StudentShare
Contact Us
Sign In / Sign Up for FREE
Search
Go to advanced search...
Free

The Critical Challenges Facing New Zealands Chief Executives - Research Proposal Example

Cite this document
Summary
The paper 'The Critical Challenges Facing New Zealand’s Chief Executives" is a good example of a finance and accounting research proposal. The thesis statement focused on risks and challenges facing business organizations in New Zealand. The authors stated that these challenges and risks can be understood better by getting the views of chief executive officers, who are responsible for dealing with them…
Download full paper File format: .doc, available for editing
GRAB THE BEST PAPER92% of users find it useful

Extract of sample "The Critical Challenges Facing New Zealands Chief Executives"

Article Critique Name Course Instructor Date Article Critique Biographical Information Hutchison, A & Boxall P 2014, ‘The critical challenges facing New Zealand’s chief executives: implications for management skills’, Asia Pacific Journal of Human Resources, vol. 52, pp: 23–41. Problem Statement, Hypothesis and Research Questions The thesis statement focused on risks and challenges facing business organizations in New Zealand. The authors stated that these challenges and risks can be understood better by getting the views of chief executive officers, who are responsible for dealing with them. Therefore, the aim of the article was to present findings on what chief executives in New Zealand find to be the most important issues in their environments, and to discuss the implications of these issues for management skills. As the statement of the problem suggests, New Zealand chief executive officers face a myriad of challenges and risks, which they must address sufficiently and regularly to keep their organizations competitive and sustainable. The thesis statement agrees with the title of the article and is clearly visible to the reader. Based on the thesis statement, I think the article’s strength lies in the ability to reflect on what New Zealand business leaders ought to embrace as they set to realign their management practices with global trends and best practices. The main weakness is that the research was limited to the authors’ resources and capabilities, meaning that they were not able to explore any relevant issues outside the scope of the thesis statement. Although no specific hypothesis or research question is stated in this article, the authors have clearly addressed the overall context of their research. The researcher’s objectives were fairly answerable and were obtained by analyzing the findings in the context of the thesis statement. Literature Review No clear review of literature is noted in this article. However, the authors have made appropriate references to articles that were used to develop a theoretical underpinning for the study. These references contributed to the reader’s overall understanding of the research problem and the reasoning for establishing the noted research problem. In order to highlight the context of the study, the authors have given an outline of New Zealand’s organizational landscape and its management capabilities. To accomplish this, the authors drew heavily from previous studies on the subject and even incorporated findings from other countries such as Australia. In so doing, the authors have made it easier for readers to appreciate the relevance of the findings in the New Zealand context. A key shortcoming of this article is that the authors failed to review literature on the challenges and risks presented by organizational culture and behavior on management strategies and practices. According to Youndt and Snell (2004, p.338), organizational culture can be an impediment to the realization of organizational objectives. It is therefore suggested that the authors could have incorporated a review of literature on this important aspect. In addition, the authors did not review literature on how management practices and decisions in New Zealand organizations are influenced by practices in other countries. There is sufficient evidence to show that due to the forces of globalization, management practices have converged and therefore organizations face fairly similar challenges and risks all over the world. Another shortcoming is that the authors have not identified any gaps in the exiting literature. Although this topic has been studied extensively by scholars in New Zealand, there are numerous gaps, which can form the basis for future studies. Central to the identification of gaps is the understanding that the New Zealand’s organizational landscape has changed fundamentally over the past few decades due to the influence of information technology and other forces that require a paradigm shift in management practices. Methodology The authors have stated that their research method was based on a survey. Both qualitative and quantitative variables were included in the survey. The data collection procedure has been described in great details as could be expected in a qualitative study. One thousand questionnaires were sent to the chief executive officers of New Zealand’s largest organizations. The organizations were identified using a directory of the most important organizations in the country. The participating organizations were drawn from the public, private and not-for-profit organizations. Out of the 1000 chief executives issued with the questionnaires, 265 filled the questionnaires and returned them to the researchers, giving a response rate of slightly less than 30%. The authors have noted that some of the chief executives failed to fill the questionnaires due to time constraints and pressures arising from their duties. In this study, using a survey as the primary methodology was appropriate for several reasons. First, surveys are useful in describing study variables involving large populations. In New Zealand, there are thousands of companies engaged in various businesses. No other research method can effectively and accurately describe such a large sample. Secondly, surveys are flexible in that the questionnaires can be followed up through phone conversations, emails and face to face interviews. Third, surveys allow participants to answer anonymously, which make them open and honest. It has been established that surveys conducted anonymously result in more accurate and unambiguous responses (Patton, 2002, p. 22). The authors have noted that care was taken to ensure that the sample contained representatives from all industries in New Zealand. However, the sample focused more on large organizations leaving out small and medium sized organizations. Therefore, the findings are likely to be skewed because the challenges facing small organizations are distinct from those facing large organizations. The authors have not explained explicitly the measures they took to ensure reliability and validity of their findings. Nonetheless, there are indications that the findings are reliable and valid especially because of the incorporation of findings from previous studies. Results and Discussion The authors begin discussing their findings by relating everything back to the thesis statement and overall purpose of the study. This way, they provide a framework for understanding how their findings are related to and supportive of the research problem. Based on the analysis of challenges and risks, the authors identify three main themes as being important to enhancement of management capabilities in New Zealand. These are: management of people and internal resources; management of partners and stakeholders; and management of uncertainty. As the business environment becomes more competitive, there is need for organizations to develop capabilities and new strategies for managing people and internal resources. According to Hitt, Haynes and Serpa (2010, p. 437), the human resources are the most important strategic resources in many organizations. When managed well, these resources can be a source of competitive advantages for New Zealand companies. Good leadership is not only essential for the success of organizations but is also a critical component for effective people management within organizations. In view of the findings in this research, HR professionals in New Zealand should establish robust strategies and systems for managing people. Managing stakeholders and strategic partners is critical to the success of contemporary organizations in New Zealand. For typical organizations in New Zealand, stakeholders include diverse groups such as employees, customers, suppliers, regulators, the civil society, trade unions, competitors, creditors and shareholders. Each of these groups of stakeholders have different interests and expectations which must be addressed to their satisfaction. To remain sustainable and competitive, chief executives must develop dynamic ways of engaging these stakeholders to deliver win-win outcomes (Daniels, Radebaugh & Sullivan 2014, p. 61). Managing uncertainty is paramount because organizations exist and operate in an environment that is unpredictable and constantly changing. As noted by Flyvbjerg (2003, p. 22) competition, changing customer preferences, globalization and economic downturns are the main factors responsible for uncertainty in organizations. Existence of uncertainty means that business executives cannot make decisions that accurately predict the future of their organizations especially when the market remains dynamic. Making strategic decisions under uncertainty requires avoidance of unfounded assumptions. For the chief executives in New Zealand, it is necessary to take this consideration into account. In their conclusion, the authors report that the chief executives of organizations in New Zealand face a challenging business environment with uncertain markets and changing technologies, in which the unconditional support of key stakeholders is paramount. Most organizations are confronted with the war of talent due to the mass retirement of baby boomers, leaving behind a vulnerable workforce with little leadership skills. Private sector organizations are faced with the difficult challenge of reframing and realigning their business models to cope with the fast-paced realities of today’s market place. Non-profit organizations on the other hand have to adjust to an environment of severe constraints in funding. To survive, these organizations have to find new ways of accomplishing their objectives with limited resources (Nag, Hambrick & Chen 2007, p. 937). Conclusion The findings in Hutchison and Boxall’s research reflect how chief executives in New Zealand perceive the business environment around them. The findings are consistent with those from previous studies in New Zealand and other countries. New Zealand being a highly developed economy, there is need for the country’s chief executive officers to incorporate these findings into their management strategies and decision making. References Daniels J, Radebaugh L & Sullivan D 2014, International Business: environment and operations, Boston: Prentice Hall. Flyvbjerg, B 2003, Megaprojects and Risk: An Anatomy of Ambition. Cambridge: Cambridge University Press. Hitt M, Haynes K and Serpa R 2010, ‘Strategic leadership for the 21st century’, Business Horizons, vol. 53, no. 5, pp. 437–444. Nag R, Hambrick D & Chen M 2007, ‘What is strategic management, really? Inductive derivation of a consensus definition of the field’, Strategic Management Journal, vol. 28, no. 9, pp. 935–955. Patton, M 2002, Qualitative research & evaluation methods, Thousand Oaks: Sage Publications. Youndt, M & Snell, S 2004, ‘Human resource configurations, intellectual capital, and organizational performance’, Journal of Managerial Issues, vol. 16, no. 3, pp. 337-360. Read More
Cite this document
  • APA
  • MLA
  • CHICAGO
(The Critical Challenges Facing New Zealands Chief Executives Research Proposal, n.d.)
The Critical Challenges Facing New Zealands Chief Executives Research Proposal. https://studentshare.org/finance-accounting/2086716-organisational-behaviour
(The Critical Challenges Facing New Zealands Chief Executives Research Proposal)
The Critical Challenges Facing New Zealands Chief Executives Research Proposal. https://studentshare.org/finance-accounting/2086716-organisational-behaviour.
“The Critical Challenges Facing New Zealands Chief Executives Research Proposal”. https://studentshare.org/finance-accounting/2086716-organisational-behaviour.
  • Cited: 0 times

CHECK THESE SAMPLES OF The Critical Challenges Facing New Zealands Chief Executives

Challenges Narinex Company Facing

This paper will discuss a case study based on the Narinex company and the challenges facing it.... hile in the meeting, it is, however, revealed that Glistrom is beating their company through the marketing of their profile and this puts Nariex executives in a dilemma as to whether they should hire someone to tell their own story.... Apparently, Glistrom had recently appointed a chief sustainability officer (CSO) and this might have been the reason why the company was now taking most of the contracts....
9 Pages (2250 words) Case Study

Recommendations on Management of Starbucks Innovation

Through appropriate leadership, the team is able to collaborate with the chief digital officer as the senior leader.... The cross-functional partnership makes it possible for digital teams to listen to customers and identify trends and new innovation opportunities.... The corporate culture at Starbucks is willing to innovate and come up with new products....
9 Pages (2250 words) Case Study

TNK-BP Corporate Governance Challenges

Furthermore the move aims at enabling the organizations to start new oil fields in order to maximize their production (Dixon 2008).... The oil prices have been facing a great challenge from political upheavals across the world.... Nevertheless, the firm was not ready to submit its stake to the government which was not stable and was facing several political challenges which could spread to affect the sales of the company.... … The paper "TNK-BP Corporate Governance challenges" is a great example of a Finances and Accounting essay....
10 Pages (2500 words) Essay

Challenges Facing New Startups in Silicon Valley

… The paper "challenges facing new Startups in Silicon Valley" is a great example of a report on business.... The paper "challenges facing new Startups in Silicon Valley" is a great example of a report on business.... challenges facing new startups in Silicon Valley New technology seems to be the key success in achieving high profitability in any business firm.... This essay summarizes the challenges that are facing new startups in Silicon Valley, compares it with the challenges faced by startups in Australia, and how business startups should maximize their chance of survival when starting up....
6 Pages (1500 words)

International Business Managenent - Meat Industry in New Zealand

… The paper “International Business Management - Meat Industry in new Zealand” is a great variant of the case study on business.... As such, the economy of new Zealand has gradually improved and has become a market economy.... The paper “International Business Management - Meat Industry in new Zealand” is a great variant of the case study on business.... As such, the economy of new Zealand has gradually improved and has become a market economy....
14 Pages (3500 words) Case Study

Contemporary Human Resource Management Issues in the Media

Before Terry White was sold to the new owners (Kenny and Louise Yuen), McConnell was employed as franchisees.... However, after the business owner was sold to the new owners, the acquisition rose against McConnell that she didn't present satisfactory performance.... McConnell argued that the new task that the new managers assigned her were not part of her duties (front shop duties).... Nevertheless, each employee ought to uphold high performance in the duties delegated (Sinclair & McKendrick, 2012)Though firing of those workers who seem resistant to respond to the firm new roles may be imposed, another issue arises when replacing the dismissed workers....
12 Pages (3000 words) Literature review

Challenges Facing Management in Teams

… The paper "challenges facing Management in Teams" is a great example of management coursework.... The paper "challenges facing Management in Teams" is a great example of management coursework.... challenges facing Management in Teams 2.... This report discusses the various challenges that face managers in working in teams.... Other challenges that face managers of teams include leadership, slack and laziness of some team members, and management of employees with diverse characters....
8 Pages (2000 words) Coursework

The Challenges Facing Red Telecom

… The paper "The challenges facing Red Telecom " is a good example of a management research proposal.... The purpose of this proposal is to find the challenges facing Red Telecom and propose the necessary changes.... The results of the analysis establish that some of the challenges facing the company staff are lack of team, poor communication skills, lack of problem-solving skills, and anxiety brought by organizational changes.... The paper "The challenges facing Red Telecom " is a good example of a management research proposal....
6 Pages (1500 words) Research Proposal
sponsored ads
We use cookies to create the best experience for you. Keep on browsing if you are OK with that, or find out how to manage cookies.
Contact Us