Samuel (2013) sought to find out the effects of change management in National University of Rwanda. The study used a descriptive case study approach. A purposive sample of 57 senior staff members directly involved in managing organizational change participated. Data collection was based on secondary and primary sources. The data collected from questionnaires and secondary sources was summarized according to the study themes; being change management and its effects on organizational structure, culture and leadership. Quantitative data was analyzed using descriptive statistics like mean, mode, median and frequencies. Results were presented inform of charts and tables for quantitative data and in prose for qualitative data. This study found that there are changes in the management of faculties. There are also changes in the requirements and performance of the staff, where administrative staffs are now to have at least a bachelor’s degree in relation to the positions they occupy. Previously, there were no such restrictions and conditions to occupy such slots. The University Administration has introduced the idea of performance contracting; where employees are required to set targets from which they are evaluated. Module system was introduced to replace classical way of teaching. These changes were found to affect the organization human resources in terms of downsizing, outsourcing and recruiting more staff to fill some new posts. Technological changes in terms of enhanced internet bandwidth in the university have considerably had a significant impact on the operations of the university both in Academic and administration.
Lynda & Alan (2012) in their own study found that many institutions have adopted enrollment management strategies related to the administrative aspects of student recruitment, marketing, admissions, and retention. However, few have effectively aligned enrollment strategies with the priorities of the academic divisions. Institutions may well face intensifying enrollment challenges unless significant cultural change occurs that fosters a learner-centered culture and shared responsibility for enrollment outcomes as campus-wide imperatives. This paper focuses on creating and sustaining a campus wide culture for effective Strategic Enrollment Management (SEM).
Meenyinikor, Timi & Nyeche (2014) identifies those to be involved in managing Nigerian tertiary educational institutions for national security. The significance is to enhance effective and efficient tertiary educational policy formulation, planning and implementation as well as global recognition and association. Document analysis, related literature review, research questions, hypotheses, validated and reliability-tested self-constructed questionnaire and visits were used. Of the 284 tertiary educational institutions in Nigeria, 10.21% thereof was randomly selected to evenly cover the six-geopolitical zones and the FCT-Abuja. The study identified nine groups of individuals to be involved in managing tertiary educational institutions for national security and found out that there is no significant difference between staff and students on the findings. It concludes that the identification is very necessary for tertiary educational goals achievement and national security hence, recommends their involvement in managing and security issues.
2.4. Research Gap
Minerich (2008) stated that creating awareness and reasons for change must be clear and simple and that communicating these reasons must be realistic and linked to the vision in the company in order for employees to buy-in. With this in mind, there seems to be lack of change management frameworks and adaptation to the structural change and performance growth that help telecommunication industries choose the most appropriate course of action to navigate successfully during the change process. This paper aims at closing these gaps by constructing a managerial framework of change management in the telecommunication sector by identifying its implementation, hurdles and the specific change models during the dynamic change process. The framework is constructed using empirical findings from the TELECOM giant (MTN) in Kwara .This intended managing change framework would help individuals as well as managers to move successfully from a current state to a future state and finding a lasting solution to the challenges in the system while achieving the desired output in order to establish competitive advantages and sustainability.
However, the empirical reviews in this study has not only identified the significance impact on how to manage change in Mobile telecommunication industries with a special reference to technological change but also provide a lasting solution to some of the challenges that might bedeviled its performance structures. There are also limited findings on the impact of Change management practice in the overall business growth in the TELECOM industries. Most of the previous studies conducted were much directed to education and banking industries. The uniqueness of this study is that it examine how the Consumers and all the stakeholders in Mobile telecommunication industries adopted the strategic change management practices in day-to-day business activities in their strive to achieve organizational performance and growth.
