an

31

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015

exploratory approach was employed to investigate little understood phenomena through observing how certain patterns are linked with one another. The research population comprised all the current staff in TelOne (2326 employees). A stratified random sample techniques was employed to extract the respondents for this study. The proportionate allocation using a sampling fraction in each of the strata is reflected in the Table Table 2: Staff Stratum Size and Sample

Category of Staff Population Sample taken Management 52 5 Engineers 16 2 Technicians 618 62 Support services staff 1640 164 Total 2326 233 Source: TelOne HR; Recruitment and Development Dept. RESULTS AND DISCUSSIONS In an attempt to establish the underlying sources of failure of strategic change management programmes undertaken by TelOne, the research questionnaires, the in-depth interviews and the observation, were employed as research tools and the following findings emerged. A 93% response rate to the questionnaire administered to members of TelOne staff was obtained. Interviews and observation were conducted for the purpose of checking and confirming results. To determine the source of the failure of change management programmes at TelOne, the aspects identified in literature (decision making, resistance to change and corporate governance) were investigated and findings are presented below. Decision-Making Culture The current state of any enterprise gives a reflection of all decisions made during its life cycle to date and the current state of TelOne mirrors that position. The decision to exploit an available or potential opportunity is indispensable in the current highly competitive telecommunications environment. The histogram below shows the responses by TelOne staff on reflecting their experiences with their organization on the decision-making stages encountered during various operational issues.

32

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015

Too many decision-making points in TelOne 40 35 30 25 20 15 10 5 0

Too many decision-making points in TelOne

Figure 3: Decision-Making Culture - Many Decision-Making Stages

As depicted by the histogram shown, there are many decision-making points in the organization. This is retrogressive to strategic efforts (Balogun and Hailey, 2004). At a time when competition is aggressive from all coordinates, it is the decision-making culture which retards progress due to the traditional bureaucratic organizational structure.In this competitive environment obtaining; TelOne should provide an enabling environment for its decisionmakers to operate outside the box. The situation at TelOne was described by those interviewed as satisficing. This means that under situations where critical decisions are required, the organisation’s decision-makers may find themselves selecting solutions that may just be convenient for other centres of power but not necessarily appropriate for the organization. Satisficing should be minimised during the whole strategic change process as rational deductive reasoning is required to take precedence in order to be able to quickly define any emerging problems. Resistance to change by workers and managers To test this variable, most of the questions on the questionnaire and interviews were constructed in an indirect way that aimed to reduce respondent bias because no one can openly admit to the practice or attitude of resisting to change. Resistance to Strategic Change - Job Security Within the TelOne population there were many who had been cultured to be conservative to an extent where the first reaction was to resist any new developments, even those which were meant to benefit them. Changing or breaking an established old culture which was more than twenty years old required a high level of cognitive strategies for achieving the intended vision. Technological changes are often associated with staff reduction and for workers to be 33

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015

accommodated in the new changed system; they have to be keeping abreast with new changes as expected of a learning organization. Figure 4: Resistance to Strategic Change – Job Security

35 30 25 20

I have worked for this organisation for quite a long time and I feel secure until I retire.

15 10 5 0

Strongly DisagreeDisagree

Neutral

Agree Strongly Agree

Because they had worked for the same organization for some time, employees felt secure with the status quo. As a state enterprise, TelOne had been cultured to operate under a comfort zone of a monopoly where collective experience within the organization had become rooted and reflected in organizational routines and behaviours that had accumulated over time. Employee Resistance to Strategic Change Based on Length of Service While resistance to strategic change emerged as one of the main causes of strategic change failure, the solution to the problem was precipitated by testing the general assumption that more resistance was offered by those who had clocked many years of dedicated service in anticipation of retiring benefits. H0= There is no relationship between resistance to change and length of service H1=There is a relationship between resistance to change and length of service Table 3: Resistance to Strategic Change Based on Length of Service Length Of Service 1 To 15 Years 16 To 30 Years Total Employees

Resistance 46 51 97

No Resistance 32 22 54

Combined proportion of 1-15 yrs group = (46+32)/151 34

= 78/151 = 0.52

Total 78 73 151

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015

Combined proportion of 16-30 yrs group = (51+22)/151 = 73/151

= 0.48

Table 4

Age range 1 To 15 Years

Contingency Table , fe 0.52x97 = 50

0.52x54 = 28

16 To 30 Years

0.48x97 = 47

0.48x54 = 26

Table 5: Chi-Square Test fo 46 32 51 22

fe 50 28 47 26

fo-fe -4 4 8 -4

(fo-fe)2 16 16 32 16

(fo-fe) 2 / fe 0.32 0.57 0.68 0.62 2  = 2.19 The contingency table above was used to determine whether there was a relationship between resistance to change and length of service. A chi-squared test of independence was carried out. Test statistic is 2at 5% level of significance. At 5% level of significance, degrees of freedom = (r-1)(c-1) df = (2-1)(2-1)df = 1df Critical value from table for one degree of freedom

2crit =

3.84

The calculated 2value from the contingency table above is 2.19 Reject the null hypothesis and accept the alternate hypothesis. This relationship is supported by the fact that the calculated chi-square value is less than 2crit. The conclusion is that there is a relationship between length of service and resistance to change. Those who were above 15 years service were found to resist more since it is not so easy to find alternative employment while approaching retirement. Also, those below 15 years service feel they have the energy and time to explore different and challenging career prospects. Corporate Governance - Director Independence Corporate governance is about the structures through which the objectives of the company are set, and the means of attaining those objectives through monitoring of performance. Most employees did not know the shareholders of their organization except the idea that the organization was affiliated to government. The study shows that TelOne requires a board of directors which is genuinely independent to properly discharge its responsibilities for directing the entity and overseeing its management. The directors appear to be under bounded rationality as they do not seem to fully exercise their independence in managing the affairs of TelOne. With effective director independence, other stakeholders should easily evaluate 35

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015

corporate performance from a free and objective perspective with the expectation that directors and managers put the interests of TelOne ahead of self interests. Figure 5: Corporate Governance - Director Independence

Our board of directors can do more to oversee the activities of our organisation.

40 35 30 25 20 15 10 5 0 Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

The above presentation only serves to confirm the position that the current TelOne board of directors has to be active and visible enough to pioneer the strategic change efforts which should not fail, one after the other in their face. The desired corporate governance is one which provides an enabling environment for continuous learning in order to add value to the organization and its stakeholders during the change process. Good corporate governance entails the pursuit of objectives by the board and management that represent the interests of the company and its stakeholders, including effective monitoring and efficient use of resources especially in trying to achieve the strategic objectives. CONCLUSIONS The study confirmed that the way strategic change management programmes were being planned, implemented and evaluated in TelOne, had shortcomings which demanded serious attention in the face of current competition. On analyzing data after having obtained a response rate of 91%, the following conclusions were drawn: There was evidence of high resistance to strategic change by both, managers and employees and the proposition that there is a relationship between resistance to change and length of service was accepted as true. 36

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015

The current TelOne structure is characterized by too many decision-making stages where bureaucracy stifles approval of urgent processes and other major requirements. RECOMMENDATIONS The following recommendations are aimed at providing some strategic solution to TelOne to gain greater competitiveness. TelOne needs to seriously think of ways to motivate its staff for higher performance; e.g. retraining, better remuneration and retrenchment packages for its elderly employees. This has the effect of reducing resistance to change management programmes. TelOne needs to improve the managers’ autonomy in decision-making to reduce bounded rationality and to operate outside the box.

REFERENCE Ambrosini, V., Johnson, G. and Scholes, K. (1998). Exploring Techniques of Analysis and Evaluation in Strategic Management, Prentice Hall. Amoako, K. Y. (2002). Economic Commission for Africa (ECA), Guidelines for Enhancing Good Economic and Corporate Governance in Africa, (UNECA). Ansoff, I. (1988). The New Corporate Strategy, 1st Edition, John Wiley and Sons, New York, NY. Balogun, J. and Hailey, H. (2004). Exploring strategic change, 2nd Edition, Prentice Hall Publishers. Beckhard, R. and Harris, R. T. (2001.Organisational Transitions: Managing Complex Change, 2nd Edition, Addison-Wesley Publishers. Belbin, M. (2005).The Coming Shape of an Organisation, 3rd Edition, Reed Educational and Professional Publishing Ltd. Bemmels, B. and Reshef, Y. (1991). Manufacturing Employees and Technological Change; Journal of Labour Research, Vol. 12 - No.3. Burnes, B. (2004). Managing Change, 4th Edition, Prentice Hall Publishers. CalPERS (2004). Investing With a Corporate Governance Framework, the California Public Employees' Retirement System. Gaughan, P. (2000). Mergers, Acquisitions and Corporate Restructurings, 2nd Edition, John Wiley & Sons, Inc. Gill, R. (2003). Change Management or Change Leadership? Journal of Change Management, London, Volume 3, No 4. 37

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL ADRRI JOURNALS (www.adrri.org) pISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 16, No.16 (2), January, 2015

Lepk, J. M. (2005). Advances in Telephone Survey Methodology, Survey Research Firms. Maurer, R. (1996). Using Resistance to Build Support for Change, Journal for Quality and Participation, June. Pettigrew, A. (1998). The Management of Strategic Change, 2nd Edition, T J Press Ltd, Padstow. Schein, E. (1988). Organisational Psychology, 3rd Edition, Prentice Hall, Englewood Cliffs, Nj. Schein, E. (1998). Organisational Culture and Leadership, Jossey-Bass, FT/Prentice Hall. Senge, P. (2001). Building Learning Organisations; Sloan Management Review, MIT Sloan School of Management, Cambridge, MA. Simon, H. A. (2000). Models Of Bounded Rationality, MIT Press. Waddell, D. and Sohal, A. S. (1998). Resistance: A Constructive Tool for Change, Management Decision 36/8, MCB University Press.

This academic research paper was published by the Africa Development and Resources Research Institute’s Journal (ADRRI JOURNAL). ADRRI JOURNAL is a double blinded peer reviewed and open access international journal that aims to inspire Africa development through quality applied research. For more information about ADRRI JOURNAL homepage, follow: URL: http://www.journals.adrri.org/

CALL FOR PAPERS ADRRI JOURNAL calls on all prospective authors to submit their research papers for publication. Research papers are accepted all yearly round. You can download the submission guide on the following page: URL: http://www.journals.adrri.org/ ADRRI JOURNAL reviewers are working round the clock to get your research paper published on time and therefore, you are guaranteed of prompt response. All published papers are available online to all readers world over without any financial or any form of barriers and readers are advised to acknowledge ADRRI JOURNAL. All authors can apply for one printed version of the volume on which their manuscript(s) appears.

38