OCEANIA

In this class we learned about some countries in Oceania like New Zeland, Australia and Papua New Guinea.

NEW ZELAND: Its capital is Wellington, Its Government: parliamentary democracy and Constitutional monarchy and the head of State: Queen Elizabeth II .
His culture is derived from British roots. Māori culture has undergone considerable change since the arrival of Europeans; in particular the introduction of Christianity in the early 19th century.
Sport has a major role in New Zealand's culture. The rugby is one of the most important sports.
New Zealanders are: sophisticated, highly educated urban dwellers and are members of multicultural society.
In business agreements and proposals must state all points clearly. All terms and conditions should be explained in detail. Start your negotiations with a realistic figure. Since this is not a bargaining culture, Kiwis look for value for their money.

PAPUA NEW GUINEA: its capital is Port Moresby. The Government is Constitutional Monarchy and Parliamentary System the head of State: Queen Elizabeth II.
People typically live in villages or dispersed hamlets which rely on the subsistence farming of sweet potatoes and taro, It is estimated that more than 1000 different cultural groups exist in PNG, and most groups have their own language.
In certain parts of the country a groom must bring a bride price to the wedding ceremony. In some cases this is paid in golden-edged clam shells.

AUSTRALIA: Its capital is Canberra, its Government: Federal parliamentary democracy and constitutional monarchy its Monarch is Queen Elizabeth II.
Australians prefer people who are modest, humble, self- deprecating and with a sense of humor.
Negotiating with them: Australians are very direct in the way they communicate.There is often an element of humour, often self-deprecating, in their speech. Punctuality is important in business situations. It is better to arrive a few minutes early than to keep someone waiting.
Australian leaders show higher levels of egalitarianism in their cultural and leadership.
They have some agreements to increase their foreing relations like :
•ASEAN
•ANZUS
•Commonwealth of nations
•WTO
•OECD

QUESTIONS:
What were the main findings on Baird et al (2007)?
"The most prominent characteristic of Australian organizational culture was Outcome Orientation (Performance Orientation in Sarros et al., 2002), followed by Respect for People, with Stability and Innovation being the least prominent characteristics in both studies. The high ranking of Outcome Orientation, a cultural factor characterised by values of having high expectations for performance and being results and action oriented, bodes well for the
success of Australian business if, as theorised, organizational culture is an important determinant of managers’ and employees’ work attitudes, decisions and behaviour and, ultimately, an organization’s financial performance.
Less auspicious is the low ranking of Innovation, a cultural factor characterised by a willingness to experiment, being innovative, being quick to take advantage of opportunities, and risk taking"

How does the culture of Australian organizations relate to their strategy?
"Organizations of the prospector strategic type were characterised by organizational cultures higher on Innovation and Outcome Orientation than defenders, and defenders were characterised by cultures higher on Stability.
The implication for organizations is that we provide empirical support for the theoretical contention that culture needs to be aligned with strategic type, and that organizations seeking particular strategies need to consider the issue of whether their culture is conducive to, or can be moulded to be conducive to, the desired strategy."

Bibligraphy: The culture of Australian organizations and its relation with strategy. International Journal of Business Studies, 15 (1). 15-41), Baird, Kevin; Harriso, Graeme & Robert Reeve. 2007 pag 19-22

How does Roy Green (2009)’s article relates to Australian culture and Australian organisations?
"Australia's national innovation system is the recognition that a revival of productivity growth - and future competitive advantage for Australian firms - will largely be driven by knowledge and innovation. There is no point in establishing any new innovation policy architecture unless it promotes enhanced innovative capability and performance, including carbon neutrality, at the level of the enterprise and workplace, support for organisational innovation is particularly cost-effective because it addresses the challenge of linking short-term recovery to the longer-term development of a more dynamic, competitive and environmentally sustainable, knowledge-based economy."

Bibliography: Innovation the key to recovety. The Australian. 1st April 2009, Green, Roy (2009). pg 1-3