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Vodafone New Zealand Analysis

Introduction to Bicultural Education Policy in New Zealand

Vodafone New Zealand is a telecommunication organisation which is operating in New Zealand. The organisation was a subsidiary of London listed company Vodafone PLC. The organisation is one of the leading organisations in the Telecommunications Company. They have fixed and mobile network helping customer across the country in order to deliver the best services to the customer. The organisation is committed to acting honestly, fairly, ethically and focusing on sustainability values that aid the organisation to accomplish desired goals (Howell & Potgieter, 2019). The organisation believes in providing the best services to the customer irrespective of any differences in caste, sex, religion etc. Therefore the organisation have a diversified workforce that works together in order to attain the organizational goals. This study is segmented into five sections in which the first section will analyse the impact of economic system in a global context for the organisation and analyse the system entities and its impact on activities in Vodafone New Zealand. The second section comprises of the impact of cultural challenge in a global context for the organisation and how it impacts the workforce performance. The next section comprises of analytical and problem-solving skills that require solving the system issues and challenges in the economic system and cultural challenge. The next section will discuss the principles of bicultural partnership that influence the organisation planning process and business activities (Ruru, 2018). This section also focuses on the influence of business activities on the business. The next session will analyse the challenges confronted by the influence of these principles and demonstrate the solution to solve the challenges that may arise in future.

Impact of Economic System

Various factors impact the performance of the organisation such as the environmental factor economic factor legal factors etc. The economic system highly impacts the organisation working in terms of the global context. It is identified that the telecommunication provider has an economic impact which extends far beyond its direct financial contribution to the economy. The organisation production services act as an economic enabler who facilitates the coordination of people and boost up productivity (Myllylahti, 2016). The organisation aims to deliver the best class services to the customer of New Zealand with a high number of employment and opportunities to the people. As the organisation expanded global level therefore various things need to be considered by the organisation. Economic system highly impacts the organisation working for example in India the organisation performance is highly down and lots of issues faced by the organisation in terms of the financial crisis. The main reason behind the condition of the organisation is the popularity of Jio service among the audience. Jio I have offered free calls and internet facilities to the customer which highly engage and imbalances the market. Therefore most of the telecommunication companies face a lot of issues and Vodafone is one of them who face a lot of financial crisis. In order to settle the market in India organisation took various steps but most of the states were not applicable and strategies couldn’t work out. The organisation comes up with the partnership and collaboration with Idea and Vodafone Idea will able to beat the market. It has been noted that economic system highly impacts the functioning of the organisation and in a pandemic, it highly impacts the economic growth of various industries whether the telecommunication or industrial or any kind of industry. After collaboration with Idea, Vodafone can beat the market and give strong competition to the existing competitors. However, the Vodafone group injected more than 7 billion into the Indian entity as it is one of the country's biggest foreign direct investment. In upcoming years the organisation decided to reduce the night expenses in euro by 1.2 billion euros by the and of 21 and employing an annual savings of around 400 million euros. The organisation is also modifying its cost-based by applying the advantage of new digital technology.

Cultural Challenge

In terms of global context, there are various challenges faced by the organisation and cultural challenges one of them. When the organisation is expanding its business at a global scale then various changes needs to be done in strategies and planning processes. Vodafone wants to expand its business on a global scale and various strategies need to be adopted by the organisation. Managing diversity and workforce is one of the toughest hours for the organisation as the smooth working of employees while impacting productivity (Freebody, Mullen, Walls & O’Connor, 2018). Therefore, the organisation needs to focus on cultural diversity which not only helps to build strong force but also motivates its employee. Vodafone is one of the oldest organisations in telecommunication as cultural diversity is the core value of the organisation. However, the organisation needs to change its strategy as per the location on which organisation is setting their business. At the global scale, every country has their different vision and different taste etc. The organisation needs to conduct proper market research and proceed directly with the requirement of the audience. In order to maintain the cultural diversity organisation always gives equal opportunity to the members of the organisation. However, the organisation also focuses on providing equal opportunities to every member and no discrimination is allowed in your organisation. Apart from this, cultural challenges also arise when company e operates in a different origin and expanding its root in a different country. For example in Australia and America organisation needs to understand the present market culture and then spread its roots (Howell & Potgieter, 2017). New Zealand market is far different from the other markets as the strategies and the planning is widely different. However, various things considered by the organisation in order to expand their rooms in a different country. As the organisation belongs to telecommunication therefore the model of communication also impacted the performance of the organisation. The cultural difference may reflect on the language difference and it is one of the most difficult problems in telecommunication. Cultural challenges highly impact employee performance and motivation level. The organisation needs to focus on cultural challenges because it directly impacts employee performance and productivity. It has been noted that different cultures operating in any one organisation can also impact the employee performance therefore proper planning is required in order to maintain the culture difference between the members. The cultural difference also impacts on the long-term economic performance of the organisation.

Solving System Issues

There are various ways through which these issues can be resolved as in terms of cultural challenges organisation needs to understand the demand of the employees and work upon the strategies. However, it is also noted that there are a various approach that organisation can adopt in order to rectify these challenges. Apart from this, it is also important for the organisation to focus on the present status of the organisation and its economic condition for implementing any different approach which is affordable. The economic system of any country can impact the organisation operation because the economy directly impacts the performance of the organisation and performance directly related to the productivity of the employees (Flux, 2019). Therefore the organisation needs to acknowledge and work upon the challenges faced by the organisation. In the present scenario, Vodafone is one of the leading Organisations but in other countries like India the condition of Vodafone is not at all and handsome it is degrading. In India, Vodafone is now facing various challenges and in order to come up with a new approach, the organisation collaborate with Idea and now Vodafone and Idea work with collaboration. It is also important for the organisation to adopt the approaches that can maintain its product with the level of employees. In order to eradicate the cultural challenges organisation needs to train their employees in such a way that they can collaborating walk with their co-workers and maintain the dignity and respect with each other. Apart from this, the organisation also accept the culture difference exist in the organisation. The organization needs it promotes a diversified culture in the organisation and various steps need to be taken by the organisation at various scales. The various training session must be adopted by the organisation in order to enhance communication among the employees. Organisation needs worked upon cultural diversity and not promote or point out specific culture among the members as it may impact the employee performance. Cultural differences sometimes lead to innovation in the organisation because different culture people can come up with different ideas and innovation that the organisation needs to focus on culture diversity but not to promote any culture. From this way an organisation can rectify the challenges and can Undertaker smooth working in the organisation.

Bicultural Partnership

The bicultural partnership model of partnership in New Zealand acknowledges and implement the bicultural partnership among the two different cultures in the same country or region. Bicultural in New Zealand refers to the differences in the Maori and non-Maori cultural. The Treaty of Waitangi put in place a partnership between these two tribes. The Maori also have equal rights opportunities and growth. This model has impact the organisation productivity sometimes it creates miscommunication among members of the organisation (MacDonald, 2020). However, there are various advantages of being bicultural as well study showed that bi-cultural have an innovative and progressive professional success. It also helps an organisation to believe in diverse culture and aids the organization to believe and considered different perspective in the organisation. The Treaty of Waitangi is a legal agreement which is made between the representatives of the British crown and more than five hundred Maori chiefs. This is a deserted in the declaration of British 780 over New Zealand by Governor William Hobson in the year 1840. This is very important for New Zealand because of insurance and protects the rights of both Maori and non-Maori peoples (Lourie, 2016). The principle of this Treaty has your organisation to make the government more responsible for helping the people and address grievances. It also helps to stabilize equality and the principle that all the new Zealanders are equal under the law. These influence the activities in the organisation as a bicultural atmosphere always impact the opinion disputes among the members. The organisation needs to focus on the bicultural activities and give equal opportunities to the New Zealanders and then non-New Zealand people (D’Cunha, 2017). It has been noted that there are different kinds of people who are equally participating in each and every process therefore equal opportunities will be given by the organisation to each member. There are various advantages as well as advantages of this model but it only depends upon the organisation how to use this model to effectively e work with the members. This will be an opportunity as well as challenge for the organisation to use the by the cultural impact on the organisation as it may influence the activities among members (Huang, 2019). It is also noted that there are different cultural concepts for different communities but the organisation needs to accept all the culture but does not promote any specific culture that can impact on employees performance.

Challenges

The challenges faced by the Treaty of Waitangi principle are as follows. The first challenge that faced by the principal is that the attitude towards the ideas of Treaty-based local government and evident in common terminology which has a narrow focus on the identification of the Maori representative it is rather than treaty partners. The second challenge faced by the organisation has established the constituencies which the Maori established. The last challenge faced by the principles is that the lack of good data which ultimately limits the understanding of Maori in the involvement in the local government. To eradicate the challenges, it is very important to have a good leadership style that can highly impact the audience (Grant, 2016). Leaders play a very important role in any field and it is very important to have leaders that can understand and listen to the problem of the audience. Leaders will motivate the people and make them understand the present situation and actions which are preferable to take in that situation. There are various challenges faced by the organisation but it is important to follow these principles because it helps the organisation to create a diverse culture with equal opportunities for every member. Good leadership will motivate the members and grow unity among them (Beaumont-Bates, 2017). Large numbers of people were associated in this treaty model and most of the members are government officials and government body. To maintain unity is very important and each and every member should understand the requirement of this. The unavailability of data can be resolved by proper collaboration among both culture people. Therefore, the organisation needs to focus on cultural diversity which not only helps to build strong force but also motivates its employee. Vodafone is one of the oldest organisations in telecommunication as cultural diversity is the core value of the organisation. The economic system of any country can impact the organisation operation because the economy directly impacts the performance of the organisation and performance directly related to the productivity of the employees (Came, Cornes & McCreanor, 2018). Therefore the organisation needs to acknowledge and work upon the challenges faced by the organisation. This model has impact the organisation productivity sometimes it creates miscommunication among members of the organisation. However, there are various advantages of being bicultural as well study showed that bi-cultural have an innovative and progressive professional success.

Conclusion on Bicultural Education Policy in New Zealand

It is concluded from the study that the Economic system of any country can impact the organisation operation because the economy directly impacts the performance of the organisation and performance directly related to the productivity of the employees. Managing diversity and workforce is one of the toughest hours for the organisation as the smooth working of employees while impacting productivity. Therefore, it is very important for the organisation to focus on cultural diversity which not only helps to build strong force but also motivates its employee. The bicultural partnership model of partnership in New Zealand acknowledges and implement the bicultural partnership among the two different cultures in the same country or region. Bicultural in New Zealand refers to the differences in the Maori and non-Maori cultural. The economic system of any country can impact the organisation operation because the economy directly impacts the performance of the organisation and performance directly related to the productivity of the employees. Therefore the organisation needs to acknowledge and work upon the challenges faced by the organisation. The principle of this Treaty has your organisation to make the government more responsible for helping the people and address grievances. It also helps to stabilize equality and the principle that all the new Zealanders are equal under the law. These influence the activities in the organisation as a bicultural atmosphere always impact the opinion disputes among the members.

References for Bicultural Education Policy in New Zealand

Beaumont-Bates, J. R. (2017). E-Portfolios: Supporting collaborative partnerships in an early childhood centre in Aotearoa/New Zealand. New Zealand Journal of Educational Studies52(2), 347-362.

Came, H., Cornes, R., & mccreanor, T. (2018). Treaty of Waitangi in New Zealand public health strategies and plans 2006–2016. The New Zealand Medical Journal131(1469), 32-37.

D’Cunha, O. (2017). Living The Treaty of Waitangi through a bicultural pedagogy in early childhood.

Flux, A. (2019). Commission grants clearance for Infratil to acquire shares in Vodafone.

Freebody, K., Mullen, M., Walls, A., & O’Connor, P. (2018). Who is Responsible? Neoliberal Discourses of Well-Being in Australia and New Zealand. NJ42(2), 139-153.

Grant, D. (2016). When Research is a Dirty Word: Sovereignty and Bicultural Politics in Canada, Australia and New Zealand Ethics Policies (Doctoral dissertation, University of Otago).

Howell, B. E., & Potgieter, P. H. (2017). Never a Sporting Chance: Vertical Integration and Broadband and Content Bundling in the Sky-Vodafone Merger. Available at SSRN 3074144.

Howell, B. E., & Potgieter, P. H. (2019). Bagging bundle benefits in broadband and media mergers: Lessons from Sky/Vodafone for antitrust analysis. Telecommunications Policy43(2), 128-139.

Huang, Y. T. (2019). Being Ethnic in a Bicultural Nation: Acts of Translation in Chinese New Zealand Fictions. MFS Modern Fiction Studies65(3), 482-510.

Lourie, M. (2016). Bicultural education policy in New Zealand. Journal of Education Policy31(5), 637-650.

Macdonald, L. (2020). Whose story counts? Staking a claim for diverse bicultural narratives in New Zealand secondary schools. Race Ethnicity and Education, 1-18.

Myllylahti, M. (2016). NEW ZEALAND MEDIA OWNERSHIP 2017. Auckland: Centre for Journalism, Media and Democracy, Auckland University of Technology.

Ruru, J. (2018). The failing modern jurisprudence of the Treaty of Waitangi. In Indigenous Peoples and the State (pp. 111-126). London: Routledge.

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