HC1052: Organisation Behavior- Article Critique Assignment

Internal Code: MAS1573

Article Critique Assignment:

Task: write an article critique of 1,500 words The critique should be: Written in standard essay format The Article Critique that you write must: 1. Identify a relevant Thesis Statement or Question from the article 2. Identify the strengths and weaknesses of the article based on the Thesis Statement 3. Provide your own viewpoint – what do you believe? 4. Do you agree with the thesis statement of the article or don’t agree? 5. State your key points and Why? Why not? 6. Provide evidence and research from other academic sources (at least 3) to support and back your argument 7. Show use and understanding of class concepts learned in class that relates to the subject of the article 8. A solid conclusion to your essay The critical challenges facing New Zealand’s chief executives: implications for management skills In large organisations, chief executives sit atop a pyramid of managers and employees. Reporting to the board of directors, they are charged with leading the organisation into the future, co-ordinating its response to the opportunities and threats in its environment. Their role is inherently interdisciplinary and integrative: they must bring the parts of the organisation together to perceive and pursue a common agenda – or fail. But what challenges and risks do they see, and which are the most severe? This paper’s goal is to report a survey of chief-executive opinion in New Zealand, examining what chief executives in the private, public and not-for-profit sectors perceive as the most significant issues in their current environment, and to examine their implications for management skills. This is a timely moment for such an assessment. Since the global financial crisis (GFC) of 2008–09, New Zealand, like other nations, has experienced lower rates of economic growth. Its government has used increased borrowing to make up the deficit in the national accounts and has carefully reviewed public expenditure across the board (The Treasury 2012). The situation has been complicated by the need to rebuild Christchurch’s economic and social infrastructure following the sequence of earthquakes that began on 4 September 2010. New Zealand does have opportunities for growth, including in its world- class primary industries, in its attractive tourism sector, and in high-value manufacturing and services, but New Zealanders have continued to emigrate in search of better career possibilities, putting at risk the country’s skill base. This is a trend that has concerned governments, of all political stripes, but which they have struggled to arrest.In this light, our aim is to present what New Zealand chief executives currently report to be their greatest challenges, and to discuss the implications for management skills. Given what is known about the business environment, what managerial capabilities are important, and how can human resource (HR) specialists support their development? We base our discussion on a recent survey of 265 chief executives from New Zealand’s largest organisations. We begin with an outline of key features of New Zealand’s organisational landscape and a review of existing research on its management capabilities. This leads into an analysis of the survey’s quantitative and qualitative data and to an examination of the implications for management development and the HR function.