By
Meditha Karunatillaka

 Should be an Academic Essay
 Essay Format (Intro, Body and
Conclusion)
 No Need of an Executive Summery
 No Need of a table of Content
 It is an Essay not a Report
 Pass needs 20 references
 12 should be refereed Journals
 20 References means 20 different sources

6. Organize and write
Essay
5. Summarize and Analyze primary source
4. Divide to primary and secondary sources
3. Conduct Search
2. Identify Sources
(Websites/Journals/Books)
1. Identify Topic and Key Terms

1. Research
2. Analysis
3. Brainstorming
4. Thesis
5. Outline
6. Introduction
7. Paragraphs
8. The Conclusion
9. Modern Language Association Style
10.Language

An Essay Must be an Argument
Write the Introduction
Main Point and Paragraph
Structure
Write a Conclusion

 Conduct a Literature Review
 On Organizational Change Literature
 Period from year 2000 to 2011
 Skills of a Change Leader would require to take part in Change Management
Programme in Different Contexts
 And to develop new ways of approaching Organizational change
 Identify Skills that directly transfer across those context

 Identify Skills (if any) that you feel are needed but not evident in literature

 Take the Skills that you locate in your
Essay
 Allocate importance of these skill to each of the Meta-Model
 Do NOT need to provide your explanation on the allocation
 How you perceive the importance of that skill at Three nominated stages for each model

 Consider four Meta Models of change in
Module 1
 Categories your skill in to a matrix
 Three stages to look at;
 Pre Change
 Change Implementation -
A
B
 Post Implementation C
 10 point among above stages

 If you feel that skill was important across three (03) stages of meta model, then you would allocate 10 points across those stages based on your importance.

 Use to identify the Big Picture
Framework for analyzing and understanding change
 Four Meta-models :
1. Radical or Revolutionary
2. Incremental or Evolutionary Change
3. Punctuated equilibrium model of Change
4. Continuous Transformational Model of
Change

 Organization Change all aspect of their
Operation
 In a Single Move
 In a Short Time Frame
Examples :
Structural Change
Cultural Change

 Uses Authoritarian Power to force Change
Merits
1) Rapid Change
2) Specific Directions
3) Measurable Outcome
4) Planned Goals

Demerits
1) Individual change is overlooked
Will not be successful without a
Strong Authoritarian Leader with focus

• Known starting and ending point
• Continuity in the pattern of ongoing change
• Continuity in values, structure, employees
• Each change step is in short in duration

Temporary groups go through transitions between inactive and activity.
Sequence of actions:
1.
Setting group direction
2.
First phase of Inactive
3.
Half-way point transition
4.
Major changes
5.
Second phase of inertia
6.
Accelerated activity
© 2005 Prentice Hall Inc. All rights reserved.
8–
19

• In order to service Organizations must
Develop ability to change continuously
• Environment which organization operate is changing and will continue to change
Rapidly, Radically and unpredictably
• Only by Continuous transformation will
Organizations be able to keep aligned with environment and survive

Redefining
Cooperate
Strategies
Fitting
Systems To
Structure
Trailing in
Market Place

• Planning Skill
• Leadership Skill
• Management Skill
• Interpersonal Skill
• Communication Skill
• Problem Solving Skill
• Consultation Skill
• Decision Making Skill
• Time Management Skill
• Skills relative to the task
• Degree of focus

Armenakis and Harris (2002) identifies persuasive communication, active participation, and managing internal and external information as important characteristics that a change agent should possess in order to convey the change message and create readiness for change among the target group.

Persuasive communication is where the change agent directly communicates the change message to the target group primarily through verbal means. Active participation is perhaps the most effective trait in transmitting the change message as it capitalizes on self-discovery. The management of information refers to using internal and external sources to provide information regarding the change. Most people are resistant to change due to lack of information.

Hence, if a change agent can persuasively communicate why change is necessary using both internal and external sources, demonstrate how the target group’s skills are of value to carry out change and illuminate why the target group must welcome the change for both the organization’s and their own benefit then it becomes easier for the target group to develop an optimistic outlook towards change.

Skills identified
Radical or revolutionary
Incremental or evolutionary
Punctuated equilibrium
Continuous transformational
Persuasive communicatio n
Active participation
A
1
1
Management of internal & external information
1
B
3
C
6
A B C A B
3 5 2 2 6
C A B C
2 4 4 2
8 3 3 4 2 2 6
4 4 2 3 4 3 3 3 4