CHAPTER 4 : MANAGEMENT

CONTEXT OF EDUCATIONAL
INSTITUTION
 CONTENT

This is what we are going to learn for today :)

4.6 Strategy in change management.
4.7 Educational process of changes and
improvement process.
4.8 Models of change management.
 Wait !!!

What is change management in education?

 “The process of adequately preparing an
organization for the upcoming change, creating
an implementation plan for leading change in
educational institute and implementing the
change.”
“A structured approach ensuring the changes
are thoroughly and smoothly implemented
and that the lasting benefits of change are
achieved.”
 Change management in education instituition requires
knowledge of the basics of change management,
including CHANGE MODELS that can provide a
framework for change management in primary and higher
education.
4.6 Strategy in Change Management

Paton, R. A. & McCalman, J. (2000)

 STRATEGY 1 : ASSESS ORGANIZATIONAL
READINESS

Evaluate the high level impact of changes.

Identify the key point of risk.
Plans to address the key point of risk.
Identify the person involved and impacted in the
process of changes.
 STRATEGY 2 : DEVELOP FUTURE STATE
VISION

Explaining the changes.

Analyse and make the comparison of the outcome.
Decide for future vision.
 STRATEGY 3 : ENGAGE LEADER

Identify the gap between current and future.

Identify individuals that could help in changes
program.
Develop a plan to gain the buy-in and support of
those individuals most critical to success.
 STRATEGY 4 : COMMUNICATION

Develop a communication strategy and roll-out

plan to create understanding and drive acceptance.
 STRATEGY 5 : TRANSITION STAFF

Develop plans for staff transition, deployment,

separations and talent retention.
 STRATEGY 6 : FACILITATE INDIVIDUAL
CHANGES

Build change adaptability skills and help

individuals internalize and move through the
change easily.
 STRATEGY 7 : CREATE ORGANIZATIONAL
ALIGNMENT

Evaluate relevant programs and policies, to

identify points of incongruence and develop plans
for alignment.
 STRATEGY 8 : TRAIN

Develop a training strategy to create proficiency

for operating under the new model.
 STRATEGY 9 : MONITOR AND REMEDIATE

Measure adoption and performance.

Develop strategies to address problems.
4.7 EDUCATIONAL PROCESS OF
CHANGES AND IMPROVEMENT
PROCESS
1. Objective of Educational Process Changes
2. Factors of Educational Process Changes
3. Improvement of Educational Process Changes
 Reason for educational
Changes

● Increased Globalisation
● Advancement in Technology
● Development in Research into Teaching and
Learning Approaches.
Objective of Educational Process
Changes

1
“Educational changes depends on what teachers
do and think---it is as simple and complex as
that” –Fullan (1991:117)
Objective of Educational Process
Changes

External and
Reducing Increase
Internal
Conflict Productivity
Motivation
 Objective of Educational
Process Changes
Reducing
Conflict 1
• The Social environment in a country is
becoming more complex.
• The various factors available will give rise
to intense competition to seize limited
opportunities and resources.
• The factor of educational changes will
increase the conflict in society.
• The effieciency of managing a plural and
complex society as in Malaysia requires
educational change because education is an
important agent of community changes.
External and
Internal
3
Motivation
• External and internal motivation contribute to
increase acceptance of changes.
• The greater the internal motivation the higher
the attempt to accept changes.
Increase
2 Productivity
• The knowledge and skills of the people of a country need to be improved over time.
• As the knowledge of citizen increased, productivity will increase too.
• In an organization,the efficiency and performance of employees will increase.
• The result is increased productivity and increase national income.
• James Worthy stated that cooperation among workers will increase if structural change
are made.
 Factor Of Changes

Technology Lifestyle Competition

Political Policy Labor Market

Economic Sector
Changes Changes
Changes
 Improvement of Educational
Process Changes

2
“Educational changes depends on what teachers
do and think---it is as simple and complex as
that” –Fullan (1991:117)
 Improvement Action in Education -
Education Reformation
1965 1983 2000 2011 2017
Multi- Primary School
KBSR High School
department Smart School Standard
education Standard
Curriculum
Sytem Curicullum
(KSSR)

1971 1989 2003 2011

School
Modern Science Based
and Mathematic KBSM PPSMI
Assesment
Programmes (PBS)
 Malaysian Educational Development
Background

• Independence on 1957
• Inheriting the school system according to ethnicity
- Elite educational institutions.
- Not according to formal education.
• Low literacy rate 52%
• The government's main challenge is to ensure
- All children have access to education.
- Unite the people of various races towards building a developed country.
 Malaysian Educational Development
Background
 Laporan Razak (1956)
- The unification of all races use a national curriculum and put the Malay
language as the medium of instruction.

 Laporan Rahman Talib (1960)

- Emphasis on Vocational and Technical Education to meet the needs of skilled
manpower.

 Akta Pelajaran 1961

- The national education system is patterned focused on mastering the Malay
language, use the same curriculum and examinations of the same decision.
 Falsafah Pendidikan Kebangsaan (1988)
Education in Malaysia is a continuous effort towards further developing the
potential of the individual as a whole and integrated to create a harmonious and
balanced human being in terms of intellectual, spiritual, emotional and physical
based on faith and obedience to God.

 Akta Pendidikan 1996

Aims to strengthen the national education system in line with the needs and
ambitions of Malaysia to become a center of excellence of high quality and
world-class education.
 Improvement Action in TVET
Sector
1926 1987 1996 2002 2013
Trade School SPVM SMV MPV is for Vocational
becoming SMT daily school College

1967 1991 2002 2006 2016

2000 Malaysian
SMT
Art school become establishment 12 becoming
Modular Skills
Vocational SMT (RMK Ke 6 Curicullum Diploma
SMV
& 7)
 Example of Problem, Strategy and Changes in
TVET System

PROBLEM STRATEGY CHANGES IN TVET SYSTEM

The development of the use of

Maintain good relationship with PTV Information Technology in the PTV
1 Lack of involvement with the industry
related industries curriculum also needs to be
developed

Practical Training for teachers in the

2 Lack of educators with experience in
industry
Determination in Skills
the field of industry

Increase the capacity of Research and

3 Ineffective and flexible Curicullum
Development
Qualifications and certification system
Implication Of Changes

1. Improvement in Economical, social and Political Sector

2. Continous Innovation
3. Education Reformation
Three Waves of Change

 Wave 1 (2013 to 2015)

 Wave 2 (2016 to 2020)
 Wave 3 (2021 to 2025)
 Waves 1 (2013 to 2015)

Curriculum School Education

and Infrastructure Path
Assessment
Improvements to Ensure basic
Strengthen the
the existing infrastructure that
educational pathway
curriculum and has good
preparation for standards for all
structural changes schools
 Waves 2 (2016 to 2020)

Curriculum School
and Education Path
Infrastructure
Assessment
Implement a new Complete the Increase Intiative
curriculum school for Supports
Improved curriculum
And Pedagogical
delivery
 Waves 3 (2021 to 2025)

Curriculum School
and Education Path
Infrastructure
Assessment

Curriculum revision Define needs Ensure route

Future education for all
infrastructure
Impact Of Improvement Effort

• Higher spending translates to better student outcomes in terms of

access, but not necessarily in terms of quality.

• Examining return on investment (ROI), education system as a

developing country, Malaysia has invested significant resources for
infrastructure development.
MODELS OF CHANGE
MANAGEMENT

LET's GET TO KNOW A FEW

REFERENCE MODELS :)
 WHAT MODELS THAT
4.8 ARE GOING TO BE
HIGHLIGHTED?

● Kurt Lewin Change Model

● DESSLER Model
● ADKAR Model of Change / Prosci
ADKAR® Change Management Model
 A KURT LEWIN CHANGE MODEL

Introduction :
 Developed by Kurt Lewin (1947).
 Include 3 stages of change process - unfreezing, change and freezing.
 Many other models are based on this model.
 Simple to understand and implement.
 Focuses on the transitions needed by people that are impacted by a
change, comparing them to the freezing and unfreezing of water.
 Designed to move an organization’s team past the initial signs of
resistance.
 LET'S DO SOME VISUALIZATION

UNMOLDING OLD TRAINING NEW REINFORCING THOSE

BEHAVIOURS BEHAVIOURS NEW BEHAVIOURS
 1 UNFREEZING

 Address the existing behaviors and why they need to be changed -

involve moving people from the status parallel to your desired future
state.

 This stage can be the most difficult because it will involve changing
things people are doing, and they may not want to change or
understand why it’s necessary.

 A few vital steps that would help to “unfreeze” the existing behaviours.
Let check it out !!!
1) Determine the need for change.

 Why change is happening? What is the reason that everyone need to

undergo the change? What is the benefits to the organization and
individual?

 AND why we need to identify those answers for above

questions???

 Those answers are the tools that are going to be used to help
“unfreeze” people from their current behaviors and convince
them to move to the new ones.
2) Gather Leadership Support

 Need to get leadership on board with a change because they’re

going to be the ones to address the staff concerns and help drive the
change down through the organization.

 This step can involve activities like doing leadership coaching and
creating a change champion network.

an individual who supports and fight for a change

that is impacting their organization or group.
3) Develop Change Strategy & Communication Plan

 Planning should include a detailed change roadmap of activities

that the change management team will undertake to move everyone
from the current state to the future state.

 Some of the activities in this step will be things like creating a

communications plan, putting together employee training, and
doing an organizational readiness assessment.
4) Manage Employee Resistance & Reservation

 There are many different reasons that people will resist change, and
they’re all very personal. In order to successfully move through the
Kurt Lewin model for change management, you need to be
receptive to change resistance and have the right “forces” to move
people past resistance to an acceptance state.
 2 CHANGE

 By this stage, everyone should be receptive to the idea of change and

understand why it’s happening.

 This is where all planning and preparation from Stage 1 (unfreezing)

goes into action.

 A few vital steps that would help to “change” the existing behaviours.
Let check it out !!!
1) Communicate Consistently.

 Communication, as you go through the Change stage, is critical if

you want to successfully implement the Kurt Lewin change theory.

 When people are left in the dark, they can start to assume the worst.
e.g., “Why am I not hearing about training? Am I being left out or
demoted?”

 Things can also easily go off the rails if you’re not communicating
with your leadership supporters or change champions because they
won’t know what’s being expected from them.
2) Address Communication

 Just because you’ve passed the Unfreeze stage in Kurt Lewin’s

change theory model, doesn’t mean everyone is completely
unfrozen. You may still face resistance, and it can take the form of
misinformation, such as, “This change is going to make things
worse!” or “We’re only changing because the boss’s son wanted
to.”

 What need to be done? -----> Address misinformation quickly

and clearly to keep your project on track.
3) Encourage & Inform Leadership

 Having leadership onboard and helping drive the change is a

positive force you need to successfully transition. In this step within
the Change stage of Lewin’s 3 step model, you’ll want to ensure
you’re continually encouraging leadership through both
engagement and regular status updates.
4) Engage Employees in Change Plan

 Stay engaged with the employees that going through your change
plan because they can make or break the success of the project.
This can include getting feedback to see how training is going or
asking change champions to let you know if anyone in their
department is struggling with the change.

 Why ? ---> incorporate engagement throughout the change process

so everyone feels heard and concerns are addressed.
 3 FREEZE

 If you don’t reinforce the new state of behavior, there’s a good chance
that users may go back to the “old way” of doing things.

 What the Freeze stage of Lewin’s 3 stage model does is make the new
behaviors (post change) as the new output to be implemented in the
organization and employees.

 A few vital steps that would help to “freeze” the new behaviours. Let
check it out !!!
1) Offer Training & Support

 When employees undergo change, they may need someone that

they can go to for help. Otherwise, they could fall back into old
behaviors because they don’t know what else to do.

 The Kurt Lewin three-step model is only successful if employees

get the reinforcement that they need to Freeze the new behaviors
and become familiar with them.
2) Promote Ways to Sustain the Change

 If everyone gets on board with the success of a change, then

sustaining that change will be much easier.

 Some of the things you can do in this step are:

• Ensure leaders are modeling the new behaviors for

employees.

• Create a feedback process so any errors can be worked out.

• Create a rewards system for successful users/departments.

3) Celebrate Success

 Invite everyone to celebrate the win and their contribution to the

organization’s success.
 B DESSLER MODEL

Introduction :
 Developed by Gary Dessler (1955).
 Include 4 phases of change process :

1) Change towards productivity enhancement.

2) Changes in the organization's strategic.
3) Reactive changes (with reaction).
4) Changes resulting from the expected (awareness).
 Change towards productivity
1
enhancement

 This change affects certain parts of the organization such as the change
in the organizational structure, introducing new technologies and
provide staff development program to increase the commitment and
productivity.
 2 Changes in the organization's strategic

 Changes made according to surrounding and involved whole

organizations such as redefine organizational's role, changes in the
organization's core values, mission and vision remodelling and
changes in organizational strategy and structure.
 3 Reactive changes (with reaction)

 These changes occur due to the direct reaction of customers and other
interested parties (stakeholders).

 Sensitivity of customers and stakeholders on environmental issues and

ethics requires an organization to make changes.

 Examples of changes : PPSMI (Studies in Mathematics and Science

which is changed into Bahasa Melayu).
 Changes resulting from the expected
4
(awareness)

 Changes do not due to the insistence of customers but because of

awareness among management that changes will be necessary to
ensure the organization obtain competitive advantages.
 C ADKAR MODEL

Introduction :
 Developed by Jeff Hiatt.
 Why being used ---> Flexibility and goal-oriented framework that guides
individual and organizational change.
 ADKAR is an acronym that represents the five tangible and concrete
outcomes that people need to achieve for lasting change : awareness,
desire, knowledge, ability and reinforcement.
 Foundation tool for understanding “how, why and when” to use different
change management tools.
 Return on
Investment
 Other Management Change Model -
D
Video Explanation Links
 Kurt Lewin Change Model
https://www.youtube.com/watch?v=kerDFvln7hU
 Kotter's Change Model
https://www.youtube.com/watch?v=SqSsFFehidM
https://www.youtube.com/watch?v=7qlJ_Y8w5Yk
 McKinsey Change Model
https://www.youtube.com/watch?v=k69i_yAhEcQ
 REASONS ON WHY PEOPLE REJECT
CHANGES & HOW TO OVERCOME
 Changes were drastically made.

Changes made must be carefully planned and take into account of short
term effect and long term effect.

 Misinterpretation on the aim of a change.

To avoid the misinterpretation, the aim / objectives must be clear and

parallel to what you want to achieve.
 REASONS ON WHY PEOPLE REJECT
CHANGES & HOW TO OVERCOME
 Changes made were unable to fulfill the demands / needs of the
community.

Before doing any changes, we must do survey as to identify the types of

changes that could fulfill the the demands / needs of the community.

 A little change made but involve the whole organization.

Need to take into account about all organization involved eventhough

only a little change being made.