Challenges Of Management Skills For New Zealand Chief Executives

Thesis Statement

Discuss about the Organization Development for Cengage Learning.

The article is centred on the management skills challenges by the New Zealand’s chief executives. The article examines the current environment and the practitioners of New Zealand who can support skill development in the complex nature of environment. Moreover, the article highlights the way the management skills can be used in achieving common agenda in the large organizations. As a result, the article has been surveyed on the New Zealand’s chief executives in different sectors that are public, private and not-for-profit to investigate on the implications of the management skills in the changing markets and technologies. Inertly, there are many critical issues in the articles that will be used for the analysis in the essay.

Hutchison and Boxall (2014) are of the view to study the critical challenges faced by the New Zealand chief executives in the current environment. The article is studied to discuss the implications on the management skills and in a fashion where human resource development can be supportive of skill development. Even though, the chief executives track the changes in the business environment but they are some managerial specialists who are not able to support their development. In the light of such issue, the business environment has been facing many fluctuations and the same has been examined by taking in consideration 265 chief executives of New Zealand.

On the onset of global financial crisis (GFC), New Zealand experienced decelerated growth and the national accounts experienced deficit when reviewed from the board of public expenditure. As a result, many officials left the country to achieve high values in career possibilities by emigrating to a larger economy. On the contrary, the uncertainty in New Zealand resulted due to effect of globalization. Although, New Zealand has many opportunities in primary industries whether it is high value manufacturing and services or tourism but when in crisis, the New Zealanders continued to put the economy in risk stemming in “brain drain” through emigration for better opportunities (Ehambaranathan, Chalapati and Murugasu 2015). The lack of management skills grew due to lack of advancement in big jobs because retaining talent had been a fundamental problems (Panahi 2012).  The challenge is primarily in retaining the educated workforce and it has been seen in 1950s when New Zealand dropped form wealthiest country to 26^th in OECD. This brain drain in the resource crisis led to ineffective application of management skill in New Zealand.

Critical Analysis

Moreover, the article laid by Hutchison and Boxall (2014) also studied the productivity problem that had been due to lack of management resources. On the other hand, Green et al. (2011) opined, New Zealand needs to focus more on development of management capabilities, as scale and ownership within the firms seems to make a large difference. Conversely, the chief executives have been facing organizational challenges as well due to lack of management capabilities that not only substantiates uncertainty but also creates chaos in disorderly activities in produce and disequilibrium.

On the other hand, according to Iravani (2011), brain drain has resulted on an economic problem that emerged as a significant “human capital flight” describing the emigration of educated workforce making labour-exporting economies in a self-sufficient bind. The reviewed article has been the best support to the current article, as dynamic business environment will lead to lack of capabilities in managerial skills. Moreover, in New Zealand many small firms are struggling with the productivity performance because the New Zealanders who built their career in aerospace, semiconductors, automobiles or in banking have been restricting New Zealanders skill and creating an economic motivation for migrants.

The article has not only highlighted the economic aspects but also has augmented the reasons for the emigration. Moreover, it has examined as well as explained the lack of management skills in the chief executives. The article has studied the scenario on 265 chief executives and has given statistical results with graphical representation on different factors in the three sectors that is private, public and not for profit sector. The integrative approach applied in the study has been studied on three fundamental sets that is managing on stakeholders and partners, internal resources and managing renewal and uncertainty, which proves to elaborate on all different aspects of organization behaviour (Mitchell 2013). However, other researchers like Walsh, Bryson and Lonti (2002) has investigated on uncertainty while carrying out adopted managerial policies and practices to enable organizational alertness and has been stated with the study. Moreover, the authors evidently elaborate managing people based on relative challenge. However, as viewed limited resources can be managed in the hour of need by giving strategies based on the results that can be beneficial in meeting the lack of management skills in New Zealand. Nevertheless, the business undertaken by chief executives have even studied analysing the situation of changing business environment and technologies by applying strategies that are largely positive on team building, job design as well as training. On the methodology forefront, qualitative analysis used in the study has increased the reliability of the responses (Tyson 2014).

Strengths of the Article

The article has been carried out on a large scale but the sample does not represent the population because it was important to get a generalized as well as full picture such as one chief executive should have been taken from each organization irrespective of small or large organization. Secondly, the analysis has been made on lack of management skills but the executives have not been recorded on the deficits of skill or the needs through the responses. Thirdly, the study has conducted the study but the skill group has not been maintained in the sample for example a technical skill set would be employed in aerospace, information technology, applied engineering, etc. whereas the same cannot be applied to communication skill set required for funding base activities.

The organizational behaviour examined on the specific article has been attributed to different effective chief executives that have prominent value and relevance in managerial skills. However, according to my viewpoint, the management skills needs to be changed with the changing environment. Moreover, the study undertaken in New Zealand has highlighted the changes that can be viewed as positive challenge for the managers. The “brain drain” scenario undertaken in New Zealand is because of the lack of large organizational base. As a result, chief executives have been migrating to developed nations in search of career opportunities to secure from economic threats. As depicted, the article studies the perception of the chief executives but there are key challenges that needs to be met in the environment to develop a set of effects for managerial competences.

On the other hand, in the view of Daft and Marcic (2013), management skill can be further simplified and can be adaptive with good communication as well as team building skills that can helps a small organization to grow into a big one. However, there will be less migration of chief executives from country to country, as they will fill the concern for the opportunities in the domestic economy.

The article by Hutchison and Boxall (2014) has examined four key points in the study. Firstly, the brain drain in a country like New Zealand is because of less of opportunities of investments as there are no renowned large organizations. However, many articles have viewed New Zealand as a positive economy that can open its prospects post immigration.

The other part that holds significant importance are the stakeholders and business collaborators that helps in providing financial management as well as reliability to business innovation. The article has recommended to renew organization effectively by managers who are not only efficient to deal with complete problems but will also focus on different line managers  that will bridge development process to take external part in external and internal boundaries (Cummings and Worley 2014). The other methods that will help in uplifting management skill is by giving opportunities, improving standard and quality of living and flexible work environment so that resource utilization can improve the scope of learning opportunity in growth of career in New Zealand and the chief executives no more have to face adverse challenges.

Conclusion

To conclude, it can be said that the critical challenges on management skills faced by New Zealanders chief executives have been evaluated on the prospect on decrease in productivity of the executives as well as the changing environment has not been able to meet by small organizations. Moreover, the emigration of educative workforce raises a talent war, as there is uncertainty and lack of reliability in New Zealand. Although, the executives emigrate to different countries for career growth but this can be restricted by developing different skills like team building, job design as well as different skills like communication, interpersonal and innovation skills.

References

Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.

Daft, R.L. and Marcic, D., 2013. Building management skills: An action-first approach. Cengage Learning.

Ehambaranathan, E., Chalapati, S. and Murugasu, S., 2015. The Determinants of Income towards Brain Drain-The Case of Malaysians in New Zealand. International Journal of Academic Research in Business and Social Sciences, 5(1), p.212.

Green R, R Agarwal, P Brown, H Tan and K Randhawa 2011. Management matters in New Zealand: How does manufacturing measure up? Ministry of Economic Development, Wellington. www .med.govt.nz/about-us/publications/publications-by-topic/occasional-papers/2011-occasional -papers/11-03-pdf (Accessed 26 Sep. 2016)

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.

Iravani, M.R., 2011. Brain drain problem: A review. International Journal of Business and Social Science, 2(15).

Mitchell, B., 2013. Resource & environmental management. Routledge.

Panahi, R., 2012. Factors affecting the brain drain from Iran. Journal of Basic and Applied Scientific Research, 2(3), pp.3003-15.

Tyson, S., 2014. Essentials of human resource management. Routledge.

Walsh P, J Bryson and Z Lonti 2002. Jack be nimble, Jill be quick: HR capability and organisational agility in the New Zealand public and private sectors. Asia Pacific Journal of Human Resources 40(2), 179–194. doi: 10.1177/1038411102040002337.