Organizational Behavior for Applicable Employee

Question: Describe about the Organizational Behavior for Applicable Employee. Answer: Introduction The organizational behavior has high impact on the organizational performance and the employee performance. There have been many aspects involved with organizational behavior, which influences managerial activities of the organization. The current essay focuses on a particular article based on the challenges faced by executives in New Zealand. While implementing the strategies of organizational behavior, the managers, executives have to deal with different internal as well as internal behavior. It is important to identify these challenges effectively and understand its influence on the organizations. Thus, the current report also emphasizes the relevance of the article and its outcome. The review of the article could help to identify the gaps based on which further analysis can be conducted. In addition, the article includes a survey of 265 New Zealand Chief executive and these executives represent almost 27% of nations biggest organizations (Hutchison Boxall, 2014). The article rev olves around the most critical challenges in the present business environment. It also discusses the execution of the management skills that are usually applicable in New Zealand Discussion The article provides an insight regarding the business environment in New Zealand. It demonstrates how the executives are representing their brands through multiple challenges and market barriers. The country does not have much of global reach and it is remote from the global market. The article provides a set of statistical information, which shows that many organizations have franchises and branches. However, only 44% of the employees work in the organizations, which has at least 100 employees. On the contrary, the percentage is increased for United State (64%) and UK (60.2%) (Hutchison Boxall, 2014). In addition, the authors conducted the survey, which exemplify that the country has effective business environment along with the advanced economy. Notwithstanding, most of the firms have foreign ownership. This may include the whole banking sector and the parts of retail industry. Identifying the relevant thesis statement to identify the strength and weakness of the article The article provides an understanding that due to less global reach and participation in the foreign market, the managers in New Zealand think that they have outgrown the country and they have now been seeking the opportunity for emigrating to a large economy. In such context, the managers transfer New Zealand branches of international organizations to other large foreign offices. Hence, it can be mentioned that due to the lack of development in the business environment and the absence of specified jobs that are existing in worlds largest economies, the executives of the brands find it difficult to recruit and retain people. On the contrary, it has also been identified that organizations in New Zealand gain some potential advantages, as they are less bureaucratic and provide optimal employment opportunities to the individuals (Khan, Grigor, Winger Win, 2013). The data of survey given in the article helps to learn that organizations in New Zealand have an empowering kind of managemen t style that is implemented in small organizations. The article shows the fact that due to the limited population in the country; the marketers lack the skilled people for the specialized job and employment. In addition, almost 650,000 people are living in Australia, where people find greater level of success opportunities in the labor market. The data revealed in the census helps to learn that almost 83% of men and 70% of women born in New Zealand are become the resident in Australia as they find more employment opportunities (Hutchison Boxall, 2014). The existing industries in New Zealand face the stiff challenges in retaining the educated workforce. This results to poor productivity growth in the country. However, the article mainly focuses on the barriers that are faced by the industries in New Zealand. Nevertheless, the article lacks the future trends of the business environment of the country. The survey results of given in the article are only based on the past performance instead of current and planned changes of the coming e ra. Thus, it can be mentioned that poor rating does not imply that a country could automatically perform poorly in the coming years. The country has advanced economies and optimal business opportunities. Therefore, it can be mentioned that scenario may change in the future. In such context, it is necessary for the brand executives to implement those opportunities quite effectively. Moreover, it can be added that in spited of such rating, the outcome of the survey imply some indications regarding the competitiveness of business environment, which is relative to those of other economically developed countries. In addition, the qualitative measures given in the article are widely based on the survey responses. This could suffer from weaknesses in sample size, the type of questions analyzed and the participation of the respondents. Likewise, the article also lacks the statistical information such as GDP growth, which could influence the business environment of the country. According to the secondary source of data, it is learnt that since 1996, the GDP growth of the country has increased by 30%, whereas the population increased by 9% (Agarwal et al. 2013). The percentage of real per capita GDP is however below 11% the average of OECD. Thus, the country is dependent on the foreign trade, with exports that contribute to 28% of the GDP. In addition, it can be mentioned that the executives find optimal business opportunities and solutions to the existing business problems. However, the article does not provide any discussion on the business solutions that marketers experience. While looking into the global awareness, it has been identified that New Zealand proves to be an effective place to set up business; the foreigners own particularly those (Hall Rusher, 2013). Moreover, there are opportunities for the business professionals offer different services contributing to the formulation of the business. In addition, the article does not provide the significant reasons due to which a large percentage of the people leaving the country and for the search of better job opportunities. The other sources of data reveal that many non-government organizations are more profitable than the public firms are. As the article covers 1000 organizations including private, non-private sectors, the authenticity of the data does not provide the insight about the approaches followed in the managerial activities as the sample size is too large. In addition, the article does not focus on the annual overview of the organizations that would provide the understanding of the profits gained by the organization running the business operations in New Zealand. Stating personal opinions on thesis statement The article provides the survey responses that show that dynamic scenario and or frequent changes in the economic environment in New Zealand is one of the major challenge that discourage the marketers to implement the available business environment. This often proves to be evident that changes in the economic environment create several challenges. For example, as the economic environment changes, the needs and demands of people also change. Thus, it becomes difficult for the organizations or the marketers to set the business objectives. Based on the business objectives, managerial skills are determined. Nevertheless, if the objectives are not clearly established due to the changeable environment, the required skills are not selected (Aggarwal Urata, 2013). Therefore, the organizations find it challenging to recruit and retain the skills people for the specified job position. The article also provides a significant reason behind the increasing percentage of emigration. Due to the lack of employment opportunities, a large percentage of the population shift to other countries leaving the employment opportunities in public sector. It is observed that non-profit organizations have to face the barriers in attracting and retaining the people. These non-profit organizations are not able to compete for skills paying for higher wages and other difficulties. One such difficulty is due to the financial constraints, which come from the changeable economic climate, the firms could not reward employees for their excellence (Laegreid Christensen, 2013). This means the skilled people do not receive the necessary opportunities that they deserve. On the other side, the qualitative data reveal that CRS activities of the organization are another significant issue if not a big challenge. Among different market barriers, most of the large organizations in New Zealand try to meet communitys needs and demands along with meeting the organizational goals. Particularly, the non-profit organizations find it challenging in meeting the growing demands of the community. It is evident that community needs have grown due to an aging population as well as increasing poverty. These increase of needs intensify the requirement for their services. Therefore, it is not possible for non-profit organizations to perform the CRS activities. Conclusion On the completion of the report, it can be mentioned that article provides a deep understanding about the potential challenges that are usually faced by the executives in New Zealand. However, the article does not appropriately specify the exact barriers for the marketers. The article provides multiple aspects in the form of market barriers. Notwithstanding, the aspects are not properly elaborated. Therefore, it becomes difficult to understand real factors affecting the business environment. The article says a large percentage of the population leaving the country for better employment opportunities. On the contrary, many foreign companies are accessing the New Zealand market for utilizing the available opportunities. However, the employment opportunities still lack. Reference list: Agarwal, R., Green, R., Brown, P. J., Tan, H., Randhawa, K. (2013). 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