The objective of this study was to find out which of the dimensions of ingratiation has more effect on the target person. Studies have indicated that some employees who succeeded in organizations were not necessarily the best ones for the company, but were those who were most skillful at flattering their superiors.Perhaps the most basic factor related to successful ingratiation is the specific tactic used to increase liking. Literature is unclear on which of the dimensions would yield more results or whether if they are used together will yield more results to the target person than individually.It was hypothesized that there is no significant difference in using any of the dimensions to the target person. The study further hypothesized that there is no difference on the effect of the dimensions whether used individually or jointly. The study used a descriptive survey of a population of 169employees responding to statements about their use of the three dimensions of ingratiation. Primary data was collected using self-administered structured questionnaires. Data was analyzed using one and two-way ANOVA and the response rate was 72.2%. The results showed that opinion conformity has the highest significant mean among the three strategies followed by other enhancement and lastly self-presentation.The findings of the study also indicated that the three strategies cannot be applied at one go. It is recommended that employees should ensure application of these ingratiation strategies one at a time. The paper suggests that more strategies can be considered in order to solve an ingratiators’ dilemma. These findings add significant value on both policy and practice.

The objective of this study was to analyse different situations about incidences where people found it difficult to change on different situations.Change has always been uncomfortable; it takes courage and time to accept it. Many models have been developed to assist in change management including Kurt Lewin’s model of change. Other authors have also indicated the importance of embracing change when it is appropriate. This paper sheds light on real life events and situations where change is due and employees in institutions are uncomfortable with it. The paper describes the different behaviors exhibited by different individuals in resisting change. Data was collected through recordings, interviews conducted with both the change agents, and in some instances with change champions. The paper concludes by elaborating the importance of change and its successes. The incidences were collected from different institutions of higher learning in Kenya.