The Role of Communication in Managing Change in Educational Institutions: A Case of the University of Media, Arts and Communication in Ghana

Abstract

This study examines the critical role of communication in managing organisational change within educational institutions, focusing on the merger that created the University of Media, Arts, and Communication (UNIMAC) in Ghana. The merger involved the integration of the Ghana Institute of Journalism (GIJ), the National Film and Television Institute (NAFTI), and the Ghana Institute of Languages (GIL). It aimed to optimize resources and enhance interdisciplinary collaboration but encountered significant communication challenges. The analysis is guided by Kotter’s Eight-Step Change Model, which emphasizes clear vision and stakeholder alignment, and the ADKAR framework, which addresses individual readiness for change through awareness, desire, and knowledge. The study employs a qualitative case study approach, utilizing semi-structured interviews with faculty, students, and administrative staff. Thematic analysis is used to uncover gaps in communication strategies, particularly the absence of a structured communication plan and inadequate two-way feedback mechanisms. Key findings reveal that while efforts were made to use social media and public relations campaigns, these were reactive and insufficiently tailored to stakeholders' needs, resulting in confusion and resistance. Major recommendations include adopting comprehensive communication strategies, incorporating structured feedback mechanisms, and tailoring messaging to specific stakeholder groups. These improvements are essential to fostering trust, reducing resistance, and ensuring alignment during future institutional transitions.