While Manjang Could be attributed as a Good Change Agent, the Ombudsman clearly went on a Wild Goose Chase
Written by Ebou Ngum Ed. Doctoral Student City University of Seattle
I could not be more elated by the actions taken by President Barrow on the recommendations of the panel set to investigate the Social Security saga. Sincerely speaking, restoring Manjang back to work is the sanest action any leader would have done. Bravo Mr. President Barrow. It is sad the panel recommended to let go Mr. Camara. I am sure in the interest of peace and effectiveness of the workers of the corporation, it is crucial to have an amiable work environment.
Now speaking of the Ombudsman, I am of the conviction that she was motivated by some ill-minded and misconstrued actions in her report and that unfortunately landed in the hands of the media. To me, the Ombudsman just went on a wild goose chase. The report she wrote clearly depicts Manjang as a corrupt and untrustworthy person. To me, her office acted fast to derail the findings of the panel set up by the President under the assumption that publishing a report first will cement the allegations levelled against Manajng. That did not happen unfortunately and what that office did was just a waste of valuable manpower hours.
Social Security and Housing Finance Corporation was just going through an organizational change process and we can expect resistance when such things happen in an organization. Change sometimes comes with a price and the reforms Manjang initiated at the corporation did not augur well with the staff. Organizations need to initiate change when certain goals and objectives fell short of expectations. In their work on organizational change and development, Gomez and Gomez (2016) stated that organizational change and development are essential to make an organization grow and adapt with its given market. When organizations fall behind they need to adapt their plan to make the company more efficient. Clearly, this is exactly what Manjang wanted to happen at SSHFC and we can expect resistance to change which is normal.
Resistance to change is a normal phenomenon when an organization goes through a process of change. Employees will react to the change for the fear of the unknown and in this respect they establish a defense mechanism (Gomez & Gomez, 2016). That is to say they associate the change with danger and this is due mainly to the anxiety associated with the change process. There was nothing sincerely wrong in Manjang coming up with initiatives to rid the corporation of certain practices. Fair play to the employees, they have a right to show remorse or discontent but not to the detriment of the pensioners who have their pension money at stake with the corporation.
Gomez, M. B., & Banutu-Gomez, S. M. (2016). Organizational change and development.
European Scientific Journal, 12(22), 56-67. doi:10.19044/esj.2016.v12n22p56