Organisational Behaviour For Quality Management Practices

Relevant thesis statement

Describe about the Organisational Behaviour for Quality Management Practices.

The thesis statement that is found in this article by Hutchison and Boxall (2014) is the following:

Chief Executives of the private, not-for-profit and public organizations in New Zealand are facing significant challenges and risks in managing the organizational behavior.

To form a question it will be as follows:

What are the risks and challenges that the chief executive is of the private, not-for-profit, and public sectors perceiving as the most significant in managing the organizational behavior?

The article by Hutchison and Boxall (2014) has focused on the present organizational problems in New Zealand’s public, private and not-for-profit sectors. It contains a survey result conducted in 2012 on 265 Chief Executives of New Zealand. This article has tried to emphasize the current and relevant situations and its strength lies in the fact that the outcomes are all real situations. The objective of the article was to find out the challenges and the result has underlined a complex organizational environment. According to Jensen et al 2014, it is found that both the market and the technology have changed and the support of the external stakeholders is more conditional than the previous. The article also discusses the effective ways through which the human resource managers can support development of managerial skills. Therefore, the article not only explains the problems but also recommends the solutions of those problems. Kuipers et al (2014) opined that it has undertaken a detailed study, in which the authors have categorically highlighted the three most necessary management skills for the Chie Executives. Apart from that, the human resource management is also discussed and its role in managing the managers is also discussed.

This article has found out the areas in which the uncertainties are found. While doing this, an assessment of the overall situation of New Zealand is also described. Such a thing helps in understanding the situation better. According to Agarwal et al (2013), the reader would be able to relate it with the current economic condition of New Zealand. As the article has considered all three-industry sectors of New Zealand, one could find analysis of both the manufacturer and consumer behavior. Again, this article has focused on the large scale and small scale industries for a wider study. Myers 2013 opined that this article has related the author’s opinions with the current market situations. The recommendations that are suggested through this article are taken from the literary resources. The authors have also demonstrated the method of data collection and the results of the survey in detail. It is helpful to the readers for a better understanding.

Identification of strengths and weaknesses of the article based on the thesis statement

The primary weakness of the article is that it does not focus on any particular industry or any particular organization. As discussed by Brown and Osborne (2012), moreover, the survey has been done on 2012 and in a transitional market scenario; it is doubtful how long the outcome would be the same. Therefore, the survey results were too some extent limited.

The article has provided with many significant data. I have found the key challenges and risks in the organizations. The four major areas that need to be considered are the effects of globalization, technological advancement, political uncertainty, and various economic threats. New Zealand is a small economy and primarily concentrates on the dairy industry. It can be said that they need large and organized industries to enhance their productivity. Through this essay I come to know that how the management of New Zealand can develop their capability to prevent crisis and increase productivity. It is also the responsibility of the human resource managers to tackle the situation through designing and developing the skills in the leaders of the organizations. I have found that the biggest challenge of the leaders is to manage an educated workforce. The primary question is directly related to the issues of productivity.

I agree with the thesis statement. I have found that New Zealand needs to consider industrial development issues. The estimation shows that 4.5 million people of New Zealand are not exposed to the international market. Therefore, the biggest challenge is to develop a skilled workforce. The chief executives of all the sectors are dealing need to focus on managing the skills, and the HR specialists need to focus on developing that skill in the chief executives. At present, New Zealand is facing competition from Australia in terms of productivity. However, the positive aspect is that they are capable of this development.

The major points of this article involves a critical examination of the potential challenges in the present existing environment of maintaining the management skills in appropriate manner by the chief executives of the large corporation in New Zealand. The chief executives of New Zealand report an ambiguous and fast changing environment, which is characterised by the process of constrained funding. The managers of the organisations requite potential capabilities in order to handle the organisational renewal and uncertainty in this particular environment of New Zealand. Even this article focuses on the requirement of interpersonal and political skills and knowledge of the managers in order to manage the web of complex relationships with the stakeholders. As the mangers of the New Zealand’s business corporation has to manage the limited resources and different employees from different cultural and educational background, therefore, the managers need effective and adequate skills in order to perform own roles and responsibilities in a systematic approach. This specific article also concentrates on the duties of the HR while fostering and designing the appropriate model for smoothing the procedures of the developments, which supports and encourage the skills of the managers.

Own viewpoint about the article

According to Nel et al. (2012), as human resource management in New Zealand and Australia, have the enough capabilities to change the comprehensive approach as it helps to integrates the basic behavioural aspects, which is completely aligned to the organisational behaviour as it enhances the overall management process of the employees and the managers. Even the process of teamwork, motivation and influence of the managers also help to develop the organisational behaviour in the workplace. Even the contemporary issues have a great impact on the organisational behaviour of the corporations of New Zealand. This particular article not only discusses several fictions and activities of the HR department, however, the impact of the current exiting issues on the functions of the HR department. Dent and Whitehead (2013) have mentioned that even the skills of the mangers are required to train the new recruited employees in order to help them to understand the organisational policies, procedures and organisational behaviour. As the provided article only discusses the major problem of the implication of appropriate management skill in the present business environment of New Zealand, therefore the HR department should come forward in order to mitigate every managerial issue as it may hamper the business operations of the organisation. On the other hand, the neighbour countries of New Zealand such as Australia, Malaysia and Singapore maintain international business in appropriate manner. Kelsey (2015) has stated that the monetary policies, labour market deregulations and the fiscal restraint of New Zealand have the great impact on the managerial skills of the organisation.

The managers of New Zealand’s business organisation have understood that there is large scope and possibilities to reach the global market in suitable manner. The recruitment and retention of the employees are the biggest problems of this country. As opined by De Silva et al. (2014), the retentions of the efficient and potential employees help an organisation to attain the desired position in the marketplace and enjoy a perfect level of market share in the particular industry. The business organisations of New Zealand also posses some adequate facilities including they are not at all supporters of bureaucratic working culture and help the employees to perform according to their own perceptions as the managers believe of the efficiency, skills, knowledge and potentiality of the associated employees (Brough et al. 2014). Although New Zealand possess a vast scope and possibilities of business expansion in the international market, the business organisations fail only because of critical management problems excluding the dairy industry. The organisational style in New Zealand suggests being informal and the labour market are in stable and successful position. The major challenge involves retaining the educated workforce of New Zealand. Muchiri et al. (2012) have mentioned that the income gap and productivity determines the profitability of an organisation.

Conclusion

The problems related to the productivity enhance the differences in the capital intensity of New Zealand. The mangers and chief executives of New Zealand should manage the renewal process and uncertainty for controlling the power of the partner companies and stakeholders. However, it also helps to manage the associated employees and the resources. The business experts should provide effective strategies in order to solve the restructuring and renewing policies of the organisations of New Zealand.

References

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.

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.

Brown, K. and Osborne, S.P., 2012. Managing change and innovation in public service organizations. Routledge.

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.

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.

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

Kuipers, B.S., Higgs, M., Kickert, W., Tummers, L., Grandia, J. and Van der Voet, J., 2014. The management of change in public organizations: A literature review. Public Administration, 92(1), pp.1-20.

Muchiri, M.K., Cooksey, R.W. and Walumbwa, F.O., 2012. Transformational and social processes of leadership as predictors of organisational outcomes.Leadership & Organization Development Journal, 33(7), pp.662-683.

Myers, M.D., 2013. Qualitative research in business and management. Sage.

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.