2. The concept of change
• Change is movement from a current state to an earlier or new state.
• It may be psychological, emotional, physical, or otherwise.
• Change may refer to innovation, generation, creation, reduction, addition, modification,
• or introduction of a matter, idea or an aspect of something into an environment.
• Change results in outcomes that may be expected or unexpected, positive or negative.
• Forces of change may include change in policy, regulations, personnel, goals, facilities, increased
competition, etc
• The scope of change refers to the extent to which a change process will influence behavior or
outcomes in an environment.
• Change management is therefore the strategic activity aimed at getting the best outcomes from
the change process
• Each organization has unique requirements, resources, circumstances, clientele, relationships,
cultures, objectives, challenges, history, and ambitions for which pathways and choices have to be
employed in a dynamic environment hence continuous change needs and experiences.
• Change is therefore inevitable in an organizational setting such as a school or a ministry.

3. Human dimension of change
• Humans in organizations are the cause and reason for
change. Besides, they are also the ones to eventually
appreciate , reject the change or suffer the
consequences of the idea and the process.
• Human dimension of change can be classified into 4
based on man’s characteristics:
 Rational-economic-man
 Social-man
 Self-actualizing-man
 Complex-man

4. Rational-economic man
• People evaluate the outcomes of different course of action and select the
one which maximizes the benefit they receive.
• Employees are motivated by economic incentives hence will pursue that
which is of greatest economic benefit
• Man is essentially irrational and must be prevented from interfering with
rational calculations of organizations.
• Organizations should be designed so that people’s controlled and
neutralized
• People are inherently lazy and must be motivated by external incentives
• People’s own goals run counter to those of the organizational and
external forces
• People are incapable in self-control and self-discipline because of
irrational feelings
• People can be classified into 2 i.e those who fit these assumptions and
those who do not.

5. The social-man
• People are motivated by social needs and achieve a sense of
identity through relationships with others
• The rationalization of work processes has removed the meaning of
work, and the meaning must be sought from social relationships
while on the job
• The peer group with its social pressures elicits more response from
the employee than the incentives and controls of management
• For people to respond to management the supervisor must meet
the individuals social needs for acceptance.
• Self actualizing man
• People are not inherently lazy or resistant to organizational goals
• People seek to be , and capable of being mature on the job,
exercising a certain amount of autonomy/ independence and
responsibility, developing skills adaptability

6. Self-actualizing man
• People are inherently lazy and hence resistant to
organizational goals
• People seek to be , and are capable of being mature on the
job, exercise a certain amount of autonomy/ independence
and responsibility, developing skills adaptability
• People are primarily self-motivated and self-controlled, and
do not need external incentives and controls to make them
work
• There is no inherent conflict between self-actualization and
effective organizational performance.
• Given the opportunity, people will integrate their own
goals with those of the organization.

7. Complex-Man
• People are complex and variable; they have a
hierarchy of needs which influence
motivational patterns
• People can adopt new motives as a result of
new experiences
• If people cannot satisfy their needs formally,
they do so informally in organizations
• No single correct strategy exists

8. Nature of people at work
• Human beings at both managerial and subordinate level remain
remarkably stable and want to feel competent and secure as they
reciprocate good deeds and bad deeds. Hence managers need to take
cognizance of this human character as the manage people through a
change process or else there would be likelihood of resistance to change.
• People are complex, unpredictable and individual
• They make mistakes; watch out for mischief and malice
• They are emotional; anger, fear, sadness, etc
• Have hope and ambition; have dreams
• See things from different perspectives
• They try to make good decisions; there may be differences
• They like recognition at work
• People like to feel connected to the common ground in an organization
• etc

9. Creating engaged organizational
change
• Traditionally, organizational change involves
sponsoring new ideas from the top e.g through task
forces, management committees, individual managers
• These ideas are then sold to the subordinates. Such an
approach creates an engagement gap between the
source of the idea and the rest of the organization
• They need to understand the rationale for change
• The 4 principles of bridging the engagement gap are:-
 Widening the circle of involvement
 Connecting people to each other and to ideas
 Creating communities of action
 Practicing democratic principles

10. Benefits of fostering an engaged
organization
• People become connected to the processes and goals that
are important to the organization
• Issues will arise and subside, but committed stakeholders
will stand the test of time for success
• Failures are perceived to enhance team understanding of
processes
• People want to take responsibility for initiatives to pursue
them to organizational goals
• Consensus is easy to reach hence harmony in seeking
organizational goals
• Work is done enthusiastically