本篇英国paper代写-The financial crunch 讲了2008 - 09年度席卷全球的金融危机对全球各地的球员造成了沉重打击，拖累了新西兰的真正困境。随着世界正在经济复苏中挣扎，新西兰与世界其他地区有利害关系，这个拥有小领土的国家已经出现了一个新的环境。本篇paper代写由51due代写平台整理，供大家参考阅读。
Introduction
The financial crunch that swept the whole world in 2008-09 exacted a heavy toll on all global players, dragging New Zealand into this real fix. As the world is struggling with economic recovery and New Zealand has a stake in the rest of the world, this country with small territory has come up against a new environment. Such situation calls for chief executives in New Zealand’ s organizations taking unprecedented steps to deal with new challenges that have popped up. Hutchison and Boxall, scholars in the University of Auckland, have published a special thesis——The critical challenges facing New Zealand’ s chief executives: implications for management skills——as a guidance for top managers who are seeking effective solutions.
Centering on this publication, this essay will make a brief review on and analyze it first, by delving into both its strengths and weakness points. Meanwhile, my points of view will be presented in the form of compliments or critiques, with academic sources backing up my argument.
Article review
In general, thesis statement comes down to the following words: since New Zealand has yet to bounce back from the economic turmoil, the challenging atmosphere for businesses has brought bosses there up against thorny tasks that dictate fresh managerial capabilities in a more versatile manner and a sharp vision reaching out to future operation. Facing an uncertain, volatile business landscape, headhunters need to bring out their best to acquire new skills and make long-lasting efforts to adapt to the changing environment.
Due to the fact that inadequate productivity can be traced to deficient management capability (Hutchison and Boxall, p. 26), lifting managerial ability to a new height comes as a critical issue for New Zealand. Having conducted a survey for organizational leaders in private, public and non-profit institutions, the two authors (p. 33) drew up three charts to demonstrate bosses’ views on risks. Leaders in organizations of three kinds selected economic climate as the main dangerous factor. This means they are responsive to the atmosphere and have aware of the strenuous mission to retain talents and deal with the retirement of baby boomers (Hutchison and Boxall, p. 33). However, they remain divided when it comes to their driving force, as employers in private sector stay externally-focused while those in non-private sector are inwardly-centered. In this connection, top executives shall learn to manage uncertainty and renewal, as volatile, complex market picture brings them a demanding task to seize up their context. Besides, the capability makes a visible difference to attend to their relationship with stakeholders, partners and internal resources (Hutchison and Boxall, 34).
Personal agreement and disagreement with the statement
As a general, I agree with only part of their thesis statement. This study is echoed by me in two respects. First, the detailed ways to scale new heights in management work——say attaching priority to uncertainties, developing interpersonal and political skills, cultivating individual quality of staff and using managerial practices survey——stand to come into handy. Second, this work sheds light on me by explaining why market shift, sluggish economic growth and financial constraints pose multiple challenges for managers.
What’ s more, the authors attached great importance to team work, emphasizing with my opinion to a large degree. Arguably, team work has become the norm in organizations all over the world. Efforts made by individuals can yield impressive achievement if they can be pooled together into a new one. New Zealand, dotted with small- and medium-sized companies, enjoys enormous room for team work, if you view the word “team” in a broad sense. This is because such organizations without scale effect can band together and operate as a team does while maintaining independent power. This promises to turn New Zealand’ s weakness into its edge if team work is broadly defined and utilized there.
Such being the case, I fail to agree with Hutchison and Boxall on some parts of their work. They presented enormous emigration as a threat evoking brain drain. However, I don’t think a notable number of emigrants predicts a big risk. New Zealand is a country consisting of diverse ethnic groups. The aboriginals, Maoris, account for only a small proportion in this land (Statistics New Zealand, 2014). This means there is an endless stream of workforce from other regions and countries, despite a notable number of emigrants. A sheer volume of immigrants comes as an offset to the number of emigrants. In this sense, even emigration is a risk causing brain drain or insufficient labor force, it is in no way an urgent factor that shall be addressed immediately. Many migrants from developing countries, say India and China, are eager to have a home to settle in on this land. They are likely to join the local working group and can serve as labors, or even the talent pool.
Strengths of this work
It is worth mentioning that this work jointly finished by Hutchison and Boxall bubbles over with many highlights catching our eyes. To begin with, it identified deficiencies in previous works, including weak persuasive power resulting from inadequate samples. To get this right, it collected a wide range of data involving private businesses, public sector and non-profit organizations. The adequate gathered samples functioned as a strong backup for their results, making conclusion more reliable and persuasive.
In addition to organizations of all kinds, this study categorized the data according to their sources. Instead of wrapping up data from different sources in the same package, the study divided data into two categories: those from commercial ventures and others. Therefore, it accordingly generated advice of two kinds respectively for businesses and the rest, making itself more specific.
Moreover, this thesis used two methods——one is quantitative while the other is qualitative, consolidating its argument effectively. The listed charts were straightforward for reader, making the delivered results clearer. After all, qualitative research alone cannot underpin a credible argument and thus quantitative methods are needed (Mahoney & Goertz, 229).
Weaknesses of this work
Having said that, it can not be denied that there remains room for this paper to be improved. The world is in the middle of stagnant economic recovery and globalization brings about a confusing, ever-changing atmosphere for all countries. Such prominent change in economic climate bears down on not only New Zealand, but almost the rest of the world. This work puts economic climate as the primary issue before managers in New Zealand. Therefore, it is fair to say that solutions put forward by this work are poorly responsive to the specific situation of New Zealand. Such advice for New Zealand’ s leaders is at the same time applicable for their counterparts around the world. In other words, ways in this work to address economic landscape fail to live up to unique demands from New Zealand alone.
Alongside that, this work might as well refer how to deal with the relationship between market and government. Macro control, as an important instrument for adjusting the trend of economic running, acts as a forcible driver of economy. The short rate, for instance, is a significant policy measure by the government, and has a great deal to economic stability (Rudebusch & Wu, 906). In this connection, business owners or even managers in other organizations shall grasp political knowledge so that they can alertly smell where the economy will go. This stands to give them a keen vision of economic scene and help them adjust actions or steps in line with the changing environment.
On top of that, as the authors mentioned brain drain as a salient risk for New Zealand, they failed to give specific steps to solve this problem, even with some elusive countermeasures they presented. Motivation is essential to an institution who seeks to retain talents. According to the Hierarchy of Needs Theory drawn up by Maslow, self-actualization stands at the highest position in personal needs. And an organization tends to be a promising environment for individuals to realize themselves. As such, some specific solutions can be proposed, such as ESOP, in order to flesh up the work that lacks luster in figuring out immediately feasible steps.
Finally, it appears better if it delves into political environment in New Zealand including policy measures rolled out by the government. Such analysis can guide bosses to do a good job in developing relevant skills in case of challenges driven by political means, since only a promising, stable political environment makes it possible for businesses to flourish. Such phenomenon as investigation has risen in America on how the domestic politics shape foreign economic policies that thereby impact global economic network (Oatley, 311). This gives full expression to how political atmosphere at home and abroad bears on economic and commercial picture. Hence, it would add luster to this article if it explored political influence on commercial management and listed effective suggestions for managers.
Conclusion
Hutchison and Boxall made great efforts to conduct a survey in a way to gather data. It can be implied that a good quantity of time was spent on that move. As their statistics showed, market shift, sluggish economic growth and financial constraints pose multiple challenges for managers. In this sense, they need to sharpen their managerial competence in an all-round way to keep their business afloat. Nevertheless, emigration is not an urgent threats for New Zealand for massive inroads of immigrants into this land. Although, this thesis captures readers’ compliments by the use of both quantitative and qualitative methods, clear charts and wide-ranging data, its advice for leaders lacks luster without exclusive and unique ways for bosses in New Zealand and pertinent analysis on political context there.
References
Statistics New Zealand. 2013 Census QuickStats about culture and identity—Birthplace and people born overseas. Web http://www.stats.govt.nz/Census/2013-census/profile-and-summary-reports/quickstats-culture-identity/birthplace.aspx 15 Apr. 2014. [23 Sep. 2016]
Hutchison A. and Boxall B., 2014. The critical challenges facing New Zealand’s chief executives: implications for management skills. Asia Pacific Journal of Human Resources, 52(1), p.23–41
Mahoney, J., & Goertz, G., 2006. A Tale of Two Cultures: Contrasting Quantitative and Qualitative Research. Political Analysis, 14(3), 227-249.
Oatley, T., 2011. The Reductionist Gamble: Open Economy Politics in the Global Economy. International Organization, 65(2), 311-341.
Rudebusch, G., & Wu, T. 2008. A Macro-Finance Model of the Term Structure, Monetary Policy and the Economy. The Economic Journal, 118(530), 906-926.
要想成绩好，英国论文得写好，51due代写平台为你提供英国留学资讯，专业辅导，还为你提供专业英国essay代写，paper代写，report代写，需要找论文代写的话快来联系我们51due吧。—Ace
Introduction
The financial crunch that swept the whole world in 2008-09 exacted a heavy toll on all global players, dragging New Zealand into this real fix. As the world is struggling with economic recovery and New Zealand has a stake in the rest of the world, this country with small territory has come up against a new environment. Such situation calls for chief executives in New Zealand’ s organizations taking unprecedented steps to deal with new challenges that have popped up. Hutchison and Boxall, scholars in the University of Auckland, have published a special thesis——The critical challenges facing New Zealand’ s chief executives: implications for management skills——as a guidance for top managers who are seeking effective solutions.
Centering on this publication, this essay will make a brief review on and analyze it first, by delving into both its strengths and weakness points. Meanwhile, my points of view will be presented in the form of compliments or critiques, with academic sources backing up my argument.
Article review
In general, thesis statement comes down to the following words: since New Zealand has yet to bounce back from the economic turmoil, the challenging atmosphere for businesses has brought bosses there up against thorny tasks that dictate fresh managerial capabilities in a more versatile manner and a sharp vision reaching out to future operation. Facing an uncertain, volatile business landscape, headhunters need to bring out their best to acquire new skills and make long-lasting efforts to adapt to the changing environment.
Due to the fact that inadequate productivity can be traced to deficient management capability (Hutchison and Boxall, p. 26), lifting managerial ability to a new height comes as a critical issue for New Zealand. Having conducted a survey for organizational leaders in private, public and non-profit institutions, the two authors (p. 33) drew up three charts to demonstrate bosses’ views on risks. Leaders in organizations of three kinds selected economic climate as the main dangerous factor. This means they are responsive to the atmosphere and have aware of the strenuous mission to retain talents and deal with the retirement of baby boomers (Hutchison and Boxall, p. 33). However, they remain divided when it comes to their driving force, as employers in private sector stay externally-focused while those in non-private sector are inwardly-centered. In this connection, top executives shall learn to manage uncertainty and renewal, as volatile, complex market picture brings them a demanding task to seize up their context. Besides, the capability makes a visible difference to attend to their relationship with stakeholders, partners and internal resources (Hutchison and Boxall, 34).
Personal agreement and disagreement with the statement
As a general, I agree with only part of their thesis statement. This study is echoed by me in two respects. First, the detailed ways to scale new heights in management work——say attaching priority to uncertainties, developing interpersonal and political skills, cultivating individual quality of staff and using managerial practices survey——stand to come into handy. Second, this work sheds light on me by explaining why market shift, sluggish economic growth and financial constraints pose multiple challenges for managers.
What’ s more, the authors attached great importance to team work, emphasizing with my opinion to a large degree. Arguably, team work has become the norm in organizations all over the world. Efforts made by individuals can yield impressive achievement if they can be pooled together into a new one. New Zealand, dotted with small- and medium-sized companies, enjoys enormous room for team work, if you view the word “team” in a broad sense. This is because such organizations without scale effect can band together and operate as a team does while maintaining independent power. This promises to turn New Zealand’ s weakness into its edge if team work is broadly defined and utilized there.
Such being the case, I fail to agree with Hutchison and Boxall on some parts of their work. They presented enormous emigration as a threat evoking brain drain. However, I don’t think a notable number of emigrants predicts a big risk. New Zealand is a country consisting of diverse ethnic groups. The aboriginals, Maoris, account for only a small proportion in this land (Statistics New Zealand, 2014). This means there is an endless stream of workforce from other regions and countries, despite a notable number of emigrants. A sheer volume of immigrants comes as an offset to the number of emigrants. In this sense, even emigration is a risk causing brain drain or insufficient labor force, it is in no way an urgent factor that shall be addressed immediately. Many migrants from developing countries, say India and China, are eager to have a home to settle in on this land. They are likely to join the local working group and can serve as labors, or even the talent pool.
Strengths of this work
It is worth mentioning that this work jointly finished by Hutchison and Boxall bubbles over with many highlights catching our eyes. To begin with, it identified deficiencies in previous works, including weak persuasive power resulting from inadequate samples. To get this right, it collected a wide range of data involving private businesses, public sector and non-profit organizations. The adequate gathered samples functioned as a strong backup for their results, making conclusion more reliable and persuasive.
In addition to organizations of all kinds, this study categorized the data according to their sources. Instead of wrapping up data from different sources in the same package, the study divided data into two categories: those from commercial ventures and others. Therefore, it accordingly generated advice of two kinds respectively for businesses and the rest, making itself more specific.
Moreover, this thesis used two methods——one is quantitative while the other is qualitative, consolidating its argument effectively. The listed charts were straightforward for reader, making the delivered results clearer. After all, qualitative research alone cannot underpin a credible argument and thus quantitative methods are needed (Mahoney & Goertz, 229).
Weaknesses of this work
Having said that, it can not be denied that there remains room for this paper to be improved. The world is in the middle of stagnant economic recovery and globalization brings about a confusing, ever-changing atmosphere for all countries. Such prominent change in economic climate bears down on not only New Zealand, but almost the rest of the world. This work puts economic climate as the primary issue before managers in New Zealand. Therefore, it is fair to say that solutions put forward by this work are poorly responsive to the specific situation of New Zealand. Such advice for New Zealand’ s leaders is at the same time applicable for their counterparts around the world. In other words, ways in this work to address economic landscape fail to live up to unique demands from New Zealand alone.
Alongside that, this work might as well refer how to deal with the relationship between market and government. Macro control, as an important instrument for adjusting the trend of economic running, acts as a forcible driver of economy. The short rate, for instance, is a significant policy measure by the government, and has a great deal to economic stability (Rudebusch & Wu, 906). In this connection, business owners or even managers in other organizations shall grasp political knowledge so that they can alertly smell where the economy will go. This stands to give them a keen vision of economic scene and help them adjust actions or steps in line with the changing environment.
On top of that, as the authors mentioned brain drain as a salient risk for New Zealand, they failed to give specific steps to solve this problem, even with some elusive countermeasures they presented. Motivation is essential to an institution who seeks to retain talents. According to the Hierarchy of Needs Theory drawn up by Maslow, self-actualization stands at the highest position in personal needs. And an organization tends to be a promising environment for individuals to realize themselves. As such, some specific solutions can be proposed, such as ESOP, in order to flesh up the work that lacks luster in figuring out immediately feasible steps.
Finally, it appears better if it delves into political environment in New Zealand including policy measures rolled out by the government. Such analysis can guide bosses to do a good job in developing relevant skills in case of challenges driven by political means, since only a promising, stable political environment makes it possible for businesses to flourish. Such phenomenon as investigation has risen in America on how the domestic politics shape foreign economic policies that thereby impact global economic network (Oatley, 311). This gives full expression to how political atmosphere at home and abroad bears on economic and commercial picture. Hence, it would add luster to this article if it explored political influence on commercial management and listed effective suggestions for managers.
Conclusion
Hutchison and Boxall made great efforts to conduct a survey in a way to gather data. It can be implied that a good quantity of time was spent on that move. As their statistics showed, market shift, sluggish economic growth and financial constraints pose multiple challenges for managers. In this sense, they need to sharpen their managerial competence in an all-round way to keep their business afloat. Nevertheless, emigration is not an urgent threats for New Zealand for massive inroads of immigrants into this land. Although, this thesis captures readers’ compliments by the use of both quantitative and qualitative methods, clear charts and wide-ranging data, its advice for leaders lacks luster without exclusive and unique ways for bosses in New Zealand and pertinent analysis on political context there.
References
Statistics New Zealand. 2013 Census QuickStats about culture and identity—Birthplace and people born overseas. Web http://www.stats.govt.nz/Census/2013-census/profile-and-summary-reports/quickstats-culture-identity/birthplace.aspx 15 Apr. 2014. [23 Sep. 2016]
Hutchison A. and Boxall B., 2014. The critical challenges facing New Zealand’s chief executives: implications for management skills. Asia Pacific Journal of Human Resources, 52(1), p.23–41
Mahoney, J., & Goertz, G., 2006. A Tale of Two Cultures: Contrasting Quantitative and Qualitative Research. Political Analysis, 14(3), 227-249.
Oatley, T., 2011. The Reductionist Gamble: Open Economy Politics in the Global Economy. International Organization, 65(2), 311-341.
Rudebusch, G., & Wu, T. 2008. A Macro-Finance Model of the Term Structure, Monetary Policy and the Economy. The Economic Journal, 118(530), 906-926.
要想成绩好，英国论文得写好，51due代写平台为你提供英国留学资讯，专业辅导，还为你提供专业英国essay代写，paper代写，report代写，需要找论文代写的话快来联系我们51due吧。—Ace
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