Organisation Behaviour For Gross Domestic Product In New Zealand

Discussion

Discuss about the Organisation Behaviour for Gross Domestic Product.

In this report, the organisational behaviour of the chief executives of New Zealand has been analysed to understand the impact of rapidly changing environment of business, which is changing due to the changes in technological advancement with the support of stakeholders. Therefore, a war of talent has been arisen in the country among the business organisations through some modifications of their business models and policies. According to Kearney and Kruger (2016), the management skill of New Zealand is considered a high standard. Although the Gross Domestic Product or GDP of the country is low, comparing with the other developed countries and the per capita income is significantly lagging its growth. Therefore, this report is shedding light on the challenging factors of the management skills, which have been faced by the chief executives of various organisations there.

The article has focussed on the complex environment of the country that is changing rapidly in the recent time in technological aspect to gain the opportunity of the ongoing war of talent among the business organisations with the support of stakeholders and key funders. According to this article, the intellectual property of the companies should be protected through implementing proper management skills, which can be implemented by the human resource department of the companies.

After reviewing the article, it has been analysed that the research has been conducted through the primary data collection process. Therefore, the data has been collected through surveying the chief executives of various organisations in New Zealand. In 2012, the survey has been conducted among 265 chief executives of various organisations of the nation who represents almost 27% of the business population (Hutchison and Boxall 2014). Generally, the primary research gives the facility to complete the research work within a short tenure. Additionally, as opined by Dent and Whitehead (2013), it has the opportunity to get the specific data about the research topic. In this article, the survey has been conducted with the chief executives of the companies to know about the recent conditions of the changing market environment of the country. Therefore, this article is covering the specific data from the survey to analyse the challenging situation of the organisations in order to protect their intellectual property. Additionally, it has the advantage of collecting the required data with spending a low cost. However, according to Nel et al. (2012), it can be opposed that the research method is not appropriate as in this process of data collection; the respondents of the research can manipulate the data. If the respondents manipulate the data, then the authenticity of the research would be questionable. Therefore, although the primary data collection has some advantages of getting proper data from the pertinent sources, still it cannot be reliable all the time due to some gaps in it. 

Conclusion

While going through the whole article, it can be agreeable with the outcome of the research that the country has been facing some challenges regarding the implementations of management skills in the organisations. As per the outcome of the research, it has been said that the organisations have to implement three fundamental management skills to retain in the war of talent (De Silva et al. 2014). It has found that the skills of managing uncertainty and renewal, managing stakeholders and business partners, and managing the people and limited resources can improve the situation of the recent market of the country. However, the managers have not the capabilities right now to manage this uncertainties and organisational renewal, still the Human Resource department of the organisations should take the responsibilities to train them to make them capable. Therefore, the article has some key points that can be stated here to support the thesis statement of this article. The foremost key point of this research is the concern of the chief executives of the organisations about the fast changing market environment to give protection to their intellectual property. However, the study has analysed that the managers of the business organisations were not capable of applying these management skills (Jensen et al. 2014). Therefore, the recommendation of this research paper is to develop the skills of the managers to gain the competitive advantage from this rapidly changing market environment with the support of stakeholders. Additionally, the research has analysed that the present business models cannot match the fast-paced and ambiguous change in the business world. In order to attain the capability the managers are required to acquire the political and interpersonal skills to understand and handle the complex relationships with the stakeholders. As stated by Hutchison and Boxall (2014), stakeholders are essential part of a business; therefore, the managers have to build a good relation with them to gain the opportunities to grow their business in this changing situation. Along with these external management abilities, the managers have to acquire the skill of managing internal policies and human resources of an organisation to provide a systematic approach in business. The article has evaluated this situation and has given the responsibility to the HR specialists to bring these management skills in reality through developing proper business models for the developmental process.

As per the previous researches, the fact can be stated that New Zealand ranks tenth out of 14 OECD countries in the management practices (Kelsey 2015). As opined by Brough et al. (2014), the country has performed well in some aspects of Operation Management. The organisations in the nation has also performed well in the Performance Management and gained the position of fifth out of 17 countries. In the manufacturer level, the operation management has executed with the adoption of lean manufacturing while in the performance level the interconnection of goals has been highlighted (Dimmock 2013). However, Agarwal et al. (2013), who stated that though the country has reached the rank in performance management but it still has some examples of poor performances, have opposed it. The main reasons of poor performance of the companies are the incapability of retaining its employees for a long time and promoting high business performances. Therefore, the companies lack human resource to perform according to the expectations of the consumers as well as the stakeholders. Additionally, it has been noticed that the companies have vacancies that are hard to fill, as they are not eligible for the posts due to lacking proper skills. According to Arundel et al. (2016), vacancies are the common part of the business as the firms expand their business in this process. The companies recruit employees when they want to expand their organisation with including more staffs, then they search for the people who have the qualification and skill to improve their business. Similarly, the organisations in New Zealand have also tried to recruit employees for their vacant posts but the lack of qualification and skill has restrained them to flourish. As per the report, in most of the organisations in the country have been facing vacancies is almost 77% (Choudhury and McIntosh 2013). It has been analysed that the vacancies are not found in the most common positions like clerical and labouring, but it has been found in the posts of managers, technicians, professionals and salesperson. Therefore, it has been examined from the previous researches that the main issue in the management of the country is the “skill gaps” in their existing staff. The people also lack the skills or the work experiences to fulfil the vacancies. Therefore, the workforce and people need to develop their skills to face the challenges in the new market environment to sustain their business.

Reference List

A close observation into the article shows that the unstable condition of organisations in New Zealand can be recovered through the implementation of proper management skills. In order to overcome challenges in changing environment, technological innovation must be guarded with efficient legal frameworks. Therefore, an organisation should maintain appropriate information flow while communicating with the stakeholders. Apart from that, it is highly important to ask the stakeholders for a non-disclosure agreement.

Conclusion

While concluding the study, it can be said that the article has presented the research work about the changing environment of market in New Zealand, which has been affecting the business of various organisations in the nation. The study has analysed the present market environment that is increasing the competition every day. Therefore, in order to gain the competitive advantage the organisations have to revise their existing business policies and have to reframe those models to implement proper management skill. The study has suggested about the three management skills that can improve the situation.

Therefore, it has been concluded in the article that the companies should have to include the fundamental management skills such as, managing stakeholders and business partners, handling the uncertainty and renewals and managing the people and resources in their business activities to cope up with the new environment. However, it cannot be implemented overnight in an organisation; the HR department of the companies has to incorporate strategies to develop the management skills. Therefore, the article has researched the challenges of the business world in the country and provided appropriate recommendations to overcome these with implementing required management skills.

Reference List

Agarwal, R., Green, R., Brown, P.J., Tan, H. and Randhawa, K., 2013. Determinants of quality management practices: an empirical study of New Zealand manufacturing firms. International Journal of Production Economics,142(1), pp.130-145.

Arundel, A., Butchart, D.B., Gatenby-Clark, S. and Goedegebuure, L., 2016. Management and Service Innovations in Australian and New Zealand Universities.

Brough, P., Timms, C., O’Driscoll, M.P., Kalliath, T., Siu, O.L., Sit, C. and Lo, D., 2014. Work–life balance: A longitudinal evaluation of a new measure across Australia and New Zealand workers. The International Journal of Human Resource Management, 25(19), pp.2724-2744.

Choudhury, N. and McIntosh, A., 2013. Retaining students as employees: Owner operated small hospitality businesses in a university town in New Zealand. International Journal of Hospitality Management, 32, pp.261-269.

De Silva, T.A., Stratford, M. and Clark, M., 2014. Intellectual capital reporting: a longitudinal study of New Zealand companies. Journal of Intellectual Capital, 15(1), pp.157-172.

Dent, M. and Whitehead, S. eds., 2013. Managing professional identities: Knowledge, performativities and the’new’professional (Vol. 19). Routledge.

Dimmock, C., 2013. School-based management and school effectiveness. Routledge.

Hutchison, A. and Boxall, P., 2014. The critical challenges facing New Zealand’s chief executives: implications for management skills. Asia Pacific Journal of Human Resources, 52(1), pp.23-41.

Jensen, K., Scott, R.J., Slocombe, L., Boyd, R. and Cowey, L., 2014. The management and organisational challenges of more joined-up government: New Zealand’s Better Public Services reforms.

Kearney, W.D. and Kruger, H.A., 2016. Can perceptual differences account for enigmatic information security behaviour in an organisation?. Computers & Security, 61, pp.46-58.

Kelsey, J., 2015. The New Zealand experiment: A world model for structural adjustment?. Bridget Williams Books.

Nel, P., du Plessis, A., Fazey, M., Erwee, R., Pillay, S., Mackinnon, B.H., Wordsworth, R. and Millet, B., 2012. Human resource management in Australia and New Zealand.