Implications For Management Skill Development Resource: Challenges And Solutions

Thesis statement

Describe about the Implications for Management for Skill Development Resource.

The article deals in examining the most critical challenges that majority of the chief executives have been facing in the industries.

Strengths

The thesis statement is strong enough which would be helping in determining the challenges related to the management, which could be helping in considering the way the human resource manager would be supporting the skill development. The statement requires the authors to encourage and facilitate the exchange, which is very critical in the current business environment. The statement also helps in identifying the advocating for change, encouragement of innovation, provisioning for change, and facilitation for the collective learning. The thesis has been emphasized on the continuing organizational needs of New Zealand for improving its effeiciency through repositioning the existing one through limited resources. The organizations are to repostion them through constrained resources.  The thesis requires the authors to focus on the development of managers by taking part in the development processes for bridging internal and external boundaries (Hutchinson and Bosall 2014).

The statement requires considering a major area, which deals in considering a complex environment related to the changing environment and technologies in the business environment. It is very critical to understand the technical aspects of the management strategies of the senior executives such that reason behind the success of the managers is heavily based on the aspects of managing people. These strategies are highly valuable, which involves better selection, job design, training and team building. Some of the jobs require being redundant wherein the entire organization or a part of it is required to be offshore or outsourced. In some other cases, the organizations are needed to be merged or disestablished. The authors in this scenario, are needed to put premium vision and skills of the senior managers. It is not only for the renewal of the organization but also for managerial hierarchy towards promoting substatiatuve, interactional and procedural equality. These decisions are taken by the organizational executives towards restructuring process of organizations. It assists in increasing the effectiveness of the organization through identifying the flaw in operation and taking necessary steps through restructuring. Thus, the statement requires covering a wider area concerning the capabilities of the senior executives in the organizations.

The statement is helpful in enabling the managers to identify the management capabilities, which they would be requiring for the proper management of the business activities in the organizations in New Zealand. The statement required the authors to implement an integrative approach across the three-business sectors viz., the public, and private and not for profit sector.  The approach helped the authors to identify the three most critical challenges that most of the business executives face in the country, which included: (1) management of restitution and indecision, (2) management of stakeholders and partners, (3) management of employees and internal wealth. The authors have been able to link the critical challenges corresponding with the business sectors in their respective business environment (Hutchison and Boxall 2014).

Strengths and weaknesses

The first challenge faced is to manage the renewal and uncertainty, which comes through strong prominence of the chief executives in Private sectors. They are to adapt the constant changes in technology and marketing. The second challenge, which can be evidently found from the findings is to manage relationship with stakeholders and businesspartners (Huthicson and Boxall 2014). The third challenge, which can be identified from the survey is to manage people and internal resources. This implies a need to renew and implement changes in the business environment as identified in the article related to the management of people and internal resources.

The thesis statement would be helping in determining the challenges related to the management, which could be helping in considering the way the human resource manager would be supporting the skill development. The statement also helps in encouraging and facilitating the exchange, which is very critical in the current business environment. The statement also helps in identifying the advocating for change, encouragement of innovation, provisioning for change, and facilitation for the collective learning. The thesis would allow the authors to conduct surveys on the senior executives of the organizations in New Zealand. The survey would be emphasizing on the ongoing need of the organizations in New Zealand to improve the efficiencies in order to reposition the existing one with the constrained resources.

The first theme identifies the management of renewal and uncertainty deals in developing taxonomy of leadership behaviors that required the capturing of the requirements of the leaders for facilitating to help their organizations perform better. The second theme identifies the issues related to the management of the relationships with the business partners and stakeholders. This theme would be reflecting shifts in the business environment. These three themes together would be helpful for the authors towards providing helpful stratig point to improve the managerial capabilities of organizations. These themes are especially degined for the context of New Zealand’s organizations (Hutchinson and Boxall 2014). The authors are thus, required to assess the existing capabilities of the chief executives and determine the challenges as evident in the business organizations in the country by implementing a proper diagnostic tool. The tool selected by the authors is the survey method, which had helped them in conduction a diagnostic analysis on the challenges (Hutchison and Boxall 2014). The analytical capabilities of the authors have enabled them in gaining a proper understanding of the development priorities related to each of the three themes. The analysis aimed at providing solutions the mangers such that they could be able to tackle the challenges within the business environment in an efficient manner. The qualitative data as collected by the authors in the article also helps in providing effective solutions for these chief executives, which could help them in handling the challenges as reveled from the quantities data, in an efficient way in the future (Hutchison and Boxall 2014).

Critique

The analysis of the quantitative data being collected in the survey, as conducted by the authors, reveals that the managers in the private sectors are thinking to implement a strategy that could form a trade off while trying to meet with the needs of the community and achieve the missions of their respective organizations as well. The mangers are constantly required to tackle the impact of the economic environment on the costs and revenue. Considering the nonprofit organizations, the data reveals that the growth in the requirements of the communities owing to the growing poverty and ageing population.

The analysis of the qualitative data reveals that the mangers have been finding difficulties in managing the regulators (Hutchison and Boxall 2014). Comparing the overall results from the two sectors reveals that there are broad similarities in the fact that all the chief executives have been adjusting to an economic environment, which is challenging. Moreover, they have been sensitive to the fragility of the support from the stakeholder in this challenging environment. They also face “war for talent” owing to the wave of retirements of the baby-boomer (Hutchison and Boxall 2014). However, the overall pattern seemed to be more externally focused in the private sector.

According to Jensen et al. (2014), chief executives of the private sector are required to emphasize on the need to win the support of the financing agencies. In addition, the public and not for profit executives are required to engage in continuing the traditional funding sources. According to Mergel and Desouza (2013), the chief executives in the private sector are more into the implementation of the business model such that to reinvent the same for getting a more profitable outcome. As postulated by Esteve et al. (2012), the overall pattern in there public and nonprofit organizations are internally focused in comparison to the same in the private organizations where it is externally focused. Thus, the managers in the private organizations are backing for more financial ideas whereas in the public and nonprofit organizations, they are concerned more in adjusting with the constrained finding base and tradeoffs in expenditure. According to Kor and Mesko (2013), to nurture management talent and enable the chief executives to develop skills for managing the business environment, they are required to identify, design, and support the system and processes that could enable them ion managing the talent in the business environment.

Conclusion

The authors in their article have illustrated the importance of the management capabilities in New Zealand. The first challenge of managing the uncertainty and renewal requires the combination of understanding of the present environmental context with the leadership research. The second challenge, which can ve evidently found from the findings is the problem associated with managing relationship with business partners and stakeholders. Apart from that, the third challenge, which has been identified from the findings is realted to management of internal resources and employees.  The above were the three categories, which pose major challenges for the chief executives in the organizations. The qualitative data as collected by the authors in the article also helps in providing solutions for these chief executives such that they could be handling the challenges as reveled from the quantities data, in an efficient way in the future.

References

Esteve, M., Boyne, G., Sierra, V. and Ysa, T., 2012. Organizational collaboration in the public sector: do chief executives make a difference?.Journal of Public Administration Research and Theory, p.mus035.

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.

Kor, Y.Y. and Mesko, A., 2013. Dynamic managerial capabilities: Configuration and orchestration of top executives’ capabilities and the firm’s dominant logic. Strategic Management Journal, 34(2), pp.233-244.

Mergel, I. and Desouza, K.C., 2013. Implementing open innovation in the public sector: The case of Challenge. gov. Public administration review,73(6), pp.882-890.