Recent orders

King’s University College at Western University

King’s University College at Western University

Department of Philosophy

Name

Final Exam: Philosophy 2075G

Instructor: Dean Proessel

Question 1.

The decision to give to the poor, and whether this is a societal obligation or not, are subject to an unending philosophical debate amongst thinkers, both in traditional societies and today. The suggestion that we have an obligation to “our” poor but not the global poor or distant others is one of the divergent views that define how people shape their behavior. Peter Singer is of the opinion that everyone has a moral obligation to help the global poor. He defends the consequentialism approach that ensures every action is the correct thing to do given that it produces the best possible outcome. In his strong principle, Singer expresses that one must prevent something bad from occurring if it is possible to do so without sacrificing anything of moral importance. He feels that death and suffering as a result of poverty are bad and preventable only if people sacrifice a little of what they have. Thomas Pogge is opposed to the idea of isolating the poor through regional boundaries. He argues that governments and citizens of rich countries have a strict moral obligation to the distant/global poor. In is argument, he feels that the current global institutional structure is unfair and unjust because of how it generates and maintains preventable inequalities, characterized by persistent and severe levels of poverty in the world. The current global structure, according to Pogge, denies billions of impoverished people their basic human rights and necessities, thereby harming them. Because of the contribution made by a majority of rich nations towards the said global order, their governments and citizens must therefore take care of the struggling nations, both near and far away, to counter their actions of creating massive deficits in human rights.

Pogge’s approach differs from Singer’s in a number of ways relating to the focus of their perspectives and the audience. Pogge is of the opinion that rich nations must, by all means possible, help the poorer countries in a strict obligation to these global poor. He points out that rich nations are often involved in crafting global structures and systems that continuously create inequalities that lead to death and suffering from the poverty-stricken countries. Therefore, they must participate in reducing the suffering of such global poor, as part of their duty as rich nations and to pay for their contribution to the said situation. Singer looks at the issue of the global poor differently. He targets the individual as opposed to Pogge’s focus on governments and other institutional players. Pogge uses the consequentialism approach to create his strong principle of doing the right thing when the sacrifice is insignificant compared to the action. The main difference between their thinking is that Pogge sees moral obligation to the poor as a duty of richer nations to the poorer, while Singer tackles the issue from an individual standpoint, advocating for personal contribution to the welfare of every member of the society near or far. Pogge mentions that the affluent nation’s appropriation and use of the planet’s natural resources contributes to the devastation of countries that are under poverty. These rich nations take from the poor countries, creating a system of dependence, and later neglecting their obligation to the poor societies. He comes up with an assertion that the rich nations’ actions are unjust, requiring that the poor nations partake in in the benefits from the use of planetary resources. He proposes a Global Resource Dividend for requisite redistribution of wealth in a way that ensures the poor receive some benefits from the use of global limited resources. This proposal intends to ensure that the global order established by rich nations somehow incorporates a duty to share some of the benefits to poorer nations.

Question 2.

In the current global settings, businesses face a myriad of ethical issues, yet corruption remains to be one of the most significant due to its potentially devastating consequences to society. It is also one of the most complex systems for a society to define and address. In the Western world, practicing bribery is thought to be morally unacceptable. However, these corporations from the West justify their actions in foreign countries when they use bribery to secure business and other forms of contracts. Cragg defines corruption as an immoral, unethical, and to some extent an unethically depraved practice. In Cragg’s view, bribery and corruption in business, and the double standard seen where corporations from the western world practice unethical business actions, are all motivated by the fact that businesses are not ethical to begin with but only adheres to las and regulations. For example, a US or Australian firm may not practice actions that may be regarded as amounting to bribery and corruption at home because of the laws against the same. However, when the same country wants to win a contract in China or India, the same laws do not apply there. Therefore, the differences in culture and the legal environment motivate companies to have double standards, depending on the environment they are operating in. Donaldson speaks about how ethics change when businesses cross the border, noting that a perplexing gray zone emerges because of the mixture of cultures.

Despite these facts about cross-border businesses dealings, the truth is that bribery, whether I one’s domestic market or abroad, is not morally justified. The consequences of such dealings are dire to any society as evidenced by cases involving Enron, the financial companies involved in the 2008 global financial crisis, the Volkswagen emission issues in the US and other markets, and many other cases that emerge daily. Whenever a business makes the decision to achieve its objectives through unethical means, there can be no moral justification to such. Donaldson mentions that many companies simply use what prevails in a host country, whether it qualifies as unethical or not. However, legal and ethical standards differ in how they justify bribery. From Donaldson and Cragg’s papers, it is clear that bribery cannot ever be morally justifiable, no matter the outcomes or context. First, bribery represents the highest form of abuse of power entrusted to an institution. This trust is substituted for private gains. Secondly, the consequences of bribery are felt to the lowest level of a society. Every decision made in regard to bribery, whether to win a contract or to avoid the ramifications of some actionable practices such as tax compliance, is done with a need for personal profit as opposed to public gain. Thirdly, bribery leads to corruption where other individuals are influenced to violate institutional duties and roles. In a combination of these three reasons, bribery, as observed when companies from the west engage in business dealing in foreign nations, undermines the free concept of a free market and the forces that dictate market competition. Where companies gain an unfair advantage, it means that others are made worse off than they were before the action. Cragg observes that the fact that the same companies cannot engage in such practices in their domestic markets points to the problem at hand. Therefore, bribery, no matter how and where it is done, must be defined and seen as a form of unjustified moral corruption, one that affects the proper functioning of a society because of the burdens that arise from such an unjustifiable system and the ramifications to the market where such practices are condoned.

Question 3.

Norman Bowie asserts that modern businesses have no special obligation to the environment. More specifically, he offers that businesses have an obligation to protect the environment without necessarily going over and beyond what the legal structure demands. For any business, Bowie advocates for reduced use of natural resources and the reduction of externalities to any production. A business should not be held to higher environmental responsibilities than any other groups in a society. Therefore, Bowie is of the view that businesses should adhere to the minimum obligations, whether legal or moral, by avoiding harm to the environment. In his view, businesses should not be expected to fight against the references of a society through their consumption. Again, he warns against the participation of businesses in lobbying activities seeing this as a way to influence consumption and a way to destabilize the delicate balance between the role of every business and what is expected in terms of its contribution to environmental issues. Bowie’s neo-classical view on social responsibility of businesses further provide that the production of motor cars is not in violation of the obligations to avoid harm. Although the harm caused by motor cars is avoidable, stopping the manufacturing of these vehicles would be too drastic. Therefore, people have accepted the level of risk in return for utility attained by owning cars. The manufacturer of motor vehicles is not responsible for the deaths or injuries caused unless in situations where there are faults against legal requirements. Even then, no company is required to create care as safe as possible because safety standards must be within a consumers price range and production cost.

Bowie’s perspective on environmental issues leads to the market approach where he states that if a problem is serious enough, and enough people raise concerns, their spending behavior is likely to change, causing market conditions to demand production that is more environmentally responsible. Because the demands of the consumers drives production, businesses will and should only respond to such conditions. Environmental responsibility and related burdens fall on the consumer because of the role they play in driving production and market conditions.

Denis Arnold finds that we should not place moral responsibilities for issues relating to the environment for organizations that have legally participated in the market. This opinion echoes the minimum requirements advocate for by Bowie on the basis of a lack of a legal structure that correct corporate activities that adversely affect public goods. Arnold, however, finds that businesses have a duty to adjust practices in order to reduce social costs and somewhat offer compensation to societies for past harms. This is an indication that Bowie’s market solution is not conducive in the long run. In opposition to Bowie’s position, Arnold rejects the free market solution relating to harming others because the harm that present non-US consumers or future generations face is not proportionate to their use of resources. Again, the customer’s choice market solution is objected by Arnold because of the fact that consumer have insignificant influence regarding to how businesses choose to address issues touching on the environment.

DesJardins argues that corporate social responsibility theories must be aligned to and derived from models of sustainable economics as opposed to the current neoclassical models of market economics. DesJardins is of the opinion that corporate environmental responsibility must first address the whole range of ecological and environmental problems that are impacted by business decisions in a way that may reverse ecological and environmental degradation. He also finds that corporate environmental responsibility must have the ability to influence business policy. DesJardins strongly feels that businesses have a moral and ethical responsibility, whether the law or consumers demand it or otherwise, to redesign all operations in a manner that is economically and ecologically sustainable in the long-term. In short, DesJardins rejects Bowie’s views on the minimum requirements of businesses and the environment, presenting a view that environmental responsibility should be the basis of business decisions and direction. It should also provide constraint for operations in every market.

Hawken et al. provide that businesses, like individuals, thrive where the planet regenerates and practices that lead to degenerations will bring forth unimaginable crisis. As such, Hawken does not see the issue with current commerce practices as majoring in the area of moral awareness or personal ethics, but rather perceives the issue as a design issue that runs through the current business practices. Hawken et al. insist that looking at modern businesses in a systematic manner that sees it in the view of the political, social, and natural structure is important in changing how its role in corporate environmental responsibility is defined. From Bowie’s market solution, Hawken et al. find that the conditions and requirements are not conducive to bringing about the vision of a utopian world. The objection provided by Hawken et al. is that there is a need to change ideas and perspectives such as those advanced by Bowie, in order for businesses to first understand their role for the environment and in the environment. Hawken et al. advocate for a restorative economy, one that looks at internal diversity and restoration. To achieve this, there is a need to redesign business thinking in a way that puts the environment first. Bowie’s free market solution is seriously flawed in the eyes of Hawken et al. because he looks at environmental responsibility from a capitalism point of view instead of looking at the consequences of the alternatives.

Question 4.

Denis Arnold and Matt Zwolinski disagree over whether multinational corporations are obligated to uphold and meet certain minimal conditions in their supply chain. Arnold begins by explaining that MNCs operating in a global economy are in support of human rights through the provision of employment and compensation enough to make a decent living for humans. He also points to how they provide healthy and safe work conditions, and offer products that are of benefit to humanity, and demonstrate respect for the rule of law. However, Arnold also notes how MNCs constantly violate human rights conditions via below subsistence compensations, poor working conditions, environmental pollution that leads to harm, actions of bribery and corruption, bringing harm to indigenous populations, and complete overlooking host nation laws and their legal framework. Arnold asserts that multinational corporations are obligated to uphold and meet certain minimal conditions in their supply chain. Actions that are detrimental to human rights translate to failure in the business sense. Matt Zwolinski, on the other hand, is opposed to the idea that multinational corporations are obligated to uphold and meet certain minimal conditions in their supply chain. He points to the choice of workers to accept the work conditions of their employment. This decision is proposed to hold moral significance, both as an independent choice in exercise of personal autonomy an as expressing preferences. Zwolinski provides that when workers intentionally and consciously elect to work in certain work conditions, they make a moral claim against any interference of their conditions. Therefore, Zwolisnki is opposed to the idea of businesses being interfered by third party entities such as consumer boycott groups and governments. He is opposed to the idea that MNCs should voluntarily choose to improve the working conditions of their employees. The idea to provide improvements because of the moral right of said employees to improvements is nullified by the fact that these workers chose to work in such conditions. The consent of workers to work for MNCs under certain labor conditions is intentional and therefore should be left as such.

The disagreement between Denis Arnold and Matt Zwolinski is significant because it represents two alternatives that actually occur in real life. They disagree on the moral obligations of MNCs based on ethical and legal basis. Arnold argues from a human rights point of view and the role of MNCs in ensuring that they offer decent work conditions for every employee based on a cost-benefit point of view. Zwolinski looks at the issue from a business’ perspective, defending the actions of an entity as morally justified because employees have the option of rejecting work conditions. In his argument, if all employees rejected certain working conditions, then MNCs would be forced to provide improvements, making life easier for the workers while sacrificing on cost. The two perspectives clash on the basis of point of view, with one looking at the harm caused by MNCs where the working conditions are in violation of human rights, and the other looking at the moral significance of employees choosing to work for a company with the full knowledge and consent of the conditions that the company can afford to offer. I think Arnold’s position is right. I think all MNCs should be held to certain minimum requirements in regards to what they can offer in their supply chains. The sheer size of these organizations mean that they benefit greatly from operating in different environments. Therefore, as a way of compensating global players for the use of the limited resources, I agree with Arnold’s position that they should provide better conditions for workers through upholding and meeting a set of minimal conditions in their supply chain.

Marion Young provides that the concept of political responsibility is a shared responsibility in tackling societal issues, and the responsibility holds for all players, including governmental and corporate actors. She further provides that corporate actors must engage in private actions or cooperating with and in other public–private partnerships, and also aiding governmental entities to remedy areas of injustice and even produce public institutions where none exist. According to Young, the political responsibility perspective has the power to address several issues in the raging debate on corporate citizenship because it offers a premise for extended corporate responsibilities, while also offering an indication of the implication for the scope of said responsibilities on corporate actors surrounded by a number of responsibilities. With the current systemic social connectedness to occurrences of injustices and harm, corporate players are seen by Young to also have a responsibility for all other emergent global problems relating to injustices in the supply chain, including but not limited to bad labor conditions and issues of climate change. Young is aware that these issues require that corporations take over state-like functions to improve responsibility. In short, Young is in support of Denis Arnorld’s position on what MNCs should do regarding the best working conditions for employees and other issues that are definitive of political responsibility. While other scholars like Matt Zwolinski call for minimum requirements to such responsibilities, it is important to note that MNCs take a lot from the environment in order to make profits. Therefore, it is only morally justified that they are set under minimum requirements in ensuring the best outcomes for different stakeholders including society and employee conditions.

Strategies for Preventing the Growing Rate of Sexually Transmitted Diseases

Kieandra Tatum

Texas Southern University

Capstone

Strategies for Preventing the Growing Rate of Sexually Transmitted Diseases

Several studies have indicated an elevated risk of sexually transmitted infections for college students in the United States. The STDs’ occurrence remains unacceptably high in the United States despite efforts in screening methods, diagnosis, and treatment. The disease remains the most common transmissible virus in the state, with approximates of new and existing infections adding more than 110 million. For instance, a case study of Texas Southern University indicates that 25% of learners have a sexually transmitted disease. Adolescents aged between 16 to 25 years account for more than half of different sexually transmitted diseases yearly, representing just 25% of the sexually active population (Whiting t al., 2019). There is a need for effective prevention of STDs as a high priority among college learners in the United States.

One of the concept strategies for preventing diseases’ growing rate is to provide sexual health information to college students like those at Texas Southern University. They need precise and comprehensive sex education to evade STDs and alleviate their impacts (Habel et al., 2017). Programs should offer learners accurate information about transmission, symptoms, prevention, and treatment of STDs. It is essential to equip them with skills to talk about their sexual independence healthily and foster healthy relationships, such as promoting condom use and understanding consent. The sexual wellbeing information given ought to be age suitable and respectful of, responsive to a variety of sexual orientations, racial backgrounds, and gender identities.

Policymakers and advocates addressing STDs among college students should support the necessities of those most vulnerable to STDs by access to medical care, confidential services, precautionary technologies, and vaccines (Whiting et al., 2019). Another strategy is to guarantee testing and treatment. Young individuals must get high-quality and accessible STD diagnosis and treatment services to prevent further transmission. Offer preventive care is another strategy that should reduce the growing rate of infection among college students. Public health specialists should approach sexually transmitted diseases from two angles: preventing adolescents from getting the disease in the initial place and averting them from disseminating it to others. Principal preventive methodologies include expedited partner therapy, vaccines, and condoms. The college students should also be guaranteed distinguished and supportive care. Sexual transmitted diseases prevention, diagnosis, and treatment are incredibly stigmatized subjects that adolescents are usually quiet to talk over. Still, insurers and providers can form a setting in which all sufferers feel cared for and respected.

Through the methods listed above, it is possible that when a person goes to seek medical assistance for a problem in hand, they will feel safer, and they will be courageous knowing that no one will look at them with a funny face or look at them in a judgmental manner. It is in line with making sure that this happens that there have been efforts to introduce expedited partner therapy. This is a type of treatment whereby the sex partner is treated for the disease through the other partner who dares to seek medical assistance. Therefore what happens in this program is that one partner who goes to the hospital is given medicine to take to the other partner who is unwilling to go to school. Therefore the treatment happens through one partner acting as the link between the doctors or the hospital and the patient.

Some people have discouraged this as they say that it is essential that a person be checked first. However, as of the current time, it is seen as one of the best ways to solve sexually transmitted infections which have become a big problem to a considerable population for quite some time now. Even though this is practical and is happening with some people, only two sexually transmitted diseases can be treated using the method, i.e., gonorrhea and chlamydia. The center has approved this for disease control prevention (CDC) because it is the only option for treating these patients when they cannot come to the hospitals for treatment due to the varied nature.

American College of Obstetricians and Gynecologists (ACOG) acknowledges that it is through the introduction of the treatment without physical presence that the rate of disease transfer and widespread has been lowered. One of the reasons that necessitated this kind of treatment is the increasing infertility rates, especially among ladies and women who cannot come out and seek medical attention (ACOG, 208). The inability to come out and seek medical attention is associated with fear and the deep-rooted feeling that a person did the wrong thing. The patients are always encouraged to stop feeling sorry for the past and face the future with optimism.

Other ways of encouraging that sexually transmitted infections do not make the population lame are through the encouragement of people to use condoms during sexual activity. This is one of the effective campaigns which make it possible for people to use condoms rather than risking themselves on a person whom they are not fully aware of his/ her status. Therefore campaigns like love condoms are entrusted with making people love condoms and therefore use them more. The more they are used, the more there is a high probability of preventing sexually transmitted diseases and infections. Therefore, these kinds of campaigns make it possible to spread sexually transmitted diseases to cease or the rate to go down or just slow. When the spread slows, it is good news for those in the medical field, and it is a sign of a positive reaction to the measure put into place.

The use of vaccines also helps a great deal in facing the challenge of sexually transmitted diseases. According to Dr. Marleen Temmerman, the department of reproductive health at the world health organization, sexually transmitted infections are among the most significant health setbacks. Therefore, it has to be addressed as soon as possible. The use of vaccines is one of the best ways to deal with this issue. When vaccines are used, it becomes straightforward for a person to live a stress-free life knowing that they won’t get the disease they were once so afraid about getting, and therefore their sex life gets better. An STD also prevents a person from enjoying sexual activity, makes it worrying, and therefore focusing on getting a vaccine makes things better for a sexually active age. Therefore in this accord, there has been a lot of increased research in this same area of interest whereby the different institutions, both public and private, are trying to come up with vaccines for different STDs. Therefore it shows that there is a bright future for sexually transmitted disease control and containment.

Another way to make sure that a reduced number of those affected by the different sexually transmitted infections is to make sure that a person knows their status. This is by providing mandatory or free screening at designated areas and times. For example, when it’s a holiday or when a person is joining a college or university, they might be encouraged to go for testing. Therefore, it becomes easier to treat them rather than just waiting in the hospitals for the extreme cases to be brought to the hospital for treatment and management. Several states have tried this, and it works very well. Therefore it is an encouragement for the other states to think of employing this same method to make sure that testing is done and if a person is suffering from a disease, they get treatment as fast as possible.

The encouragement and the mob awareness about these sexually transmitted infections and how to deal with them if they find themselves with them are also essential. This is because it is only when a person knows something when they can deal with it. Therefore this access to information like symptoms and signs is critical. Some teenagers and youths get to have some sexually transmitted diseases, and they do not know if they are suffering from that or what they are supposed to do. Still, with the knowledge, it becomes straightforward for them to solve these challenges and continue with their lives peacefully. In this same awareness creation, it is also essential to create awareness for proper sexual behavior, which helps a person be unable to get these kinds of diseases. Therefore the sexual behavior should be watched keenly, and they are guided in the right manner into what they are supposed to do and how their sexual behavior should be like if they want to avoid some of these diseases.

Society should also change what is believed or known about sexual activities and anything else related to that. When a person feels shame for having a sexually transmitted infection, it means they can almost look for medical attention. Therefore it is essential to encourage and talk openly about sexual behavior, activities, and all the different issues related to it and how they affect a person’s life. This is because sexuality is a core part of human life. If given the attention needed, it becomes straightforward and possible to prevent diseases and infections that make a person ashamed.

Other methods of making sure that the sexually transmitted diseases do not overwhelm the sexually active people and especially the youths are to engage the youth in activities. Through the engagement in different activities, the teenagers or the youths will meet their peers. Once the youth come together, it will be the elder’s work to kick start a conversation about the issue of sexually transmitted infection, they affect them, and what can be done. This way, the research carried out, and information can help make sure that the youth get the information and everything else possible to make it possible for them to prevent the spread of sexually transmitted infections. The teenagers can be excellent agents of this course of action; however, they have to be facilitated and given the full support they need.

Therefore, in conclusion, the above methods, strategies, and ways of action, if encouraged, upheld, and practiced, can help change the sexual beliefs and negative thinking about anyone who might have a sexually transmitted infection and instead be able even to help them get medical support which they need very much. The agents of this change are the parents at home, the teachers and school, and most importantly, the young people’s peers. This is because it is at this age when a person is sexually active that they are likely to contract some of these diseases. The government also has a role to play in availing testing capabilities to all its citizens and ensuring that their health is prioritized.

References

American College of Obstetricians and Gynecologists. (2018). ACOG Committee Opinion Number 737-Expedited partner therapy. Obstet Gynecol, 131, e190-3.

Habel, M. A., Becasen, J. S., Kachur, R., Eastman-Mueller, H., & Dittus, P. J. (2017). Community colleges: Rethinking STD prevention for the nontraditional college campus. Community college journal of research and practice, 41(11), 747-756.

https://doi.org/10.1080/10668926.2016.1220874

https://doi.org/10.1177%2F1090198119853008

Renfro, K. J., Haderxhanaj, L., Coor, A., Eastman-Mueller, H., Oswalt, S., Kachur, R., … & Dittus, P. J. (2020). Sexual-risk and STI-testing behaviors of a national sample of non-students, two-year, and four-year college students. Journal of American College Health, 1-8.

Whiting, W., Pharr, J. R., Buttner, M. P., & Lough, N. L. (2019). Behavioral interventions to increase condom use among college students in the United States: a systematic review. Health Education & Behavior, 46(5), 877-888.

Whiting, W., Pharr, J. R., Buttner, M. P., & Lough, N. L. (2019). Behavioral interventions to increase condom use among college students in the United States: a systematic review. Health Education & Behavior, 46(5), 877-888.

Key Management Capabilities Required to be an Effective Manager

Key Management Capabilities Required to be an Effective Manager: A Focus on Moana New Zealand and Tauhara North No.2 Trust

Name

Course and Code

Instructor

Date

Introduction

The abilities through which leaders and managers develop, combine, and restructure the firm’s assets and competencies are referred to as management capabilities. Leaders and managers can use these talents to confront their surroundings, enhance the effectiveness of their organizations, and sustain and build competitiveness (Brito & Sauan, 2016). Managers must use their skills to build organizational and strategic procedures that result in more innovation and growth for their companies. Innovation processes necessitate senior management teams using their management skills to correctly assign and disperse the company’s resources and operations. This paper will determine and critically analyse the main management skills needed to be a successful manager in two selected organizations. Two capability frameworks will be used in identifying the critical capabilities for the two organizations. One of the organisations selected are Tauhara North no. 2 trust which is based in Taupo, Waikato, New Zealand. The firm is a financial institution that provides programmes and grants for the whanau in distinct areas of life but particularly, education and health where is really needed. The other organization is Moana New Zealand. The organization is the largest seafood firm that is owned by the Māori. The company manages the economic fisheries resources that Māori were awarded as part of the Treaty of Waitangi Fisheries Settlement with the Crown, the New Zealand government.

Key Management Capabilities Required to be an Effective Manager

In order to highlight the key management capabilities required to be an effective manager, the two capability frameworks is applied. In the first framework, it can be viewed as a flow of causation from left to right. For Moana New Zealand and Tauhara North No.2 Trust, the first framework has the benefit of having a high validity and reliability, that is, it seems rational that proper management will lead to improved individual as well as the organizational performance, and that management abilities might be developed. The premise at the core of the framework is that there is a link between managerial capability and the training and development that managers get, via both formal schooling, such as business education courses, and also more unstructured training and development. The premise on the other end of the framework is that enhanced capacity leads to enhanced individual performance, which translates to improved organizational advantages. For Moana New Zealand and Tauhara North No.2 Trust, this framework defines the behaviour, knowledge and skills that the management, the shareholders, and the employees use to succeed. It provides a common language to allow better communication for Moana New Zealand and Tauhara North No.2 Trust to communicate across various teams.

As a result, the framework includes a variety of indicators that aim to quantify not only ‘managerial skill,’ but also the causes that affect it and the advantages that may result. For example, Moana New Zealand has an environmental structure and management requirements that demand excellence in relations and communications. For Tauhara North No.2 Trust, a deep culture founded on the Maori principles easily allows better communication and shared goals amongst the employees. The set of capabilities that the framework emphasizes are education and qualifications, ongoing training and development, experience and management rules and systems.

In the second framework, it outlines four competence categories, each with a set of characteristics for desired behaviour. Hiring, skill evaluation, and leadership development ought to all be based on these competencies. For Moana New Zealand and Tauhara North No.2 Trust, these competencies are used in conjunction with the appropriate professional development. The emphasis of this framework is on persons in management and leadership roles, an aspect that Moana New Zealand focuses on. The capabilities are created to be applied to all management levels. Some characteristics might be a little more relevant depending on the style of leadership required by the post. The challenges in achieving the capabilities will be shaped by the setting wherein the leader or manager operates. Personal traits, leading change, collaborating with colleagues, and individuals and services management are among the capabilities.

Tauhara North no. 2

In a more specific view of the two capability frameworks, the most important capabilities for Tauhara North no. 2 trust are personal qualities to deal with people since it is a humanitarian organization and experience since experienced managers are undoubtedly the best for organizational management.

Personal Qualities

Companies nowadays place a higher value on personal skills like listening, flexibility, and encouraging open communication. The higher-level features of manager success, including as developing trust, demonstrating compassion, assuming responsibility, and engaging in employee training and development, are enhanced by these personal qualities (Dler & Tawfeq, 2021).  Open communication is a key generator of culture. Workers feel like true partners in the firm when executives communicate honestly and authentically with them – and as a consequence, they feel more engaged. They are also much more inclined to support the organization, even if they do not even concur with all of the choices. Worker engagement rises as a result of this sense of worth. Managers that are good communicators are in high demand. They communicate effectively with their staff and actively listen and comprehend what is truly going on within the company.

Loyalty as well as performance among employees are enhanced by having supervisors that are good listeners who are actually concerned about their employees’ worries. According to past survey, 61% of workers felt that trust between top management and staff was a major factor in job satisfaction. When it comes to what makes a successful manager, promoting a great organizational climate begins with building and retaining trust with the staff. Workers who believe they could trust their boss are more likely to trust manager’s judgments and to be committed to the company’s core mission and aspirations (Kohail et al, 2016). Leaders that fail to cultivate trust risk losing their workers’ respect, which can have a negative impact on productivity, commitment, and eventually employee attrition.

Compassion, a key component of emotional intelligence, necessitates managers making personal connections with their staff. When it comes to shortlisting manager qualities, empathy fosters more than just a healthy employee-management connection; it also has a favourable effect on culture within the workplace. Empathetic supervisors are better at leading people with distinct perspectives to work together successfully.

Experience

Managers, without a doubt, improve their skills and talents in less formal settings than they do via official schooling, training, or development. Learning from job challenges or mentors has been proven in a number of qualitative research to be an important factor in influencing managerial behaviour. Tenure in key roles or experience working in successful organizations could all contribute to such development via experience. Regardless of whether experience is assessed as organizational tenure, length of employment, or years of experience at a specific site, the nature of the connection between experience duration and performance is usually often at times congruent (Azad et al., 2020). Managers with greater organizational tenure may, for example, display a higher level of performance than those with less service. According to prior study, experience on a particular job, rather than generic experience in a subject, experience on relevant past jobs, or experience in work environments, improves workers’ productivity since it allows them to gain job knowledge and abilities.

Human capital theory proponents say that when management teams gain more experience in their early careers, they gain a better understanding of management. For example, managers with more experience understand what it takes one to boost sales and make a profit. Experience is particularly important for managers who have worked on a global scale. Changing one’s perceptions will help the individual become a better boss. Managers enhance their capacity to draw conclusions differently as a result of tapping on multinational experience. Great managers make sense of situations by drawing on their foreign expertise. Great managers utilize their interest and the attitude of being provided with a learning experience when confronted with something they do not even comprehend, and they resist making early judgments or attributing preconceptions to the unfamiliar. Rather, they rely on their cultural understanding and ability for seeing things from a different perspective, which comes from years of experience in the position.

Moana New Zealand

For Moana New Zealand, the best capabilities that the managers ought to have is leading change and training and development as organizations continuously change and it is also vital to develop new skills for managers.

Ongoing training and development

The issue of continual training and development is tightly linked to the first input. This could involve coursework for certifications that, once earned, will be included in data on educational and qualification levels, but it could also encompass far brief durations of training and development (Ruiz-Jiménez & Mar Fuentes-Fuentes, 2016). It would encompass both official, off-the-job training and development as well as casual, on-the-job development.  With the rise of e-learning as well as other innovations that can provide education to the computer in tiny, easily digestible chunks, and the escalating development integration inside the workplace, the latter is becoming increasingly important. It is indeed critical to keep learning and developing new talents, regardless of the level of experience. As one’s career progresses, s/he will need to collaborate effectively with others, gain in – depth industry experience, keep pace with advances in technology, and finally manage everyone else. The core objective of a manager is to be a successful implementer- an individual who organizes people’ activities to achieve company objectives. Managers are responsible for a variety of everyday activities, although their primary goal is getting things accomplished and through people. The capability to coach and guide personnel is a facet of management that is often overlooked. Despite the fact that 78 percent of the population believe having managerial mentors in the workplace is crucial, just 37% of professionals say they have one, implying that extending professional management courses is more vital than ever before.

Almost every business will go through various organizational changes whether planned or unplanned at one point during its tenure. Effective managers must be able to start, respond to, and manage changes within their organizations, whether it is as small role such as recruiting new employees or as huge as an acquisition. Because change is a process rather than an event, managers need to develop abilities in developing, leading, and moulding change processes. By disintegrating the elements of an organizational change process, a managerial program can help one build the abilities required in overseeing a transition. This may also give one the knowledge needed to tackle concerns such as how a firm gets from one point to the next, what activities workers must perform during such organizational transitions, and how to ensure that the activities are carried out.

Leading Change

Globalization has changed the universe into a global village, with an ever-increasing flow of disagreements and rivalry between corporations. As a result, the most productive strategy for any organization is developing new strategies of doing business (Treviño & Cantú, 2020). If the manager is having the necessary competency and capability as a person responsible or as an agent of change, he or she can govern a company or the company transformation process more efficiently and successfully.

Quick technological breakthroughs, high consumer expectations, and the continuously changing conditions of market have driven businesses to regularly analyze and re-assess their operations, as well as to comprehend, accept, and execute transformations in business models in reaction to shifting trends. Change management is a requirement of each day, and it is required for businesses to exist. Organizations in the present era acknowledge the importance of the issue and are constantly working in preparation not only for existing but also for emerging developments in order to achieve long-term progress. However, with all of its repercussions and relevance, the concept of organizational transformation is also a difficult and sophisticated one. According to prior studies, 70% of changes in the organization fail to achieve their objectives (Adachi et al., 2020). Because top management plays such an essential duty in the evolvement and development of a firm, the process of organizational change necessitates the presence of highly efficient and skilled management capable of recognizing the most preferable shape of a firm and addressing the concerns of organizational transformation in the most proper manner.

When it comes to implementing change, the skill of management is the most critical factor to consider. Individuals look to top management for a variety of reasons in a company where they have faith in their abilities (Mutale at al., 2017). Workers will anticipate competent and rational planning, confidence and efficient decision, and timely, thorough communicating during these difficult circumstances. Workers will also regard management as helpful, caring, and dedicated to their well-being during these periods of transition, whilst also understanding that difficult decisions must be made. Between the manager and the rest of the players, there has to be a culture of trust. The presence of this trust instils optimism for a brighter future, which makes dealing with major change much smoother.

Conclusion and Recommendations

All companies exist to fulfil specific goals or objectives, and managers are responsible for combining and utilizing organizational resources to guarantee that their companies meet their goals. Management serves as a watchdog for a collection of employees in the organisation, coordinating their efforts toward a common goal. Management practices, as a recommendation, require ongoing and persistent monitoring, development, and sufficient investment due to its significance. As a result, businesses ought to have a well-thought-out strategic vision that is conveyed to all personnel. It is critical to underline that all workers should be involved in the development and execution of strategic management processes which will equip the firm for the future, provide long-term purpose, and demonstrate the firm’s desire to become a dominant player.

References

Adachi, H., Sekiya, Y., Imamura, K., Watanabe, K., & Kawakami, N. (2020). The effects of

training managers on management competencies to improve their management practices and work engagement of their subordinates: A single group pre-and post-test study. Journal of occupational health, 62(1), e12085. https://dx.doi.org/10.1002%2F1348-9585.12085

Azad, N., Anderson, H. G., Brooks, A., Garza, O., O’Neil, C., Stutz, M. M., & Sobotka, J. L.

(2017). Leadership and management are one and the same. American Journal of Pharmaceutical Education, 81(6). https://dx.doi.org/10.5688%2Fajpe816102

Brito, L. A. L., & Sauan, P. K. (2016). Management practices as capabilities leading to

superior performance. BAR-Brazilian Administration Review, 13. http://dx.doi.org/10.1590/1807-7692bar2016160004

Dler, S. M., & Tawfeq, A. O. (2021). Importance of Managerial Roles and Capabilities on

Organizational Effectiveness. http://dx.doi.org/10.6007/IJARBSS/v11-i4/9748

Kohail, Y., Saida, Y., Obad, J., & Soulhi, A. (2016). The Qualities of a Good Manager…

What Does It Mean? Lessons Learned from the Undergraduate Business Students’ Perception in Kingdom of Morocco. International Journal of Business and Management, 11(8), 86-96. http://dx.doi.org/10.5539/ijbm.v11n8p86

Mutale, W., Vardoy-Mutale, A. T., Kachemba, A., Mukendi, R., Clarke, K., & Mulenga, D.

(2017). Leadership and management training as a catalyst to health system strengthening in low-income settings: Evidence from implementation of the Zambia Management and Leadership course for district health managers in Zambia. PLoS One, 12(7), e0174536. https://doi.org/10.1371/journal.pone.0174536

Olanrewaju, O. I., & Okorie, V. N. (2019). Exploring the qualities of a good leader using

principal component analysis. Journal of Engineering, Project, and Production Management, 9(2), 142. https://DOI 10.2478/jeppm-2019-0016

Ruiz-Jiménez, J. M., & del Mar Fuentes-Fuentes, M. (2016). Management capabilities,

innovation, and gender diversity in the top management team: An empirical analysis in technology-based SMEs. BRQ Business Research Quarterly, 19(2), 107-121. https://doi.org/10.1016/j.brq.2015.08.003

Treviño, S. S. G., & Cantú, L. E. Z. (2020). Importance of dynamic managerial capabilities

on the performance of small family businesses. Contaduría y administración, 65(3), 28-56. http://dx.doi.org/10.22201/fca.24488410e.2020.2132