Institute of Quality & Technology Management

ORGANIZATIONAL University of Punjab

BEHAVIOUR
ASSIGNMENT # 2
EXPLAIN OB FACTORS FOR A SELECTED COUNTRY

Submitted by:
Muhammad Haris Munir
Roll no : MSTQM-16-53
Sec B

Submitted to :
Sir Qaiser Fareed
HRM & OB
 Table of Contents

All about New

Zealand.. 2
Geography
. 2
Government
. 2
Climate
. 2
Economy
. 2
Trade
. 2
Ethnicity and
immigration.
3
Language
.. 3
Religion
. 3
Education
. 3
Culture
.. 3
Sports
3
Media and
Entertainment..
3
Organizational
Bhavior 4

Introduction
.. 4

Motivation and Attitudes to

Work 4

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Values and Ethical
behavior 4
Communication and Interpersonal
behavior 5
Leaders and
Managers5
Workforce
Diversity..
5

Organizational
Resilience..6
Recruitment
practices
6

Orgaizational Training and Development

practices.6
Organizational Performance
Management6
References
..7

ALL ABOUT NEWZEALAND

Geography
New Zealand truly is one of the most picturesque and photogenic places on earth. A
small island nation of just over 4.5 million people, New Zealand is made up of two
major land masses (North Island and South Island) and a number of smaller islands
including Stewart Island located in the southwestern Pacific Ocean. The two main
islands are divided by a 22km stretch of water called the Cook Strait.
New Zealand is located approximately 1,500km east of Australia and about
1,000km from the Pacific Islands. New Zealand was one of the last countries to be
found and settled. The country is made up of some of the worlds most spectacular
landscapes, from vast mountain ranges, steaming volcanoes to sweeping coastlines.
It is a natural playground for thrill seekers and adventurers and those who simply
want to visit for the culture and landscapes.
Government
New Zealand is a constitutional monarchy with a parliamentary democracy,
although its constitution is not codified. Elizabeth II is the Queen of New Zealand
and the head of state. The Queen is represented by the Governor-General, whom

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she appoints on the advice of the Prime Minister. The powers of the Queen and the
Governor-General are limited by constitutional constraints and they cannot normally
be exercised without the advice of ministers
Climate
New Zealand's climate is predominantly temperate maritime with mean annual
temperatures ranging from 10 C (50 F) in the south to 16 C (61 F) in the north.
Of the seven largest cities, Christchurch is the driest, receiving on average only 640
millimetres (25 in) of rain per year and Wellington the wettest, receiving almost
twice that amount. Auckland, Wellington and Christchurch all receive a yearly
average of more than 2,000 hours of sunshine. The general snow season is early
June until early October, though cold snaps can occur outside this season.
Economy
New Zealand has a high-income economy with a nominal gross domestic product
(GDP) per capita of US$36,254. The currency is the New Zealand dollar, informally
known as the "Kiwi dollar. New Zealand was ranked ninth in the 2015 Human
Development Index and third in the 2016 Index of Economic Freedom.
Trade
New Zealand is heavily dependent on international trade, particularly in agricultural
products. Exports account for 24% of its output, making New Zealand vulnerable to
international commodity prices and global economic slowdowns. Food products
made up 55% of the value of all the country's exports in 2014; wood was the
second largest earner (7%). Its major export partners are Australia, United States,
Japan, China, and the United Kingdom. The service sector is the largest sector in the
economy, followed by manufacturing and construction and then farming and raw
material extraction. Tourism plays a significant role in New Zealand's economy.
Ethnicity and immigration
In the 2013 census, 74.0% of New Zealand residents identified ethnically as
European, and 14.9% as Mori. Other major ethnic groups include Asian (11.8%)
and Pacific peoples (7.4%), of which two-thirds live in the Auckland region.

Language
English is the predominant language in New Zealand, spoken by 96.1% of the
population. Maori and Samoan are other two widely speaking languages.

Religion
Christianity is the predominant religion in New Zealand, although its society is
among the most secular in the world. In the 2013 census, 55.0% of the population
identified with one or more religions, including 49.0% identifying as Christians.
Another 41.9% indicated that they had no religion.

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Education
Primary and secondary schooling is compulsory for children aged 6 to 16. New
Zealand has an adult literacy rate of 99%. In the adult population 14.2% have a
bachelor's degree or higher, 30.4% have some form of secondary qualification as
their highest qualification and 22.4% have no formal qualification. They have 7 th
worlds best education system.
Culture
The culture of New Zealand is essentially a Western culture influenced by the
unique environment and geographic isolation of the islands, and the cultural input
of the indigenous Mori and the various waves of multi-ethnic migration which
followed the British colonisation of New Zealand.
Sports
Most of the major sporting codes played in New Zealand have British origins. Rugby
union is considered the national sport and attracts the most spectators. Golf,
netball, tennis and cricket have the highest rates of adult participation.
Media and Entertainment
New Zealand music has been influenced by blues, jazz, country, rock and roll and
hip hop. The country's diverse scenery and compact size, plus government
incentives,[319] have encouraged some producers to film big budget movies in New
Zealand, including Avatar, The Lord of the Rings, The Hobbit, The Chronicles of
Narnia, King Kong and The Last Samurai

Organizational Behavior

Introduction
New Zealand organisations have undergone many changes over the past
decade and are continuing to face many challenges: diversity is increasing;
the management role is becoming more complex; workplaces are
demanding; and there are unprecedented levels of competition. The people
in organizations thus become increasingly important and play a vital role in
linking all the elements of an organization together.

Motivation and Attitudes to Work

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Motivation and work attitudes continue to be important areas for New
Zealand I/O psychologists who have focused their efforts on three broad
categories recently: review and empirical studies, the methodological and
the applied. Economic downturn and liberalisation of trading hours have
reduced the quality of work life in the retail industry by causing deskilling,
reduced career opportunities, lower job satisfaction and real pay levels,
increased work pressure and concern over health and safety. The concern
over the place of work in an individual's total life space inherent in the
preceding papers is also reflected in empirical studies of work attitudes.
There was a third factor of work satisfaction in addition to the normal
`intrinsic' and 'extrinsic' dimensions, which was related to autonomy and
freedom from stress and time constraints; and their conclusion that most
people see work and nonwork as essentially separate spheres, and that
these should be treated as complementary. Self-identity plays an important
role in mediating attitudes. Managers evaluate work and nonwork on similar
dimensions.
Values and Ethical behavior
In New Zealand the principle of respect for the dignity of persons and
peoples requires that each person and all peoples are positively valued in
their own right, and are shown respect and granted dignity as part of their
common humanity. Respect requires sensitivity to cultural and social
diversity and recognition that there are differences among persons
associated with their culture, nationality, ethnicity, colour, race, religion,
gender, marital status, sexual orientation, physical or mental abilities, age,
socio-economic status, and/or any other personal characteristic, condition, or
status. Such differences are an integral part of the person. In New Zealand,
the basis for respect between the indigenous people (tangata whenua
those who are Maori) and others (those who are not Maori) is set out in the
Treaty of Waitangi. In Newzealand relationships formed in work embody
explicit and mutual expectations of integrity that are vital to the
advancement of social justice, scientific knowledge, and to the maintenance
of public confidence in the discipline of psychology. Expectations of
professional practice include: respect, accuracy and honesty; openness,
maintenance of appropriate boundaries, and avoidance of conflicts of
interest.

Communication and Interpersonal behaviour

A dimension of interpersonal behaviour which they see as being different
between Polynesian groups in New Zealand (Maori and Pacific Island peoples)

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and Pakeha (European). They described the typical forms of each behaviour
style, labelling them inclusion and exclusion.
Inclusion is a style of social behaviour that emphasises a sense of
belonging, membership or solidarity among people by incorporating them
into a group. Acts of inclusion comprise behaviours such as greetings,
welcomes, and invitations to joinan activity. Group boundaries are generally
flexible and loosely defined.
Exclusion is a style of social behaviour encompassing solitary activities or
aone-to-one intensive interaction or relationship between two people.
Exclusive patterns involve ignoring or rejecting other people. Often the
suitability of someone who might join a group must be assessed.
Maori and other Polynesian groups emphasise inclusiveness where
people are made to feel part of the group by being explicitly welcomed into
it. In Polynesian cultural styles newcomers are personally greeted and made
to feel welcome by the organisers of an event before the main activities
commence. Among Maori communities visitors are welcomed on to a marae
with a formal greeting (mihi).
It is common for people in Australia and New Zealand to emphasise
egalitarian styles of social interaction. In this style, differences in social
status are downplayed or ignored.
Leaders and Managers
Outstanding leaders in New Zealand are not self-absorbed, cocky, or bent
on Machiavellian control of others. They see their leadership role as being
based in the team, not outside it. They evidence a strong commitment to the
value of teamwork, a willingness to be a team player themselves, and to
actively contribute their own efforts and ideas, rather than try to lead from a
distance. Over the last fifteen years, New Zealand has been navigating the
transition from a centralized and highly regulated economy to one
characterised by open markets, rapid change and minimal government
intervention. The culturally implicit theory of leadership in New Zealand has
followed a similar pattern. They have shifted from a hierarchical command
and control mentality, to one characterised by a preference for teamwork,
empowerment and inspirational leadership.
Workforce Diversity
New zealand organizations have workforce diversity including gender, age,
culture and even disabilities.Most organisations in New Zealand have
invested time and effort into creating a gender diverse workforce, but have
failed to achieve their desired outcome. New Zealand provides a more open
and accepting working environment for people with diverse backgrounds,

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making diversity work for the organisation will of course, take time and
investment in employees.

Organizational Resilience
In New Zealand there is an increasing emphasis on creating more resilient
communities. The changed focus from post-crisis response to pre-crisis planning
originated in the early-mid 1990s in New Zealand and reflects a global trend. The
restructuring focused on both private and public sectors, demanding economic
accountability and independence and has produced smaller and more independent
enterprises and business units resulting in greater economic efficiency in the short
term. However, this has reduced the capacity of organisations to engage in longer
term management strategies that improve resilience.

Recruitment practices
Recruiting practices in New Zealand have taken the same path as most other
western countries. Over the last fifty years we have seen the emergence of the
recruitment industry as a service offering in its own right and in the last ten years
we have seen rapid change as service providers merge, divest and re-invent
themselves. Most major companies in New Zealand have job pages on their
websites and some have highly interactive recruitment software with associated
workflow enabling fast and personal interaction with candidates.

Orgaizational Training and Development practices

Training and development practices in New Zealand are consistent with those of
most other western business environments. Most large organisations have organic
training functions although there is a trend towards outsourcing these functions to
specialist consultancies. The major global training providers such as Forum, DDI,
Siebel, and Achieve Global are all represented along with a plethora of smaller local
training vendors who can provide a full and diverse range of learning solutions.The
emergence of web-based learning is also strongly apparent in New Zealand with
most major organisations establishing online learning capability via Intranet/Internet
portals.

Organizational Performance Management

Performance Management processes vary across the NZ HR community. There is an
emerging trend away from form based appraisal systems to processes that focus on
regular dialogue and employee participation through such means as employee
initiated quarterly updates and online systems that enable visibility of progress
against objectives and reporting using self service Intranet sites.
The management discipline of setting SMART goals and objectives and providing
effective coaching and feedback remains a challenge and HR professionals continue
to try and build a better mouse trap when it comes to systems that drive effective
management behaviour in this domain. Like most approaches all over the world,
effective performance management processes work best when they are explicitly

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aligned and engaged with the business planning process and cascade out of the key
strategies and core systems of the organisation

References:
1) https://en.wikipedia.org/wiki/New_Zealand
2) http://www.tourism.net.nz/
3)https://www.researchgate.net/profile/David_Thomas11/publication/222852334_Cul
ture_Ethnicity_and_Sport_Management_A_New_Zealand_Perspective/links/00463515
ca4a500c52000000.pdf
4) http://unpan1.un.org/intradoc/groups/public/documents/apcity/unpan050929.pdf
5) https://www.hrinz.org.nz/Site/Resources/hrm_in_nz.aspx