The Sustainability Megatrend (NZ)

To the Undergraduate Programmer Manager, In this report sustainability will be addressed as to how it has affected New Zealand, and it will be explained how the concept of sustainability is a engagement. Sustainability is very important because we do not want to endanger or reduce the standard of living for consecutive generations (Wiley and Sons, 2010). Without basic resources such as air and water, there will surely be no life on earth in the future.

Supply chains and globalizes workforces have created pressure on the environment and in turn businesses. Sustainability has become an objective with which some organizations strive for such as the Sustainable Business Network. Sustainability will involve considering the long-term consequences of industry and production. It will be explained why businesses develop sustainable practices, why sustainability is important to New Zealand and what the government and different organizations are accomplishing to make New Zealand sustainable.

It will also explain New Sealant’s different industries that are environmentally friendly and on the way to Ewing sustainable. New Zealand has a unique set of industries and organizations relied on for economic growth, most of which are having sustainable practices applied to. This report will also take an insight into the right of development and sustainability of indigenous peoples and the challenges and opportunities faced when management is involved with human resource sustainability.

Indigenous peoples have the right to develop and sustain their population, and human resource sustainability is essential gain competitive advantage in a demanding marketplace, as will be explained in this report. ‘The Sustainability Imperative’ by David A. Lubing and Daniel C. Test (2010) is an article about the concept of how sustainability is an emerging engagement. Sustainability qualifies as a engagement due to how environmental issues have gradually influenced businesses choices on value for customers, shareholders and stakeholders.

Globalizes work forces and supply chains have created environmental pressures that are unwanted by businesses as countries such as China and India compete for natural resources such as oil, which adds strain on the need to be sustainable. These issues have been increased by the mounting public and parliamentary concern. Consumers all over the world are looking for sustainable products and services because of these concerns. Thousands of companies are strategically implementing sustainable practices such as innovation in energy efficiency, pollution control, resource productivity and renewable power. High Involvement Management and Human Resource Sustainability: The Challenges and Opportunities’ by Paul J. Gallon (2005) is an article about the challenges and opportunities of human resource sustainability. This article is putting forward the theory of how high involvement management can affect the sustainability of a business. Businesses are facing a struggle in competitive advantage in a demanding marketplace; customers and consumers are demanding a lot more than before, with higher quality products, cheaper prices and faster delivery.

To meet these challenges, more pressure has been placed on management to increase the sustainability, efficiency and productivity of their organizations, as well as to reflect and show top management. High Involvement Management strategy involves procedures that promote mutual respect and responsibility. Managers give employees more trust to make important workplace decisions, giving employees the hence to develop their knowledge, skills, improving employee satisfaction, resulting in higher productivity and effectiveness.

A challenge is overcoming any employee resistance, as they can feel increasing pressure and a resistance to change when a strategy is put into place. Implementing strategies a step at a time can solve this. Company performance and sustainability usually benefits from the integration of human resource management and product strategies. ‘The Right To Development and Indigenous Peoples: Lessons From New Zealand’ by M

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Gibbs (2005) is an article about the concept of recognition and the right to placement for New Sealant’s indigenous peoples.

New Sealant’s Jurisprudence insinuates that the Maori have the right to develop with the Treaty Of Waiting and the Waiting Tribunal. The Treaty Of Waiting had two versions, the European and the Maori. There is a lot of confusion over the two versions of the Treaty as they are not exact translation. This confusion has caused many debates and arguments such as the foreshore and seabed dispute (Foreshore and Seabed Act 2004 No 93, as at 01 April 2011) If other nations follow this explanation, development rights in other countries will be improved.

The Waiting Tribunal has recognized New Sealant’s indigenous peoples the right to develop as a people, to develop traditional resources and to take part in the development of resources unknown about in the 1840 partnership of the crown. The Treaty of Waiting has provided a solid foundation for the emergence of a Maori right to development. Maori represent 15% of New Sealant’s current population, in a situation like this sustainability is important to maintain the indigenous population.

The issue of sustainability has become an important one; businesses are increasingly evolving and implementing sustainable practices for various reasons. I will explain why businesses develop sustainable practices, why sustainability is important to New Zealand and what the government and different organizations are accomplishing to make New Zealand sustainable. Sustainability is “the use of resources to maintain a standard of living that enables society to satisfy its current needs without reducing the standard of living for successive generations. ” (Wiley and Sons, 2010).

The issue of keeping the world sustainable has encouraged individuals and businesses to take action, to monitor the efficiency of their use of resources and to reduce their influence on the environment. Sustainability is often measured in different values such as the input and output of resources, types of cost savings, the reduction of resource waste and the apparent value of the business to society as a whole. There are three main reasons why businesses develop sustainable practices, greenmailing, a reflection of management values and the opportunity to exploit a sustainable niche.

Greenmailing is a term that gives people the impression that you are supporting sustainability for its own sake, but really you are exploiting sustainable practices in the company as a means to accumulate support and generate a better financial return for shareholders. This raises the issue of if the business is ethical or abusing the publics trust. A reflection of management values is another reason why businesses develop sustainable practices, to show and reflect the values of top management. If the board of a business is consistent and shares values on sustainability, these values are likely to be dispersed through the firm.

The last reason is the opportunity to exploit a sustainable niche. Some businesses take he option of developing business through the assembly of sustainable goods. There are two main groups who are involved in sustainability, the Government and non- government organizations. The Tearoom New Zealand government has introduced basic sustainable development initiatives to urge sustainable business practices such as enacting the Resource Management Act 1991, signing and approving the Kyoto Protocol and signing the ROI Declaration 1992.

A major initiative New Zealand is involved with is the Kyoto Protocol, which is an obligation of supporting cleaner air pollution and sustainable living. The ROI Declaration is another with which New Zealand is involved with, it is a UN document supported by numerous national governments that encourages solutions to the impact of the social lifestyle on the circumstance of the planet. New Zealand Tearoom is also encouraged to Join the Emissions/Biodiversity exchange Project that is ‘A project that records greenhouse gas emissions and energy consumption and calculates the areas of native bush that it would take to offset them. (Wiley and Sons, 2010). In February 2007 the government announced a new sustainability policy aims at making New Zealand carbon neutral. This was lead by the example of upgrading the PIP fleet to be more economical. The New Zealand Business Council for Sustainable development is a non-government organization and a leadership initiative for change toward sustainable development. Many projects run by this organization promote sustainable progress through business and school, partnership, influence greenhouse gas guidelines and sustainable supply chain management.

The board is made up of parties whose businesses have a direct interest with the council. Another non-government organization is the Sustainable Business Network. They are a unique connection for genuineness that are looking to be more sustainable; they exist to help companies pursue sustainable projects. New Zealand relies on Agriculture, Horticulture and Diary Farming for economic growth. Because of this, a co dependent relationship exists to fulfill New Sealant’s image of being ‘green’. This means that financial injections are relied on to conserve and maintain the environment.

There are various industries and organizations applying sustainable practices to their routine. The tourism industry in New Zealand has had to face challenges concerning with environmental sustainability. New Zealand has built up a reputation over the years as being a clean and green country. This has contributed to the success of which draws people in to New Zealand. New Zealand is the first country to have a government tourism department. The New Zealand Tourism Board was founded in 1991 to create the highest returns for the country and uphold tourism as a major industry to New Zealand.

George Hickman, New Zealand Chief Executive implemented the campaign ‘100% Pure’ which was very successful in increasing tourist spending. Tourism is now the largest export industry in New Zealand, employing 1 in 10 rockers. New Zealand has won many awards for the ‘100% Pure’ campaign, earning awards such as the daily telegraphs best destination award in October and among others (Luxury Adventures New Zealand, 2004). This shows that there is pressure on New Zealand to maintain the reputation of a clean and green country. The tourism industry here in New Zealand has had to face challenges to meet the expectations of visitors to this country.

Viticulture and the Wine industry in New Zealand is turning into a recent export industry, with numbers of hectares growing in size to produce vines. As a fairly recent industry in New Zealand, sustainable vine and wine growing initiatives are being put into place to lessen the effects the industry has on the environment. The renewable energy industry in New Zealand is one of the largest in the world, with 70% of power usage from renewable power sources (Ministry of Foreign Affairs Trade, 2004) Meridian Energy is a government owned company that capitalizes on its capability to produce renewable energy for New Sealant’s needs.

Meridian Energy is the largest electricity generator in the country, and is the cornerstone of sustainable reactive. A comparison between this article and New Zealand sustainability practices is that since environmental issues have gradually influenced business choices on value for customers and some consumers are looking for sustainable products and services, this is an example of how this provides an opportunity for businesses to exploit a sustainable niche. In New Zealand sustainability, one main reason for businesses to develop sustainable practices was for the opportunity to exploit a sustainable niche.

In this article there is a demand from consumers for sustainable products, and how environmental and sustainable issues have had an impact on business decisions. A contrast between this article and appendix four is that in this article it has been stated that China and India have been competing to gain natural resources, but in New Zealand sustainability, New Zealand has been utilizing our natural resources by the “100% Pure” campaign to keep New Zealand as clean and green for the success of the tourism industry.

New Zealand has also been using wind farms to generate renewable power. A comparison between ‘High Involvement Management and Human Resource Sustainability: The Challenges and Opportunities’ by Paul J. Gallon (2005) and New Zealand sustainability is that they are both seeking to gain a good reputation of the reflection of management values. New Zealand sustainability stated that organizations show and reflect the values of top management advantage through sustainability.

In the article by Paul J. Gallon, it is noted that High Involvement Management is implemented, not Just for sustainability but also to reflect the values of top management. A contrast between the two articles is that in the High Involvement Management article, it states that there is an increasing struggle to gain competitive advantage in more demanding marketplace, where businesses are having to produce better quality products, cheaper prices and faster delivery.

Where as in the New Zealand sustainability article, businesses develop sustainable practices to exploit a niche in the market as a competitive advantage. The High Involvement article is putting forward the concept that to be more sustainable they have to improve organizational performance and integrate human resource management and product and market strategies. While in the New Zealand sustainability article, it is suggesting that to gain nominative advantage, the option of producing sustainable goods is recommended.

A comparison between ‘The right to development and indigenous people: Lessons from New Zealand’ by M. Gibbs (2005) and New Zealand sustainability is that in the Indigenous article, it explains that in the Treaty Of Waiting there were two versions, a British version and a Maori one. The two versions are not an exact translation of each other as the Maori version was to be the translation of the British one. It is argued that the Maori version was translated in haste and that oral translation may have been more important than the written one.

This can be seen as unethical, and to a brief extent, an abuse of the Maori trust. In the New Zealand sustainability article, one way of why businesses develop sustainable practices is ‘Greenmailing, a term used that gives people the impression that a business is supporting sustainability for its won sake, but really they use it for a means to accumulate support and generate a better financial return. This can be seen as unethical or abusing the publics trust, a similarity to the confusion over the Treaty Of Waiting.

A contrast between the two articles is that in the New Zealand sustainability article, he concept of being environmentally sustainable is put forward, whereas in the Indigenous Peoples article, the concept of having the right to develop and sustain the Maori people is introduced. Human Resources and Maori Business frameworks, concepts and theories are relevant to sustainability and the success of an organization. In Human Resources the concepts of Job satisfaction, Job involvement, organizational commitment and employee engagement are all-important concepts to run a successful sustainable organization.

In Maori Business the framework of the Treaty Of Waiting has helped established certain aspects of New Sealant’s Jurisprudence. The usefulness of the notion of integrating Strategic Management and Operations Management, Human Resources and Industrial Relations and Maori Business can be used as a tool to gain sustainable competitive advantage. They all interrelate and link to form one of the many basses of an organization. Strategic Management is the planning of preparing, implementing and evaluating decisions that will enable an organization to achieve its long-term goals.

Strategic Management deals with the Five Forces Framework, which concerns itself with the entry, substitutes, suppliers, buyers and rivalries of an organization. It also deals with the SOOT analysis, which is strength, weakness, opportunity and threat, as well as political, economic, socio-cultural and technological aspects of the organization. Operations Management deals with the process flows accompanying with the consumption and creation of services and goods. Frameworks, theories and concepts used in this sector would be Six Sigma, a methodical process for refining the operational performance of an organization by eliminating waste.

The Lean Approach, a method for meeting demand with no waste, which requires customer Ochs, synchronized flow, and involvement behavior. Another framework would be the Triple Bottom Line an annual report based on an organizations financial, social and environmental accountability. Human Resource and Industrial Relations is about managing people in order for a business and organization to succeed economically. Human Resource Management is about attracting, developing and maintaining a qualified workforce to maintain the objectives and strategies of a company, making it more sustainable.

Human Resource and Industrial Relations concerns itself with functional structures, on the Job and off he Job training, career paths, the perceptions, personality, attitudes, and stress of people. Maori Business is the third largest business sector in New Zealand, and as New Sealant’s indigenous people, it is important to understand the Maori economy in New Zealand. Maori businesses contribute around $10 billion to the economy of New Zealand, there are Maori tourism operators and export companies.

Maori Businesses focus on farming, forestry and fishing as the largest exports although food, fashion and film are new growth areas. Sustainable practices are being developed in farming, forestry and fishing. Maori Businesses are some of New Sealant’s largest corporations that deal with diversified products and services range. In a real world setting Strategic Management and Operations Management, Human Resources and Industrial Relations and Maori Business all interrelate as a tool to gain sustainable competitive advantage.

With the Strategic Management, businesses and organizations would plan, prepare, implement and evaluate decisions and goals they would want to achieve. This can be integrated with Operations management, which deals in the consumption and creation of goods and services, as to achieve Operations Management; Strategic Management must be defined so that Operations Management recognizes the long-term plan and goals to achieve them. Human Resources and Industrial Relations are also integrated with Strategic Management as long term planning from Strategic Management affects the Human Resources and Industrial Relations.

Maori Business is integrated with Strategic Management thorough the planning, preparing, implementing and evaluation of decisions and goals. The Quadruple Bottom Line also integrates the two sectors by making businesses responsible for the economic, social, environmental, sustainability and spiritual effects of undertaking business. Operations Management is integrated with Human Resources and Industrial Relations and Maori Businesses as well as Strategic Management. Operations Management is integrated with Human Resources and Industrial Relations by the long term maintaining of the objectives and strategies.

It is also integrated with Maori Business by the environment, associated with both aspects, as Maori Business supports sustainability and Operations Management deals with waste elimination and general sustainability for both the organization and the environment. Lastly, Maori Business is integrated with Human Resources and Industrial Relations purely wrought how Maori Businesses tend to employ relatives, Hannah and Iii because of the cultural and family based aspect of Maori business.

There are many insights I could offer to managers in the NUNS who wish to use the above to gain sustainable competitive advantage. I would offer the insight of improving Human Resource Management by increasing the sustainability, efficiency and productivity of their organizations. They could improve Job satisfaction, goal management. Using High Involvement Management could improve the loyalty and bond between manager and employee. If employees are given the chance to make important workplace decision, they will gain more skills and knowledge, be more involved with their work and will produce higher productivity.

You also have to remember that strategies implemented to deal with Human resource have to be monitored carefully and implemented a step at a time, as there may be some employee resistance in the change. Another insight I would offer is the use of the reflection of top management and greenmailing. Developing sustainable practices can show and reflect the values of top management as well as to accumulate support and generate a better financial return for shareholders.

Sustainability has become an important issue in today’s society, businesses are in the process of becoming more sustainable not only for competitive advantage but for the environment as well. An additional insight I would offer is to have very good Strategic Management, as this sets the direction of the organization. Frameworks, theories and concepts can be utilized for Strategic Management such as SOOT Analysis- strength, weakness, opportunity and threat; and the Five Forces Framework – entry, substitutes, suppliers, buyers and rivalry. Good planning is essential in a business to be competitively advantaged.

I would also offer the insight of having a good integration between the Strategic Management and the Operations Management. Strategic Management is the planning process and direction of an organization and the Operations Management carries through what the Strategic Management plans. The connection between the two is important as one cannot function without the other. Having a good connection between the two can improve sustainable competitive advantage.

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