Skill And Leadership Development: Challenges And Implications In The New Zealand Environment

Thesis Statement of the Article

Discuss about the Skill and Leadership Development.

The current article describes the critical challenges in the current New Zealand environment and implications for the managerial skills. The review of the article starts with determining the question or thesis statement from the current article, followed by identifying the strengths and weakness of the material. While analysing force and weakness, the researcher has tried to share own view to establishing a logical justification. The agreeability has been made considering the key points and rational explanations. Three academic resources have been discussed to critique the article as evidence-based evaluation.

The thesis statement of the current article is “Three fundamental management skills such as managing uncertainty, leading people & resources and managing the stakeholders are needed to meet the challenges in the complex business environment”. The similar proposition has been stated by Boxall and Purcell (2011), which indicates that fast-paced and ambiguous change needs diversified management skills to be synchronised with the volatility of the market demands. The questions about the articles have been extracted as follows:

• How the fast changing, and ambiguous business environment of New Zealand is characterised by the constrained funding?
• Which types of managerial skill set are required to manage organisational uncertainty?
• How the redesigning of HR module can foster and model the regulatory development process to support the diversified administrative skills?

The major strength of the study is that it is an integrative approach, through which the integration with different themes has been made. The idea of managerial uncertainty and the renewal has been discussed considering the combination of different leadership and environmental context. Also, a quantitative study has been conducted and results showed a correlation of organisational behaviour with the managerial effectiveness. The second theme also reflects the movement of the business environment. The descriptive analysis also enables the readers to understand how the country’s political skills can influence the people and internal resource of an organisation. De Menezes et al. (2010) also supported the fact and stated that the outside business environment significantly affects the overall landscape of the New Zealand. The overall study has been conducted, including a survey method and qualitative approach as well. However, the more secondary analysis could have provided a better result of the review (Fortune, 2012). The lack of adequate secondary analysis can be considered a major weakness of the current study. Also, the study has been conducted on a particular target mass only (for New Zealand). A comparative study of Asian and European regions would have even more authentic information regarding the study.The scholars in the present article have managed to evaluate on the HRM (Human Resource Management) technique with several lucrative techniques. It managed to emphasise the importance of the HRM perspectives and the effective determination required from the management’s side to increase the employee-employer relationship. In the context of the similar statement, Gberevbie (2008) determined that the employee motivation has become an integral part of the organisations. The majority of the SMEs (Small Medium Enterprises) and the MNCs (Multi National Companies) are experiencing a slaughter regarding the employee retention ratio. Since, the business models of the organisations are exclusively focusing on attaining competitive advantage in the market (Mignonac and Richebé, 2012). Therefore, the firms are initiating the methods that indirectly lead to employee exploitation. The present article has managed to explain the relevant HRM methods with useful primary data collection approach that might facilitate the International and the New Zealand based firms to increase the stakeholders’ values.

Strengths and Weaknesses of the Material

The thesis statement of the present article is highly acceptable. The thesis statement determines on the three fundamental skills like managing uncertainty, leading the employees and resource handling to mitigate the demands of the stakeholders. According to Sale (2015), the organisational productivity highly depends on the motivation aspects and the contribution of its internal resources. Therefore, the HR manager of the organisations highly necessitated implementing effective employee beneficial measures that serve the objectives of both the employers and the employees.

• The chief executives report of New Zealand’s are characterised by the rapidly changing environment and constrained funding options.
• To sustain the above change, the managers are required to have the potency of implementing innovative techniques.
• The managers also require having the interpersonal skills to handle the complex relationship with the internal stakeholders.
• The managers need to inbuild the systematic approach skills to manage the entire organisational process with limited resources
• The HR manager needs to design the developed the internal process with efficacy to support and appreciate the employees’ expertises.

The above key points emphasises on the proficient HRM concept, which is highly required to sustain the fierce competition of the market. The key points carry effective HRM technique that often guides the HR managers to initiate productive methods to handle the tricky situation of the organisations.

It has been observed in the current study that the most of the New Zealand’s management is currently fronting critical challenges while implementing management skill within the organisation. According to oft the opinion of Okech and Nedelea (2010), a complex environment of the fluctuating market situation and the technological development is the foremost factor to for this ambiguous change. It is essential for the management skill to develop three major skills such as managing stakeholders and business partners, managing uncertainty and renewal, managing people and limited sources (Catchings, 2015). To increase the employee capability, learning and development are essential to foster the organisational business goals. Thus, Sang Long (2011) mentioned that competency management is the pulsation of the performance improvement in the corporate levels. The competency management assists to establish a strategic talent management practices like acquiring talent and skilled workforce, workforce planning and developing the employees. On the other hand, Stacy and Dempster (2013) cited that one of the major challenges of the management competencies is that the skilled management proficiency treats as an HR progression rather than an authoritative business practice. Adding to this, the identification of the critical competencies is very difficult for the business. Investment in the competency management also has less priority in regards meeting the business goals and objectives (Catchings, 2015). Therefore, it could be deduced that the chief executives of the New Zealand have faced multidimensional challenges in a regular way.

The major benefits and challenges of the HRM practices have been discussed in the class. The concepts to management capabilities for nurturing the talents, improved efficacy of the workforce has also been discussed in the classroom which is completely aligned with the current topic. Furthermore, a critical skill for managers for improving the performance of the organisation is also one of the most similar subjects which have discussed in the class and directly associated with the current analysis.

The primary assertion of the study indicates that the New Zealand’s chief executives are facing some challenges in the business environment. The study has identified that the organisational management team has tackled a”war for talent” to uphold the leadership position. It has been scrutinised that the private sector chief executives continuously reconstruct the business models to survive in the economically challenging environment. On the other hand, the outcome of the study fails to draw an in depth analysis regarding the current topic. The lack of secondary analysis fails to establish the relationship between how the ambiguous business environment of New Zealand is characterised by the constrained funding. However, more secondary data collection would have given real life scenario regarding the ambiguous business environment faced by different enterprises.

Reference:

Boxall, P.F. and Purcell, J. (2011) Strategy and human resource management: Third edition (management, work and Organisations). 3rd edn. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan.

Catchings, G. (2015) ‘A practical coaching model for critical thinking skill and leadership development (C/CTSLD)’, Management and Organizational Studies, 2(4), pp. 120–122.

De Menezes, L.M., Wood, S. and Gelade, G. (2010) ‘The integration of human resource and operation management practices and its link with performance: A longitudinal latent class study’, Journal of Operations Management, 28(6), pp. 455–471.

Fortune, T. (2012) ‘Should higher education curriculum develop political acumen among students?’, Higher Education Research & Development, 31(4), pp. 611–613.

Gberevbie, D. (2008) ‘Employee retention strategies and organisational performance’, IFE PsychologIA, 16(2), pp. 129–138.

Mignonac, K. and Richebé, N. (2012) ‘“No strings attached?”: How attribution of disinterested support affects employee retention’, Human Resource Management Journal, 23(1), pp. 72–90.

Okech, R. and Nedelea, A. (2010) ‘Critical issues in sustainable tourism development in Romania: Challenges and lessons for Kenya’, Ethiopian Journal of Environmental Studies and Management, 3(1), pp. 22–24.

Sale, J. (2015) Mapping motivation: Unlocking the key to employee energy and engagement. London, United Kingdom: Gower Publishing.

Sang Long, C., Khairuzzaman Wan Ismail, W. and Mohd Amin, S. (2011) ‘Internal consultation skill and linkage with the critical strategic roles of HR practitioners in Malaysia’, Journal of Management Development, 30(2), pp. 160–174.

Stacy, L. and Dempster, M. (2013) ‘Challenges of skill acquisition and maintenance for paediatric critical care nurses when technology usage is low’, Australian Critical Care, 26(2), p. 97