This report provides an analysis of organizational culture and change implementation within three major New Zealand organizations: Air New Zealand, Spark NZ, and 2 Degree. It examines the implications of new technology, leadership styles, and the impact of mergers on organizational dynamics. The report explores conflict and negotiation strategies, organizational culture, and the role of diversity, EEO, and the Treaty of Waitangi. It also delves into change management processes, including employee resistance and strategies for facilitating change. The analysis includes recommendations for tactics to influence change, conflict resolution approaches, and strategies for successful implementation, with a focus on EEO and diversity management practices. The report concludes with a discussion on the overall impact of these factors on organizational performance and the ability to adapt to both internal and external changes. The report also mentions that the Air New Zealand implemented the new technology of drone to inspect the area of ground and aircraft. The leader of the company Christopher Luxon implements the change with the use of legitimate power and use team spirit. The report also highlights that the company has a diverse workforce with diverse perspective, culture; experience sexual orientation that reflects a diverse customer base that helps the company to serve better operations.
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