rom the office of the Nassa welfare director-elect(Mr Phle

Module 1

FUNAAB
COLMAS
DEPARTMENT OF ENTREPRENEURIAL
STUDIES ETS 206
2016

From the office of the Nassa welfare director-elect(Mr Phlex)

 Introduction to Entrepreneurship
• Definition of Entrepreneuship- Entrepreneurship
is the act of designing, launching and starting
new businesses, which often start as small
businesses

• Definition of an Entrepreneur- An entrepreneur is

a person who organizes and manages an
enterprise or business with strong initiative and
risk taking skills

From the office of the Nassa welfare director-elect(Mr Phlex)

 Introduction to Entrepreneurship
• The earliest documented use of the word Entrepreneur
in English was in the 17 century. Entrepreneur was
loaned from french and means the act of being able to
lead, be initiative , innovation and engage in new venture
creation.

• Early 17th century Scholars also defined the

entrepreneur as follows

• Joseph Schumpeter defines it as on who engages in the

gale of creative destruction (during negative business
cycles) to replace part or a whole of an inferior offering in
industries, to create a new product and new business

From the office of the Nassa welfare director-elect(Mr Phlex)

 Introduction to Entrepreneurship
• Richard Cantillon also defined an entrepreneur
as a risk taker, who deliberately allocates
resources to exploit opportunities in order to
maximize returns

• Alfred Marshall viewed the entrepreneur as a

multi-tasking capitalist. And states that the
entrepreneur utilizes opportunities of economic
disequllibrium to maximize financial returns

From the office of the Nassa welfare director-elect(Mr Phlex)

 Historical Barriers to
Entrepreneurship
• Historical barriers to Entrepreneurship refers to early
restrictions that prevented people from entrepreneurial
activities.

• a.) The introduction of early guild systems- Guilds

system where tasked with the job of issuing permits to
certain craftsmen to participate in certain trade e.g. the
1908 introduction of the Guild Certificate in Germany
called the Meister Certificate. This ensured that certain
specialized people participated in entrepreneurial
activities. This required people to go into
entrepreneurship after a period of apprenticeship, these
apprentice where trained by the meister certificate
holders

From the office of the Nassa welfare director-elect(Mr Phlex)

 Historical Barriers to
Entrepreneurship
• b.) Introduction of proof of business competence
certificate in 1935 in Germany also restricted the
participation in Business.

• In Nigeria today similar practices apply which

allows apprentices to undertake trade after a
period of apprenticeship and corporate
businesses to be registered by the Corporate
Affairs Commission.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Introduction to Entrepreneurship Management

• Definition- Entrepreneurship management is the process of

managing risk, opportunities, material, human and financial
resources in an organization to meet the defined organizational
goals.
• Advantages of Entrepreneurship Management
• a.) It helps define the goals and objectives of the organization
• b.) Entrepreneurship management helps identify the risk of an
organization with the possibility of avoiding or overcoming them
• c.) Entrepreneurship management helps organizations in identifying
their opportunities for growth
• d.) Good entrepreneurship management helps to harness all
material, finanancial and human resources for organizational growth

From the office of the Nassa welfare director-elect(Mr Phlex)

 Principles of Entrepreneurship
• The Entrepreneur is basically a manager that manages a new business
venture, which usually starts as a small business. The aim of the
entrepreneur is to direct all sources of finance,human resources to
opportunities for growth of the organization. The entrepreneur will be
guided by principles of undertaking

• a.) New venture creation: The entrepreneur is tasked with the responsibility
to create new venture from nothing. Therefore all resources are directed to
new business models for profit making purposes
• b.) Risk taking responsibility : This means that the entrepreneur must be
willing to take calculated risk to improve the fortunes of his or her
organization
• c.) Human resource recruitment- This means that the entrepreneur must be
willing to take the responsibility of identifying competent human resource to
meet the goals of his organization

From the office of the Nassa welfare director-elect(Mr Phlex)

 Principles of Entrepreneurship
• Human resource management: The entrepreneur should
have capability to efficiently manage the staff of the
organization towards meeting the goals of the
organization
• Management of Material and Financial Resources: The
entrepreneur should be able to channel all material and
financial resources towards the growth of the
organization
• Opportunity identification: The enetrepreneur should be
able to identify market opportunities, social needs and
new products that could lead to the growth of his or her
organization

From the office of the Nassa welfare director-elect(Mr Phlex)

 Entrepreneurship and
Principles of Management
• Management in business can be defined as that activity that seeks
to control the efforts of people who work in coordination to
accomplish specific task in an organization.
• Entrepreneuship management are often subsumed into the basic
management concerns. They Include:

• a.) Organizing Concerns- since managers have to coodinate and

organize resources of the firm towards organizational growth

• b.) Leading Concerns: Managers have to provide sound leadership

and direction for their organizations.

• c.) Financial Concerns: Managers have to manage the financial

resources in their organizations.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Entrepreneurship and Principles
of Management
• d.) Staffing concerns: They have the responsibility to hire
experts to meet the organizational goals
• e.) Setting Workers Remuneration: They are also tasked
with the responsibility to set wages for their employees
• f.) Exerting Discipline: They are responsible for exerting
authority and ensuring compliance with organizational
rules and regulation
• g.) Corporate Social Responsibility: They are tasked with
the management of organizational societal relationships
and responsibility of the firm to the public
• h.) Exerting Equitable Treatment: they ensure all staff
and customers are fairly treated.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Characteristics of Good Entrepreneurship Management

• These are the expected qualities of a good

entrepreneur. The entrepreneur must :
• a.) be a good Talent Hunter
• b.) have good risk taking abilities
• c.) be a good manager of human
resources
• d.) be a good multitasking abilities
• e.) have high Charisma and good
motivational skills set

From the office of the Nassa welfare director-elect(Mr Phlex)

 Characteristics of Good Entrepreneurship Management

• f.) have good speaking abilities: Needed to

articulate and drive the goals of the
organization.

• g.) have a strong sense for innovative

capabilities and identification of new
opportunities and ideas

From the office of the Nassa welfare director-elect(Mr Phlex)

 Risk of Bad Entrepreneurial Management
Practices
• a.) Poor communication skill: this could lead to risk in
poor aticulation of the organizational objectives
• b.) poor risking taking skill: this could lead to business
misadventure and losses
• c.) poor human relations skill: this could lead to poor
public image and product management for an
organization
• d.) it col lead to poor multi tasking abilities, costing the
organization time and money
• e.) poor talent acquisition skill: this could lead to poor
human capacity build up leading to a host of
organizational inefficiencies.

From the office of the Nassa welfare director-elect(Mr Phlex)

 end
• end

From the office of the Nassa welfare director-elect(Mr Phlex)

 FUNAAB, COLMAS
DEPARTMENT OF ENTREPRENEURIAL
STUDIES ETS 206 2021

ENTREPRENEURSHIP AND CHANGE

MANAGEMENT

From the office of the Nassa welfare director-elect(Mr Phlex)

 MODULE 2:
INTRODUCTION TO CHANGE
MANAGEMENT

COURSE LECTURER:
DR. D. A. OLADEJO

From the office of the Nassa welfare director-elect(Mr Phlex)

 ENTRY CHARACTERISTICS
• Entrepreneurship is the act of designing,
launching and starting new businesses,
which often start as small businesses

• An entrepreneur is a person who

organizes and manages an enterprise or
business with strong initiative and risk
taking skills

From the office of the Nassa welfare director-elect(Mr Phlex)

 ENTRY CHARACTERISTICS
Joseph Schumpeter defines it as on who
engages in the gale of creative destruction
(during negative business cycles) to
replace part or a whole of an inferior
offering in industries, to create a new
product and new business
• Richard Cantillondefined an entrepreneur
as a risk taker, who deliberately allocates
resources to exploit opportunities in order
tothe
From maximize returns
office of the Nassa welfare director-elect(Mr Phlex)
 ENTRY CHARACTERISTICS
• Alfred Marshall viewed the entrepreneur as a
multi-tasking capitalist. And states that the
entrepreneur utilizes opportunities of economic
disequllibrium to maximize financial returns

From the office of the Nassa welfare director-elect(Mr Phlex)

 ENTRY CHARACTERISTICS
• Historical Barriers to Entrepreneurship
• Entrepreneurship and Principles of
Management
• Characteristics of Good Entrepreneurs
• Risk of Bad Entrepreneurial Management
Practices

From the office of the Nassa welfare director-elect(Mr Phlex)

 LESSON OUTCOMES
At the end of the lesson, students should be
able to:
Define change management in their own
words
List and explain the characteristics of good
change management
Explain Principles of Change management
in relation to organisational management

From the office of the Nassa welfare director-elect(Mr Phlex)

 LESSON OUTCOMES(c0nt’d)
Put forward reasons for change
management
Explain the effect of resistance to change
in Organization
Four main Steps in effectively managing the
organizational change process

From the office of the Nassa welfare director-elect(Mr Phlex)

 LESSON OUTCOMES(c0nt’d)
Risks of not responding to change

From the office of the Nassa welfare director-elect(Mr Phlex)

 Definition of Change

Definition of Change –

Change is a transition from one state to

another by an entity.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Definition of change management
• Definition of change management- change
management is the approach to transitioning
individuals, teams, and organizations to
re-direct the use of resources, business
process, budget allocations etc to significantly
reshape a company or organization

From the office of the Nassa welfare director-elect(Mr Phlex)

 Definition of organizational change
management

organizational change management is the

approach of transitioning the individual, teams,
units, organizational process, budget allocation
etc of the full organization to suit its present
needs.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Characteristics of good change
management
• These are the signs that change in an
organization is well managed or features
associated with good change
management
• a.) change is well managed if all
stakeholders are well informed, support
and realize the need for the changes
• b.) Change is well managed if the steps
involved in the process are well defined
• c.) change is well managed if a clear
definition of the magnitude of the change
is the office
From well of the
understood and effected
Nassa welfare director-elect(Mr Phlex)
 Characteristics of good change
management (cont’d)
d.) Change is well managed if it is driven
more by extrinsic factors rather than
instrinsic

e.) Change is well managed if cost

associated with the change process follow
the minimum best path to realization
thereby reducing cost for the organization
f.) change is well managed if it improves
overall efficiency of the organization and
its strength to compete with its peers
From the office of the Nassa welfare director-elect(Mr Phlex)
 Principles of Change
management
These are the guidelines that guide the change
management process in an organization. They
include:
• a.) Change management process should
evolve from a detailed and scholarly study of
the organization where it is to be implemented
• b.) Change management process should begin
with a systematic diagnosis of what the
problem of the organization is in order to
determine the need for change and the
organizations capacity for change
From the office of the Nassa welfare director-elect(Mr Phlex)
 Principles of Change
management (contd)
c.) Change management process must be
guided by a management plan that should
specify the objective of the change
process, the content of the change
process and the steps involved in the
change process itself.
d.) The change management process
should be well marketed or communicated
to staff, customers and stakeholders of the
organization to keep all members of the
organization informed about the process
e.) A definite time line for the process should
From the office of the Nassa welfare director-elect(Mr Phlex)
be set and strictly adhered to.
 Reasons for organizational
change
some of the reasons for
organization change are also the
reasons for change in general,
they include-
a.) to make the organization more
efficient
b.) to make the organization more
focused
c.) to strategically position the
From the office of the Nassa
organization forwelfare
future director-elect(Mr
challenges Phlex)
 Reasons for organizational
change(contd)
d.) to attract attention and capacity to the
organization to enable it to perform

e.) to attain equilibrium or stability for the

organization

f.) to adapt to business environment challenges

g.) to adjust to globalization and changes in

innovation and technology
From the office of the Nassa welfare director-elect(Mr Phlex)
 Resistance to Change in Organization

• a.) Cost of change - since change is expensive

if not in cost it could be in kind
• b.) the leisure of maintaining status quo or
what is called inertia. Inertia is the reluctance
to part with current circumstance
• c.) Resistance from employees of the
organization

From the office of the Nassa welfare director-elect(Mr Phlex)

 Resistance to Change in
Organization (contd)
d.) Questions from and possible loss of
some customers who might already be
accustomed with old organizational
practices about to be done away with
e.) Fear - e.g. fear of loss of the share and
fear of loss of vital employees

From the office of the Nassa welfare director-elect(Mr Phlex)

 Four Steps in effectively managing the
organizational change process
These include:
a.) A thorough understanding of the
changes in the broader business
environment will create a sense of
the magnitude of change needed
internally

From the office of the Nassa welfare director-elect(Mr Phlex)

 Four Steps in effectively managing the organizational
change process(contd)

b.) Developing the necessary steps and

adjustment to be carried out by the
organization that is to undergo the change
process

From the office of the Nassa welfare director-elect(Mr Phlex)

 Four Steps in effectively managing
the organizational change
process(cont’d)
c.) Enlightening and training of employees to
understand and master the new direction
of change that the organization is about to
follow
d) Winning the support of the employees of
the organization through persuation to
follow thorugh with the change

From the office of the Nassa welfare director-elect(Mr Phlex)

 Factors necessary for good
change management-
These include:
a.) The degree of change to be
effected must be measurable
b.) The change to be effected must
be monitorable e.g. for
decrepancies of cost, role and
department status and roles

From the office of the Nassa welfare director-elect(Mr Phlex)

 Factors necessary for good
change management(cont’d)
c.) Effective communication is vital, it should be
ensured that all organization stake holders are
carried along
d.) Resistance from employees should be
addressed and countered with logical
arguments
e.) capacity to manage change must be identified
and ascertained before embarking on the
change.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Risks of not responding to change

There exist several risks of not responding to change

some include

a.) continous poor performance of organizations

maintaining old operating practices

b.) Loss of local and global relevance due to the loss of

efficiency and quality

From the office of the Nassa welfare director-elect(Mr Phlex)

 Risks of not responding to
change (cont’d)
c.) Loss of revenue due to poor perfomance of
product and services in the market
d.) Poor utilization of organizational resources
leading to redundancy and wastages in
production
e.) poor technology and innovation utilization
due to non changing attitude in the operation
processes
f,) likelihood of organization folding up and
going into extinction

From the office of the Nassa welfare director-elect(Mr Phlex)

 Module 3- Organizational
management Strategies

Department of
Entrepreneurial Studies ETS
206 funaab

From the office of the Nassa welfare director-elect(Mr Phlex)

 Module 3
• Module 3- Organizational management
Strategies
• Definition of organizational Strategies
• Link between Strategies and management in
organizations.
• Theories of Strategies
• Methods of developing good organizational
strategies
• Methods of application of organizational
strategies to organizational problems.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Definition of organizational Strategies

• organizational Strategies-
• Strategy is a comprehensive plan for achieving
competitive advantage.

• Organizational strategies is an organizations

comprehensive plan for achieving dominance over
its peers
• Organizations use different types of strategies
they include-
• a.) corporate, b.) business, c.) functional strategies
d.) Growth strategies e.) cooperative f.) global
and g.) e-business strategies etc

From the office of the Nassa welfare director-elect(Mr Phlex)

 Types of Organizational strategies

• Global Strategies - These are global

business initiatives adopted by businesses
or organizations that improves their
overall performance .

• Cooperative strategies- These are strategic

alliances with other organizations.

• E businres strategies- These are the use of

the internet and other electronic sources
to improve business performances

From the office of the Nassa welfare director-elect(Mr Phlex)

 Types of Organizational strategies

• corporate strategies- These are strategies that

emanate from the management of the
organization as a result of management decisions
and gives the organization strategic advantage
over other organizations in the markets
• busines strategies- These are strategies arising
from business practices and brand quality that
often improve the performance of the
organization as a whole.
• functional strategies- These are strategies that
are based on the functional operations of the
organization such as logistics delivery process or
customer feedback process that improves the
performance of the organization.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Organizational Management

• organizational management is the act of

planning and utilizing organization
resources to improve organizational
performance.

• Organizational strategies often act as a

means for making organizational
management more effective by specifically
channeling management efforts towards
the goals and objectives of the
organization.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Link between Strategies and management in
organizations

• The link between strategies and

management in organization often leads
us to the study of strategic management.

• strategic management is the process of

formulating and implementing
organization strategies in line with the
mission and objectives of the organization.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Link between Strategies and management
in organizations

strategic management therefore takes place

in two stages
a.) strategic formulation - this is the
process of creating strategies
b.) strategic implementation - this is the
process of putting strategies into action
therefore strategic management = strategic
formulation + stategic implementation

From the office of the Nassa welfare director-elect(Mr Phlex)

 The Strategic Management Process

From the office of the Nassa welfare director-elect(Mr Phlex)

 Strategic Formulation Process

• The strategic formulation process

considers the organization mission
statement, which clearly defines the
direction of the organization

• the organizational operating objectives

which outlines what is to be achieved and
how they will be achieved.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Strategic Implementation Process

• Strategic Implementation Process -

this evaluates the management,
systems, practices and leadership
strategies for implementing the goals

• And explores the expected results

from each adopted strategy to
choose the most optimal strategies
that will yield the best results.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Strategic Management
Theories
• SWOT Analysis
• SWOT analysis is a tool used in strategic
planning to determine the current status
of the organization.
• Internal assessment of the organizational
strengths and weaknesses
• External assessment of environmental
opportunities and threats

From the office of the Nassa welfare director-elect(Mr Phlex)

 SWOT Analysis

From the office of the Nassa welfare director-elect(Mr Phlex)

 Porter Five Forces Analysis

From the office of the Nassa welfare director-elect(Mr Phlex)

 Porter Five Forces Analysis
• Porter’s five forces provide an opportunity
to evaluate the attractiveness of an
industry for investment.
• Unattractive industry
intense rivalry, easy entry, substitute
products, powerful suppliers and
customers
• Attractive industry
low rivalry, barriers to entry, few or no
substitute products, weak supplier and
customer power

From the office of the Nassa welfare director-elect(Mr Phlex)

 Porter’s Competitive Strategies

• Porter’s Competitive Strategies - these are strategies

recommended by Porter for effective competitive
advantage in organizations. They include :
• Differentiation Strategy
• Offers products and services that are uniquely different
from the competition.
• Focused Differentiation Strategy
• offers a unique product to a special market segment.
• Cost Leadership Strategy
• Seeks to operate at lower costs than competitors.
• Focused Cost Leadership Strategy
• uses cost leadership and target needs of a special market.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Methods of developing good organizational
strategies
• they include:

• a.) Evaluating the missions and objective of the

organization
• b.) formulating the strategies based on the
missions and objectives of the organization.
• c.) Evaluating the management strategies in
running the organization to ensure that the
formulated strategies align with them
• d.) weigh the possible outcome of the formulated
strategies in different scenerios
• e.) Choose the best set of strategies that will
achieve optimal results for the organization.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Entrepreneurship and Change Management

Module 4- Managing Organizational Change

Department of Entrepreneurial
Studies ETS 206 COLMAS
Federal University of Agriculture
Abeokuta

© funaab ets 1

From the office of the Nassa welfare director-elect(Mr Phlex)

 Module 4

• Module 4- managing organizational Change

• Why organizations often fail?
• Why organizations need change?
• Value creation and introduction of change
strategies
• Methods of Implementing change strategies in
modern day organizations
• How to manage change and retain organizational
identity
2

From the office of the Nassa welfare director-elect(Mr Phlex)

 Module 4
Managing Organizational change
Organization change if not well managed, could lead to problems in
Organizations. The process of the effective management of
organization change be a wholistic approach such that, it will be goal
and vision driven.
In order to achieve this certain questions often asked include:
a.) Why do organizations need to effect change? b.) Why do
organizations often fail? c.) What value can be added to
organizational efforts to promote performance? d.) What methods
can be used in modern day organizations to promote change? e.)
How can an organization be restructured or reformed without the
organization losing it's original identity?

From the office of the Nassa welfare director-elect(Mr Phlex)

 Why do organizations often fail?
• in this case we ask the question why organizations
fail or perform below expectations
• Some of the reasons for organizationational failure
include:
• a.) Short term planning -
• b.) Risk Hiding-
• c.) Misallocation of resources-
• d.) Poor delegation of authority-
• e.)poor allocation talents-
4

From the office of the Nassa welfare director-elect(Mr Phlex)

 Why do organizations often fail?

• short planning- short term planning of organizations

often stress out employees with high target levels making
many employees to result to unethical practices which
could affect organizational performances. Ways through
which this can affect organizational performance include
• a.) fines on the organization for unethical practices b.)
poor foundation building which affects ability to
adequately compete in the future c.) poor strategies
often developed in a hurry due to short term plans
• d.) lack of synergy- short term plans often lack strength,
coordination and adequate focus to meet needed goals

From the office of the Nassa welfare director-elect(Mr Phlex)

 Why do organizations often fail?
• Risk hiding- This is actually the act of overlooking
pressing concerns and shortcomings that can lead
to failure in organizations some of these
shortcomings include-
• a.) mounting losses
• b.) poor performing products
• c.) production lapses such as inefficient machinery
• d.) poor management team
6

From the office of the Nassa welfare director-elect(Mr Phlex)

 Why do organizations often fail?

• Misallocation of resources- this is a situation where resources are

not efficiently allocated across the sections or departments in an
organization. This can lead to the following
• a.) Poor output production i.e. less that would have been
produced
• b.) losses in the use of raw materials
• c.) poor brands and ability of brands to compete with
alternatives offered by other organizations
• d.) Cost build up and revenue shinkage
• e.) poor market penetration due to low competing ability of
products

From the office of the Nassa welfare director-elect(Mr Phlex)

 Why do organizations often fail?
• Poor delegation of authority- This is the delegation of authority
to either inefficient line managers or picking incompetent people
to head strategic operations in organizations.Poor delegation of
authority can lead to the following-
• a.) inability to centralize operations to target specific goals b.)
poor execution of organizational directives c.) appointment
incompetent line managers who lack ability to drive
organizational goals across department d.) poor reporting of
organizational bottom operations in an adequate manner to top
level management e.) gradually failure and operational
inefficiency leading to poor organtional performance
8

From the office of the Nassa welfare director-elect(Mr Phlex)

 Why do organizations often fail?
• poor allocation talents- poor allocation of talent of the poor
deployment of competent human resource capabilities of an
organization across the departments in the organization. some
problems with poor organization talent allocation include:
• a.) poor contributions of human resources or employees across
departments in organization
• b.) leads to systematic hiccups in work output targets leading to
time delays
• c.) affects the quality of the organizations brand and service
delivery
• d.) It leads to cost build up since internal operations that will
have otherwise be handled might be outsourced since time is
money
9

From the office of the Nassa welfare director-elect(Mr Phlex)

 Why organizations need change?

• a.) to build a stronger organizational culture

• b.) to improve employee work attitude
• c.) to manage an impeding or ongoing crises
• d.) to keep abreast with technological advancement
• e.) due to new government legislation that affects business
• f.) to take on new market opportunities
• g.) to improve competing abilities
• h.) to reduce bloated cost

10

From the office of the Nassa welfare director-elect(Mr Phlex)

 Value creation and introduction of
change strategies
• Value creation and introduction of change strategies
• One of the factors that organization change aims to
drive is to create additional value for the organization
either through the improvement of its operations and
the quality of its products to satisfy its customers and
retain their loyalty.

• Change strategies are only strategies of organizational

change that help oragnizations improve operational
efficiency as well as product quality so as to enable
organizations meet with their visions and objectives
11

From the office of the Nassa welfare director-elect(Mr Phlex)

 Value creation and introduction of
change strategies
• value creation is the primary aim of any business organization.
The reason for this is that it helps organizations sell products
and services to customers and help the organization make
money to pay shareholders , handle operational cost and pay
employees.
• Advantages of value creation a.) improves operational
efficiency (cuuting cost) b.) reduces marketing drive since
products are competitive c.) improves revenue base of the
organization d.)improves the social image of the organization

12

From the office of the Nassa welfare director-elect(Mr Phlex)

 change strategies
• Change strategies are strategies utilized to effect change to
improve value creation in organizations. Change strategies
include:
• a.) Downsizing operations
• b.) cost trade offs
• c.) management shakeups
• d.) product rebranding
• e.) employee training and redeployment
• f.) vision and mission reduction
• g.) radical innovation and new product introduction
• h.) Social image reposition and identity retention

13

From the office of the Nassa welfare director-elect(Mr Phlex)

 Methods of Implementing change
strategies in modern day organizations

• a.) Sectoral or departmental studies of organizational weakness

b.) wholistic overview of organizational weaknesses c.) Review of
mission and vision and their reduction and refocusing d.)
employee reorientation e.)product or service delivery evaluation
f.) gradual organization reform in case of minimal organization
weakenesses g.) total skakeup and total restructuring in case of
significant non performance h.) Organizational breakup or
merger in case of near case fail or shut down i.) Sectorial sell
off or total sell off in cases of non redeemable loss level to set up
a smaller and more robust business
14

From the office of the Nassa welfare director-elect(Mr Phlex)

 How to manage change and retain
organizational identity
• This describes how organization can manage
change and retain their organizational identity.
Retaining organizational identity is often of
paramaount concern to organizations and one
that many organizations are not likely to achieve
in times of crisis or in a period where the concern
to improve efficiency and create value is upper-
most in the goals of the organization.

15

From the office of the Nassa welfare director-elect(Mr Phlex)

 How to manage change and retain
organizational identity
• Some specific methods of managing change and retaining
organization identity include:
• a.) product brand name retention b.) organization name
retention c.) effective communication with customers on
new value addition and joint venture operations with
other organizations d.) brand name adjustments should
have a feel of the previous brand name (e.g. coca cola can
adjust to coca cola plus) e.) in case of Mergers
organization should include a noticeable part of previous
name e.g elephant cement when bought by larfage
retained the name and included larfarge (e.g. larfarge
elephant cement)
16

From the office of the Nassa welfare director-elect(Mr Phlex)

 Module 5 - People
Management 1
FUNAAB, COLMAS
DEPARTMENT OF ENTREPRENEURIAL STUDIES ETS 206
2016

From the office of the Nassa welfare director-elect(Mr Phlex)

Module 5 - People Management I
• Module 5 - People Management I
• Role of Human Resources in Organizational growth
• Managing change among organization resource persons
• Overcoming resistance to change
• Redefining individual role in organizations
• Redefining organization role in the society

From the office of the Nassa welfare director-elect(Mr Phlex)

 Role of Human Resources in Organizational growth

• Employees are asset to any business organization.

• A key to maintaining organizational growth is through the implementation
of the organizations ethics, objectives and goals
• Organizational growth is the improvement in output and maintenance of
organizational well being in general such as
• a.) Employee satisfaction and retention b.) Public image maintenance and
revenue growth c.)revenue growth d.)skill acquisition and application d.)
product development e.) market development and growth
• Human resource in organization bring skill, effort and drive towards the
relization of organizational goals and objectives if well managed.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Role of Human Resources in Organizational growth

• Some of the role of human resources in organization growth include

• a.) Product drive
• b.) Market facilitation
• c.) organizational Information reporting to management
• d) Market information reporting
• e.) Product information reporting
• f.) Utilization of organizational facilities as required to meet organizational
objectives

From the office of the Nassa welfare director-elect(Mr Phlex)

 Human resource Management
• Human resources management (HRM) is a management function concerned with hiring, motivating and maintaining people in an
organization. It focuses on people in organizations. Human resource management is designing management systems to ensure
that human talent is used effectively and efficiently.

• HRM is also the personnel function which is concerned with procurement, development, compensation, integration and
maintenance of the personnel of an organization for the purpose of contributing towards the accomplishments of the
organization’s objectives.

• According to the Invancevich and Glueck, “HRM is concerned with the most effective use of people
• to achieve organizational and individual goals. It is the way of managing people at work, so that they give
• their best to the organization”.

• According to Dessler (2008) the policies and practices involved in carrying out the “people” or human
• resource aspects of a management position, including recruiting, screening, training, rewarding, and
• appraising comprises of HRM.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Scope of Human Resource Management

• Human Resource Planning

• Design of the Organization and Job
• Selection and Staffing
• Training and Development
• Organizational Development
• Compensation and Benefits
• Employee Assistance
• Union/Labour Relations
• Personnel Research and Information System

From the office of the Nassa welfare director-elect(Mr Phlex)

 Scope of Human Resource Management

• a) Human Resource Planning: The objective of HR Planning is to ensure that the organization has
the right types of persons at the right time at the right place. It prepares human resources inventory
with a view to assess present and future needs, availability and possible shortages in human resource.
Thereupon, HR Planning forecast demand and supplies and identify sources of selection. HR
Planning develops strategies both long-term and short-term, to meet the man-power requirement.

b) Design of Organization and Job: This is the task of laying down organization structure, authority,
relationship and responsibilities. This will also mean definition of work contents for each position
in the organization. This is done by “job description”. Another important step is “Job specification”.
Job specification identifies the attributes of persons who will be most suitable for each job which

From the office of the Nassa welfare director-elect(Mr Phlex)

 Scope of Human Resource Management

• c) Selection and Staffing: This is the process of recruitment and selection of staff. This
involves matching people and their expectations with which the job specifications and
career path available within the organization.

• d) Training and Development: This involves an organized attempt to find out training
needs of the individuals to meet the knowledge and skill which is needed not only to
perform current job but also to fulfil the future needs of the organization.

• e) Organizational Development: This is an important aspect whereby “Synergetic effect” is

generated in an organization i.e. healthy interpersonal and inter-group relationship within
the organization.

From the office of the Nassa welfare director-elect(Mr Phlex)

 Scope of Human Resource Management

• f) Compensation and Benefits: This is the area of wages and salaries

administration where wagesand compensations are fixed scientifically to meet
fairness and equity criteria. In addition labour welfare measures are involved
which include benefits and services.
• g) Employee Assistance: Each employee is unique in character, personality,
expectation andtemperament. By and large each one of them faces problems
everyday. Some are personal someare official. In their case he or she remains
worried. Such worries must be removed to make himor her more productive and
happy.
• h) Union-Labour Relations: Healthy Industrial and Labour relations are very
important for enhancing peace and productivity in an organization. This is one of
the areas of HRM.

From the office of the Nassa welfare director-elect(Mr Phlex)

Managing change among organization resource persons

• In managing

From the office of the Nassa welfare director-elect(Mr Phlex)

Overcoming resistance to change

From the office of the Nassa welfare director-elect(Mr Phlex)

Redefining individual role in organizations

From the office of the Nassa welfare director-elect(Mr Phlex)

Redefining organization role in the society

From the office of the Nassa welfare director-elect(Mr Phlex)

 Module 6 - People
Management 2
FUNAAB, COLMAS
DEPARTMENT OF ENTREPRENEURIAL STUDIES ETS 206
2016

From the office of the Nassa welfare director-elect(Mr Phlex)

Module 6- People Management 2

• On this module the following will be discussed

• a.)Human resource and organizational innovation
• b.) Entrepreneurial innovation management and human
resource development
• c.) Human resource platform for innovation growth and product
development
• d.) Market entry, people management and product success

From the office of the Nassa welfare director-elect(Mr Phlex)

Human resource and Organizational
Innovation
• As stated earlier human resource comprise of all skilled and unskilled
labour accessible to an organization overtime

• Organizational innovation is the level of technology initiative at the

disposal of an organization over a specified time, in this case
innovation could be
• a.) A set of methodology for carrying out a task
• b.) A well ordered plan that can be used in realization of a job function
• c.) Some form of technology that is utilized by an organization in the
realization of its task

From the office of the Nassa welfare director-elect(Mr Phlex)

Organizational Skill and Productivity
• Organizational Innovation is a subjective way of improving the
overall productivity of an organization using some form of
technology or set of methodology
• skilled labour often determine the extent to which an
organization can drive productivity using technology and
innovation.

• This is true since people often have to utilize technology to

expand productive capabilities in organizations and in many
instances these have to be skilled workers

From the office of the Nassa welfare director-elect(Mr Phlex)

Organizational Skill and Productivity
• Advanatages of Skilled labour on Productivity and output include
• a.) It reduces cost of training new personnel on learning to use new technology and adaptation to new
technology
• b.) Saves time in the technology change and transformation process in organizations
• c.)Helps the organization to leverage on its production efficiency and competitive ability in its operating
environment
• d.) Skilled and up to date personnel often draw the attention of the management of organizations to new
developments in technology yet to be acquired and utilized
• e.) Reduces the length of production time since use of technology by skilled workers increases speed in
production
• f.) Cuts down on wastages particularly of raw materials since machines are often more efficient than man

From the office of the Nassa welfare director-elect(Mr Phlex)

Entrepreneurial Innovation management and human resource
development
Managing innovation in organizations often mean that firms have
to invest in research and development. This often cost lots of
money.
For an organization to be able to manage innovation a research
and development department (R&D Department) unit could do
the following:
i.) If the organization is a production firm, it could research into
new methodologies of carrying out specific tasks in its production
process

From the office of the Nassa welfare director-elect(Mr Phlex)

Entrepreneurial Innovation management and human
resource development
• ii.) It can decide on which innovations to generate internally or
acquire externally based on reports of its R&D Department.
• iii.) The branding process of a new product could mean that a
firm could invest in the brand design. This can also be carried
out by the R&D department in order to produce a generally
successful product.
• iv.) A path to improvement of existing products or innovation
can be designed in the R&D Department through collection of
feedback from the organizations feedback channels

From the office of the Nassa welfare director-elect(Mr Phlex)

Human resource Platforms for innovation growth and
Product development
• The R&D department are often present in large organizations
for driving innovation growth and new product development.

• However smaller organizations can outsource this to R&D

consulting firms or consultants to save cost.
•
• To sustain R&D policies, Human resource platforms have to be
created in many organizations to drive growth, innovation and
product development in general

From the office of the Nassa welfare director-elect(Mr Phlex)

Entrepreneurial Innovation management and human
resource development
• a.) Some of these platforms include: a.) Internal training platforms. This is common to large
organizations where inhouse training is available.
• b.) External professional training: This is often an external technical training available to
enable personnel acquire trade certificates to practice e.g. guilds certicates or the full trade
certificate for technicians
• c.) Study exemption programmes: This allows workers to go away for some years to
acquire a college degree but this occurs after serving the organiztion for some specified
period.
• d.) Product design training feedback work: This is often conducted in house. This is different
from inhouse training since it takes a different dimension because product test has to be
conducted externally in the field or some form of external market pre product test.

From the office of the Nassa welfare director-elect(Mr Phlex)

Market Entry, Peoples Management and
Product Success
Human resource training, remuneration and maintaining staff
morale are key to sustaining organizational market advantage
against competitors.

Managing both personnel and customers as well as getting good

product approval rating

From the office of the Nassa welfare director-elect(Mr Phlex)

Market Entry, Peoples Management and
Product Success
Some Importance of skilled personnel on organizational performance and product success
include

a.) The skill of personnel reflects on product quality

b.) Personnel skill improves product appeal, since presence of highly skilled personnel often
means the product is well researched and design to meet customers taste
c.) The presence of skill personnel reduces the number of defective products in the
production process increasing the reliability to product to a high degree
d.) If there exist an already competitive market skilled personnel enables an organization
produce products that can compete in such competitive markets

From the office of the Nassa welfare director-elect(Mr Phlex)

 Module 7 - Organiztional
Goals and Management
FUNAAB, COLMAS
DEPARTMENT OF ENTREPRENEURIAL STUDIES ETS 206
2016

From the office of the Nassa welfare director-elect(Mr Phlex)

Content
• Definition of the Concepts of Goals
• Defintion of organizational Goals
• Link between organizational success and organizational goals
• How to develope robust goals

From the office of the Nassa welfare director-elect(Mr Phlex)

Definition of Goals, Types, Advantages and
Disadvantages
• Definition of Goal: A goal is a desired result or outcome of an event

• Organizational goals is the desired results or outcome that an

organization envisions, and plans to commit to and achieve over a
period of time

• Types of Goals
• a.) Short term goals b.) Long term goals
• Short term goals are the vision that an organization envisions over a
short period of time. Examples of short term goals are weekly, monthly
or yearly goals

From the office of the Nassa welfare director-elect(Mr Phlex)

Definition of Goals, Types, Advantages and
Disadvantages
• Advantages of short term goals
• 1.) They are usually simpler than long term goals
• 2.) They are often more effective in driving on the short term
efforts by an organization
• 3.) They are less costly than long term goals
• 4.) They are less likely to be affected by sudden environmental
changes and conditions
• 5.) They are usually easily reviewable, since they require less
resource and are often temporal, in cases where there are
major challenges with realizing the plan

From the office of the Nassa welfare director-elect(Mr Phlex)

Definition of Goals, Types, Advantages and
Disadvantages
• Disadvantages of short term goals
• 1.) They plague organizations with the need to review goals once the
period for goal implementation expires
• 2.) They might not help to provide concrete framework for sound
organization building since they are for limited periods
• 3.) It might lead to wastages on the longrun making them a penny wise
pound foolish goal setting arrangement
• 4.) Short term goals could have far reaching effects on organizational
planning resources since the organization has to assemble a team to
present a new goal once a plan expires distracting attention from
implementation

From the office of the Nassa welfare director-elect(Mr Phlex)

Definition of Goals, Types, Advantages and
Disadvantages
• Long Term Goals: These are plans that an organization envisions over a long period of time
• Examples of long term goals
• a.) Five year goal plan b.) 15 year goal plan c.) Twenty five year goal plan
• Advantages of long term goals
• a.) They are more concrete and robust than short term goals
• b.) They often produce higher returns for an organization if well planned
• c.) Investors in an organization are more comfortable with such organizations since there is
a fixed direction there is no sudden change in organizational goals
• d.) They are more effective in driving longterm organizational efforts

From the office of the Nassa welfare director-elect(Mr Phlex)

Definition of Goals, Types, Advantages and
Disadvantages
• Disadvantages of Long term goals
• a.) They are costlier to achieve
• b.) They are not easily adjustable due to sudden changes in
environmental conditions
• c.) If poorly projected it might not be easily realizable and have
negative effect on organizational resources
• d.) They are more complex due to the detailed enumerations
and requirements of such goals

From the office of the Nassa welfare director-elect(Mr Phlex)

Link Between Organizational Goals and
Success
• Organizational Success as defined earlier is the measure of positive
performance of an organization.

• Therefore the total performance of an organization is a set of all its

successes and failures.

• performance = (+ success)+(-failure)

• The relationship between organizational goals and success is that

goals been a plan and vision of an organization helps the organization
project itself for maximum success.

From the office of the Nassa welfare director-elect(Mr Phlex)

Link Between Organizational Goals and
Success
• Some of the link or relationship between goals and success are:
• a.) Goal helps redirect all organizational efforts towards optimality reducing wastages
• b.) Goals help direct organizational efforts only to specifics of an organizations visions
preventing divergent drive in efforts
• c.) Goals specify organizational norms and ethics thereby helping organizations ensure
standards
• d.) Goals assist organizations in improving the quality of services and goods produced in
relation to those of its competitors giving the organization a competitive advantage or
edge over its peers
• e.) Goals often help organizations make future projection or targets enabling
organizations to have a vision of an expected outcome of positive performance for the
firm

From the office of the Nassa welfare director-elect(Mr Phlex)

How to Develop Robust Organizational Goals
• Some factors an organization may wish to consider, they
include:
• a.) In developing goals an organization should consider its
immediate responsibility to its customers
• b.) It should consider what image it wishes to project
• c.) It should consider its operating environment so that goals set
should allow compete and have an edge over its rivals
• d.) Goals should be realistics and achievable

From the office of the Nassa welfare director-elect(Mr Phlex)

 Entrepreneurship and Change Management

Module 8- - Theories of Change Management

Department of Entrepreneurial Studies ETS 206 COLMAS

Federal University of Agriculture Abeokuta

From the office of the Nassa welfare director-elect(Mr Phlex)

 Contents
• Module 8
• - Theories of Change Management
• Introduction to the thoeries of change management
• Applications of Theories of change management to organization
development
• Comparisons of different change theories in strategically
engineering the change process in an organization

From the office of the Nassa welfare director-elect(Mr Phlex)

Introduction to the thoeries of change management

• These are theories that help define the way change should take
place in organizations.
• They include
• a.) Psychological Contract Theory
• b.) Nudge Theory
• c.) The John P. Kotter eight step change theory
• d.) The Elisabeth Kubler - Ross's Five Stages of Grief theory
• e.) The Sharon Drew Morgens Facilitation Model

From the office of the Nassa welfare director-elect(Mr Phlex)

 Psychological Contract Theory
• Psychological Contract Theory - This helps to explain the complex
relationship between an organization and its employee. It emerged in the
1960 and is based on the works of theorist like Chris Argyris and Edgar
Schein.

• It focus on the
• a.) nature of relationship between the emplyee and organization
• b.) the mutual expectations between the employee input and
organizaiozations output
• c.) the fairness of the employer or organization to its employees
• d.) it shows that the relationship between the organization and employee is
dynamic and a situation that changes relative to employee remuneration
and organization output.
From the office of the Nassa welfare director-elect(Mr Phlex)
 Nudge Theory
• The Nudge theory- is a modern and more flexible way of understanding
change in organiztion. It became popular in the US in the 2008.
• It focus on
• a.) Understanding of how people think,make decision and behave in
organizations
• b.) managing change in individuals and organizations
• c.) modifying and identifying unhelpful influences on individuals in
organizations
• d.) It encourages indirect motivation of employees in organiztions
• e.) it avoids direct enforcement of organization policies or forceful
enforcement of policies
• f.) it accepts that people are different and need diferent approach to lead
them
From the office of the Nassa welfare director-elect(Mr Phlex)
• g.) It is a soft and gentle way of enforce change in organization
 The John P. Kotter eight step change theory

• John P. Kotter is a Harvard professor who postulated the Kotter eight step change theory. His
ideas help in understanding the pressures of change on people and peoples reaction to
change. It states that change should be achieved through the following steps
• a.) Increase urgency - i.e. through inspiring people to embark on specific change
• b.) Build the guiding team- that is a team to direct the change process
• c.) get the vision right- get this team to understan the right vision
• d.) communicate for buy in- persuade people to join the change train
• e.) empower action- remove barriers for the empowerment of the change
• f.) create short term wins- set goals within the change process that can be acived in stages to
encourage the team and employees
• g.) dont let up or give up- promote persistence and a no quiting spirit
• h.) Make the change stick- the change should be reinforced through through training and
reminding the team of the goals of the change process

From the office of the Nassa welfare director-elect(Mr Phlex)

 The Sharon Drew Morgens Facilitation Model

• The Sharon Drew Morgens Facilitation Model- This is use in the process of facilitating change
in organizations. It emphasis how change can be facilited in organization through effective
communication - these include

• a.) enabling communication instead of Tender push or persuation - this invloves presenting the
change process through interaction instaed of a mild manner and encouraging employees to
change
• b.) communicating employees to buy in- this involves making employees believe in the change
through communication of change rahter than convincing
• c.) rather than Persuade allow employees to see a superior alternative
• d.) let final decision to join the change crew rest with the employee do not unduly influence.

• It is many a times not feasible it is only useful in buying and selling where the seller has no
authority over the buyer.

From the office of the Nassa welfare director-elect(Mr Phlex)

 The Elisabeth Kubler - Ross's Five
Stages of Grief theory
• The Elisabeth Kubler - Ross's Five Stages of Grief theory refers
to refers to the management of change and loss. These include
personal loss like bereavement and trauma.

• The five stages of losses management include

• a.) Denial management b.) anger management c.) bargaining
management d.) depression management e.) acceptance
management
• It belives that the loss process forces humans into the the cycle of
denial, anger, bargaining, depression and finally acceptance of
the status quo.
From the office of the Nassa welfare director-elect(Mr Phlex)
Applications of Theories of change management to organization
development

• The psychological contract change theory has stronger positive

consequences on organizational change outcome
• this is because
• a.) It defines the relationship between the organization and employee and
states that the employee joins the organization to help the organization
meet its goal for which the employee is rewarded
• b.) And that the reward must be conmeasurate to the employees effort
• c.) That fairness to the employee is the responsibility of the organization
• d.) Helping the organization meet its goal is the responsibilities of the
employee
• e.) And that the relationship may change subject to what ever party's input
and level of adherence to its obligations.
From the office of the Nassa welfare director-elect(Mr Phlex)
Applications of Theories of change
management to organization
development
• Other theories though applicable are only rudimental
• for instance the nugde theory only shows how change should
be implemented and an alternative non forceful way of
implementing change. It however does not emphasis the
responsibilities of the parties
• The Elizabeth Kubler - Ross theory shows how individual
change is managed and is applicable to individuals in the
organization

From the office of the Nassa welfare director-elect(Mr Phlex)

Quizz
• 1. Explain five factor responsible for the resistance to change
• 2. Explain five reasons for organizational failure

From the office of the Nassa welfare director-elect(Mr Phlex)

From the office of the Nassa welfare director-elect(Mr Phlex)
 FUNAAB, COLMAS
DEPARTMENT OF ENTREPRENEURIAL
STUDIES ETS 206 2021

ENTREPRENEURSHIP AND CHANGE

MANAGEMENT

From the office of the Nassa welfare director-elect(Mr Phlex)

 MODULE 8:

THEORIES OF CHANGE MANAGEMENT

COURSE LECTURER:
DR. D. A. OLADEJO

From the office of the Nassa welfare director-elect(Mr Phlex)

 ENTRY CHARACTERISTICS
• You have beeen taken through what the
concept “Entrepreneurship’ stands for.
You would remember that it is the act of
designing, launching and starting new
businesses, which often start as small
businesses
• Also, an entrepreneur has been
considered is a person who organizes and
manages an enterprise or business with
strong initiative and risk taking skills
From the office of the Nassa welfare director-elect(Mr Phlex)
 ENTRY CHARACTERISTICS
• Historical Barriers to Entrepreneurship
• Entrepreneurship and Principles of
Management
• Characteristics of Good Entrepreneurs
• Risk of Bad Entrepreneurial Management
Practices

From the office of the Nassa welfare director-elect(Mr Phlex)

 ENTRY CHARACTERISTICS
.Also, you have clear understanding of
different concepts and constructs such
as:
Entrepreneurship And Change
Management
Organizational Management Strategies
Managing Organizational Change
People Management
Organiztional Goals and Management
From the office of the Nassa welfare director-elect(Mr Phlex)
 LESSON OUTCOMES
At the end of this module, students will have
a distinct understanding of:
The meaning of theory
Importance of change management theory
Theories of Change Management
Introduction to the thoeries of change
management

From the office of the Nassa welfare director-elect(Mr Phlex)

 LESSON OUTCOMES
Applications of Theories of change
management to organization development
Comparisons of different change theories

From the office of the Nassa welfare director-elect(Mr Phlex)

From the office of the Nassa welfare director-elect(Mr Phlex)
From the office of the Nassa welfare director-elect(Mr Phlex)
From the office of the Nassa welfare director-elect(Mr Phlex)
From the office of the Nassa welfare director-elect(Mr Phlex)
 1. Psychological Contract
Theory
• Psychological Contract Theory - This
helps to explain the complex relationship
between an organization and its
employee. It emerged in the 1960 and is
based on the works of theorist like Chris
Argyris and Edgar Schein.

•.

From the office of the Nassa welfare director-elect(Mr Phlex)

 It focuses on the
a.) nature of relationship between the
emplyee and organization
b.) the mutual expectations between
the employee input and organizaiozations
output

From the office of the Nassa welfare director-elect(Mr Phlex)

 c.) the fairness of the employer or
organization to its employees
d.) it shows that the relationship
between the organization and
employee is dynamic and a situation
that changes relative to employee
remuneration and organization output

From the office of the Nassa welfare director-elect(Mr Phlex)

 2. Nudge Theory
The Nudge theory- is a modern and more
flexible way of understanding change in
organiztion. It became popular in the US in
the 2008.
It focus on:
a.) Understanding of how people think,make
decision and behave in organizations
b.) managing change in individuals and
organizations
From the office of the Nassa welfare director-elect(Mr Phlex)
 c.) modifying and identifying unhelpful
influences on individuals in organizations
d.) It encourages indirect motivation of
employees in organiztions
e.) it avoids direct enforcement of
organization policies or forceful
enforcement of policies

From the office of the Nassa welfare director-elect(Mr Phlex)

 f.) it accepts that people are
different and need different
approachwes to lead them
g.) It is a soft and gentle way of
enforce change in organization

From the office of the Nassa welfare director-elect(Mr Phlex)

 3. The John P. Kotter eight step
change theory
John P. Kotter is a Harvard professor who
postulated the Kotter eight step change
theory. His ideas help in understanding the
pressures of change on people and
peoples reaction to change. It states that
change should be achieved through the
following steps

From the office of the Nassa welfare director-elect(Mr Phlex)

 a.) Increase urgency - i.e. through inspiring
people to embark on specific change
b.) Build the guiding team- that is a team to
direct the change process
c.) get the vision right- get this team to
understand the right vision
d.) communicate for buy in- persuade
people to join the change train

From the office of the Nassa welfare director-elect(Mr Phlex)

 e.) empower action- remove barriers for the
empowerment of the change
f.) create short term wins- set goals within
the change process that can be acived in
stages to encourage the team and
employees

From the office of the Nassa welfare director-elect(Mr Phlex)

 g.) don't let up or give up- promote
persistence and a no quiting spirit
h.) Make the change stick- the
change should be reinforced
through through training and
reminding the team of the goals of
the change process
From the office of the Nassa welfare director-elect(Mr Phlex)
 4. The Sharon Drew Morgens
Facilitation Model

The Sharon Drew Morgens Facilitation

Model- This is use in the process of
facilitating change in organizations. It
emphasis how change can be
facilited in organization through
effective communication - these
include

From the office of the Nassa welfare director-elect(Mr Phlex)

 a.) enabling communication instead of
Tender push or persuation - this invloves
presenting the change process through
interaction instaed of a mild manner and
encouraging employees to change

From the office of the Nassa welfare director-elect(Mr Phlex)

 • b.) communicating employees to buy in- this
involves making employees believe in the
change through communication of change rahter
than convincing
• c.) rather than Persuade allow employees to see
a superior alternative

From the office of the Nassa welfare director-elect(Mr Phlex)

 d.) let final decision to join the change crew
rest with the employee do not unduly
influence.
It is many a times not feasible it is only
useful in buying and selling where the
seller has no authority over the buyer.

From the office of the Nassa welfare director-elect(Mr Phlex)

 5. The Elisabeth Kubler - Ross's
Five Stages of Grief theory
a.) Denial management
b.) anger management
c.) bargaining management
d.) depression management
e.) acceptance management
It believes that the loss process forces
humans into the the cycle of denial, anger,
bargaining, depression and finally
acceptance of the status quo.
From the office of the Nassa welfare director-elect(Mr Phlex)
 • The Elisabeth Kubler - Ross's Five
Stages of Grief theory refers to refers to
the management of change and loss.
These include personal loss like
bereavement and trauma.
• The five stages of losses management
include

From the office of the Nassa welfare director-elect(Mr Phlex)

 Applications of Theories of
change management to
organization development
The psychological contract change theory
has stronger positive consequences on
organizational change outcome this is
because
a.) It defines the relationship between the
organization and employee and states that
the employee joins the organization to
help the organization meet its goal for
which the employee is rewarded
From the office of the Nassa welfare director-elect(Mr Phlex)
 b.) And that the reward must be
commensurate to the employees effort
c.) That fairness to the employee is the
responsibility of the organization
d.) Helping the organization meet its goal is
the responsibilities of the employee
e.) And that the relationship may change
subject to what ever party's input and level
of adherence to its obligations.

From the office of the Nassa welfare director-elect(Mr Phlex)

 • Other theories though applicable are only
rudimental for instance the nugde theory
only shows how change should be
implemented and an alternative non
forceful way of implementing change. It
however does not emphasis the
responsibilities of the parties

From the office of the Nassa welfare director-elect(Mr Phlex)

 SUMMARY
In this module, you have learnt about
change management theories and how
they impact business concerns.

From the office of the Nassa welfare director-elect(Mr Phlex)

 ASSIGNMENT
READ about management theories as
earlier mentioned, Doing so will aid your
understanding of managing organisations
efficiently

From the office of the Nassa welfare director-elect(Mr Phlex)

 Quiz
• 1. Explain five factor responsible for the
resistance to change
• 2. Explain five reasons for organizational
failure

From the office of the Nassa welfare director-elect(Mr Phlex)

 I WISH YOU ALL GOOD SUCCESS
IN YOUR EXAMINATIONS AND A
SUCCESSFUL COMPLETION OF
YOUR PROGRAMME THIS
UNIVERSITY AND BEYOND

BYE FOR NOW!

From the office of the Nassa welfare director-elect(Mr Phlex)