Organisational Change Management of the Transition of Polytechnics in Ghana to Universities of Technology: A Theoretical Framework for Managing Transitional Challenges

Abstract

This article is a theoretical examination of the concept of change management and how the concept can be used to manage the change confronting the polytechnics in Ghana today in their quest and transition to Universities of Technology. The Government of Ghana has set up a National Committee, chaired by Dr George Afeti, a former Rector of Ho Polytechnic and the Chief Executive of the Inspectorate Board of the Ministry of Education,, to provide a blue print for the transition of the Polytechnics to Technical Universities. The article takes a look at Kurt Lewin’s Three Step Model of change management that is - unfreezing, moving and refreezing-with emphasis on the kind of changes to make through strategic thinking, building a coalition of the change agents, identification and management of resistance to change and the strategies for enlisting co-operation  to ensure a successful change management agenda. New management and higher responsibility positions like; Vice-Chancellor, Pro-Vice Chancellor, registrar, development officer, librarian, dean of faculty, finance officer, estate officer, assistant registrar and assistant lecturer, lecturer, senior lecturer, associate professor and professor, requiring new knowledge, skills and attitudes are emerging within the polytechnics in readiness for the transition to Universities of Technology. Staff of the old system, in most cases, do not possess the required qualification to occupy these new positions of higher responsibility. Managing these transitional changes and challenges would need a firm theoretical grounding or expertise in change management. This need has become even more imperative in view of the impending transition. The article examines change management process in the polytechnics and concludes that if organisational change management,   in the transition of the polytechnics to Universities of Technology, is to be successfully accomplished, stakeholders and practitioners should be ‘converted’ from the old ways of doing things, and made to ‘confess’ the need for change. ‘Beneficiaries’ and ‘victims’ should be involved in the process of change, surprises should be avoided, individuals or groups most likely to resist change should be involved or co-opted, through the use of incentives, into a coalition of allies to lead the change agenda.

Keywords; change agenda; change management; change agents; coalition of allies; resistance to change.