Z Energy: Manager's Role, Skills, Environmental Factors, and Culture

This report provides a comprehensive analysis of the manager's role within Z Energy, a prominent fuel supplier in New Zealand. It begins with an introduction highlighting the importance of efficient business management and the significance of managers in the organization. The report then delves into the specific responsibilities of a Z Energy petrol station manager, identifying key roles such as leader, resource allocator, negotiator, monitor, and liaison, based on Mintzberg's management theories. It further explores the essential skill groups (technical, human, and conceptual) required for effective management. The report examines task-focused and people-focused management theories, assessing their application within Z Energy. It also discusses the influence of technological, economic, legal, and political factors, along with competitive pressures, customer expectations, and supplier relationships, as crucial environmental factors. The report concludes with an examination of Z Energy's organizational culture, highlighting its manifestations through symbols, stories, and rituals. Overall, the report offers valuable insights into the multifaceted role of managers in the context of Z Energy and the external and internal factors that shape its operations.

BUSINESS
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................1
SECTION A.....................................................................................................................................1
1...................................................................................................................................................1
2...................................................................................................................................................1
3...................................................................................................................................................2
4...................................................................................................................................................2
SECTION B.....................................................................................................................................3
5...................................................................................................................................................3
6...................................................................................................................................................3
7...................................................................................................................................................3
8...................................................................................................................................................4
SECTION C.....................................................................................................................................4
9...................................................................................................................................................4
10.................................................................................................................................................5
11.................................................................................................................................................5
12.................................................................................................................................................5
13.................................................................................................................................................6
14.................................................................................................................................................6
SECTION D.....................................................................................................................................7
16.................................................................................................................................................7
17.................................................................................................................................................7
18.................................................................................................................................................8
19.................................................................................................................................................8
20.................................................................................................................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
In the present scenario, efficient management of the business is one of the most crucial
aspects for companies (Adekola & Sergi, 2016). Nowadays, enterprises are required to carry out
monitoring of their process and make changes in their business strategies at regular intervals.
The present study is based on Z energy which is a prominent fuel supplier in New Zealand. This
report reflects the significance of manager to the selected organization. In addition to this,
various management theories are also reflected in this study.
SECTION A
1
The manager working in Z energy is responsible for carrying out the smooth functioning
of all business operations and activities. The selected organization exists to meet the fuel needs
of different individuals and parties within New Zealand. It can be expressed that at present, Z
energy is supplying approximately one-third of the total fuel requirements in the nation. The
company’s key customers include large commercial customers such as mines, airlines, shipping
companies and other retail customers. Apart from fuel, Z energy offers products such as food,
drink and grocery items to the people in New Zealand.
2
According to the research carried out by Mintzberg, there are ten different roles which
are being accomplished by the manager in an organization. I have interviewed Petrol station
manager of Z energy and have identified the five key roles which manager plays within the
selected organization. It has been found that one of the most important roles which the petrol
station manager working at Z energy needs to accomplish is to the leader. The theory explained
by Mintzberg reflects that a manager needs to perform as a leader and he/she is accountable to
manage the performance and responsibilities of other people working in the organization. The
manager explained that it needs to act as a leader within Z energy and is required to ensure that
the efforts of other staff members are heading towards the right direction.
Another pivotal role which needs to be accomplished by the manager is of resources
allocator. The theory of Mintzberg reflects the fact that a manager is responsible for making sure
that the utilization of available resources is carried out in the best possible manner (Alfes,
Shantz, Truss, & Soane, 2013). During the time of the interview, the manager working at petrol
station explained that the company had assigned him with the responsibility of allocating human,
1

financial and technological resources in the best possible manner. Apart from this, the other three
essential roles which manager needs to accomplish are of negotiator, monitor, and liaison. While
carrying out the role of negotiator, the petrol station manager is required to participate in various
indirect and direct negotiations of Z energy.
The negotiation is carried out with external and internal stakeholders of the selected
organization (Carroll, Primo, & Richter, 2016). In the role of monitor, the manager is responsible
for ensuring control of the business process and identifies changes within the external and
internal environment. Based on the information collected, manager at petrol station needs to
carry out changes within Z energy. The last important role is of liaison wherein the manager is
required to conduct effective networking with internal and external contacts on behalf of the
organization.
3
The skill group can be classified into three different categories which are technical,
human and conceptual. The manager working in Z energy requires possessing the mentioned-
above three competencies in the best possible manner. It can be expressed that a manager needs
to have proper technical skills which render him with ability and knowledge about the use of
different tools and techniques (Beske, Land, & Seuring, 2014). This skill group is not limited to
core technical aspects but also assist managers in increasing sales, profits, and new product
development.
Skill group such as human skill are essential for the manager working at Z energy
because they assist in working with people, managing and directing their efforts towards the
accomplishment of the organizational goals. Apart from this, this skill group also play a vital role
in motivating other staff members. Majority of the time of manager is invested in enhancing this
skill group. The last group is of conceptual skills which allow a manager to carry out critical
thinking on various aspects. These skills support manager in achieving the efficient flow of
functions such operations, management, distribution, and marketing.
4
It can be agreed that actual balance between these skills groups is essential for their position.
The reason behind this is that if the balance is not proper, then manager may start facing issues
and challenges during business operations (Bloom, Sadun, & Van Reenen, 2015). Lack of
2

technical skills may result in hampering major business functions whereas inadequate human
resource skills will result in the ineffective management of all staff members.
SECTION B
5
Considering the task focused theory where it is based on the belief that leader or manager
working in the organization concentrates on the essential task assigned. So, considering the case
of the manager working in Z energy, it has been found that manager strongly focuses on the task
assigned for smooth flow of business operations (Eden & Ackermann, 2013). Apart from this, it
has the positive impact on the overall organization in every possible manner. The key elements
of the task based theory is that manager focuses on the task assigned, performance standards are
undertaken, and step by step solutions are identified for meeting organizational goals. For
instance manager in Z energy is allocated the task to enhance the productivity of the business. So
individual will focus on this task by searching for the advanced tools through which this goal can
be accomplished in fewer periods.
6
People focused theory is the one where the main focus is on motivating and energizing
staff members, and they are appreciated for the work done by them. The manager working in Z
energy is efficient enough in motivating employees, and this leads to the rise in the level of
business efficiency (Donate & de Pablo, 2015). For instance, at the time of rendering service to
the customer manage appreciate every employee for the efforts applied in the operations.
7
The selected petrol station manager is both effective as well as efficient regarding
managing activities for the team. The manager performs various roles within the organization to
accomplish its goals and objectives. In addition to this, theories of motivation such as Maslow
need hierarchy theory are also used to encourage all staff members. Appropriate planning of
human resource is carried out, and the process of recruitment and selection used is also free from
discrimination (Geppert, Matten, & Williams, 2016). The manager is effective and efficient
enough to understand the need and demand of all people working in Z energy.
8
By overall analysis, it has been found manager performance is up to the mark where
people focused, and task focused theory is properly utilized. A Proper balance has been
3

maintained in enhancing the performance of Z energy along with the employees that are present
in the workplace. The motivational tools employed for improving the performance of the staff
members are also effective, and this has allowed Z energy to accomplish its desired goals and
objectives.
SECTION C
9
Managers working in Z energy have to take various decisions so that organizational
performance can be maintained through this. Below are the three factors that can influence
operations of the company and they are:
 Technological: For distribution of fuel to the different type of clients in the market
advanced technology is needed. Further, Z energy supplies fuel to retail and large
commercial customers such as airline, trucking companies, etc. So, the technology
associated with providing fuel changes due to which company has to adopt new tools. For
instance, if new technology present saves cost and time in delivering fuel then in such
case manager has to take decision accordingly (Gupta, 2009).
 Economic element: The factors such as inflation, interest rate, stock market fluctuation,
etc. have the direct impact on business operations. The fuel services that are rendered by
business are costly, and in the situation of inflation, customers may not be able to afford
services. On an average inflation rate in New Zealand is 2.7% and it has influenced
purchasing power of people. Apart from this, the high interest rate can prevent from
obtaining the loan (Gluck, Kaufman, & Walleck, 2017). For instance, for expansion
purpose, if Z energy wants to take loan from bank and interest rates are high then in such
case it will be costly for the business
 Legal and political: Labor force is expensive in New Zealand which can act as the barrier
for Z energy as the company requires a significant amount of labor for supplying fuel.
Apart from this, environmental protection, tax laws have been framed. For instance, if
manager working in Z energy has decided to provide fuel with new tactics, but it is not
environmental friendly then in such case it can influence the decision.
10
The three most crucial task environmental factors for Z energy are as follows:
4

 Competitors: The market where Z energy operates is competitive where its principal
competitors are Mobil, BP, Clatex, etc. So, in case if all the other companies are
supplying superior quality fuel then in such case Z energy market share will be affected
(Hubbard, Rice, & Galvin, 2014). For instance, if the manager of Z energy has decided
specific rate for supplying fuel to retail customers but others companies rates are less so
this will influence company operations.
 Customers: The expectations of retail and commercial clients in relation with the fuel
supplied by the company are high. So, in this case, it is required for the business to meet
their expectations which keep on changing in relation with quality fuel, etc. Managers
have to ensure quality for meeting with the client’s expectation (Gupta, 2009)
 Suppliers: Z energy does not produces fuel on its own and it is purchased from different
companies. So, in this case firm is required to maintain good relationship with them
which is possible through timely payment. Manager of Z energy has to provide them
payment on time and has to meet their requirement.
11
Considering the mega and task environmental factors it is required for Z energy to pay
attention to political factor and competition. These two elements are most crucial that directly
influences the performance of the enterprise in the market. The reason behind the same is that if
Z energy does not complies with government regulations such as tax laws, payment of duties,
environmental protection etc then it will adversely affect business activities (Patel, 2016).
Apart from this, competition as one of the factor needs to be considered as in case if they
supply superior quality fuel at the lesser price then it will affect the performance of Z energy, for
instance, BP, Mobil, and Caltex also provide excellent fuel at a competitive price. Therefore, it is
necessarily required for the managers in Z energy to deal with the issue of competition in proper
manner so that long term performance of the organization can be easily maintained with the help
of this.
12
On the basis of overall analysis it has been found that the three most crucial
manifestations of the culture of Z energy takes into consideration symbols, stories, rites and
rituals etc. Proper dress code is present in the workplace along with designated parking space,
logos and office design that represents the culture of the business. Stories are undertaken where
5

employees who have performed work higher than the expectations of the target market then their
stories are shared with the workplaces that are beneficial for the business (Jiménez-Jiménez,
Martínez-Costa, & Sanz-Valle, 2014). Apart from this, rites, rituals and ceremonials are also the
significant manifestation.
Ritual is associated with the standardized behavior which is appropriate where proper
meetings and other type of sessions are undertaken. Ceremonial where it involves system of rites
performed on a single occasion or at a special event. So, all these key elements represent the
culture of Z energy along with the internal operations that are carried out by the business. All
these manifestations are important for the organization as they highlight what type of
environment has been developed within the workplace. Without maintaining appropriate culture
within the workplace no business can survive in the market and it has adverse impact on the
overall performance also. For instance, if proper stories are not shared with the employees in the
workplace then it will be difficult to develop motivating culture.
13
By overall analysis, it has been found that culture of Z energy company is active where
proper values, set of principles and behavioral norms have allowed in managing the business.
Further, the values along with the criteria of company do not change frequently. The main
advantage of this type of culture is that Z energy can efficiently respond to the changing business
environment and in turn market opportunities can be grabbed quickly (Peteraf, Gamble, &
Thompson Jr, 2014). On the other hand, no such disadvantage of this culture is present as every
employee can be immediately involved in the business affairs.
14
The one process model of organizational cultural change can be undertaken for
modifying the culture of Z energy. Further, more innovation can be brought to the workplace,
and this will be beneficial for the enterprise. Following are the main steps:
Surfacing actual norms: This stage is associated with listing the actual rules which individual
perceive can influence their action. In case if impact of organizational culture on effectiveness is
negative then people do not enjoy their work. Therefore, in this stage Z energy is required to
develop actual norms (Rothaermel, 2015).
Articulating actual directions: This stage is linked with discussing present directions and
behavior which is required for the success of Z energy.
6

Establishing new norms: In this stage Z energy is required to develop new norms that will
influence the entire business positively.
Identifying cultural gaps: In this stage the basic difference is identified in between actual norms
and those that have positive impact on the company.
Closing culture gaps: It is the last stage where new norms can be developed for the business and
ways are undertaken to reinforce such as introduction of reward system etc.
So, by indulging into this process, it is possible for Z energy company to modify its
existing culture appropriately.
SECTION D
15
Goal planning of organization can be carried out in three different ways which are
tactical, operational and strategic. Furthermore, strategic planning is performed with a purpose to
accomplish the vision, mission, and objectives, of a business enterprise. Strategic planning also
supports in the overall decision-making process of organization (Sabella, Kashou, & Omran,
2014). On the other hand, tactical plans are being developed by managers with an objective to
break the mission in smaller achievable segments. The rationale behind carrying out operational
planning is to ensure smooth functioning of all day to day operations.
16
Z energy makes use of operational planning to carry out day to day operations. Here,
operation plans are developed to accomplish objectives such as selling more than 1500 litter fuel
in single day or hiring 10 new employees within a weak (Vogel & Güttel, 2013). Other than this,
the company also develop strategic plans such as capturing two new markets in the next 5 years.
Z energy also makes use of tactical planning and here, it has developed plans such as
implementing modern marketing tools and adopting ERCM practices.
17
SMART objectives consist of five primary characteristics which are specific, measurable,
attainable, realistic, and time bound. The purpose of Z energy is to increase its market share by
25% within the next two years. It can be stated that the purpose is specific as it focuses directly
on capturing significant market share by attracting new customers. Furthermore, it can be
measured by the increasing number of clients and sales of Z energy. The company is already
supplying fuel to the one-third of overall fuel demand in Australia and therefore, this goal can
7

also be attained by Z energy (Yorio & Wachter, 2014). Through product innovation and
aggressive marketing strategy, the goal can be achieved, and it also seems entirely feasible. It is
time bound as the selected business has allotted two years of time to accomplish this objective.
18
The selected product here is the fuel which is being delivered to large commercial and
retail customers. It can be expressed that the process of control includes four major stages which
are establishing standards for performance measurement, analysis of products actual
performance, comparing actual performance with the standard one and taking corrective
measures. Z energy carries out effective comparison of its actual and set performance at regular
intervals. In case when there is gap between both, corrective measures are taken by the selected
business enterprise to ensure smooth business functioning. For example, if the product is not able
to deliver desired outcomes than various types of controls such as changes in products,
marketing strategy and pricing can be taken into consideration.
19
Inadequate planning, lack of resources and mega environmental factors can be termed as
the three key barriers to control. It can be asserted that the petrol station manager working at Z
energy needs to ensure that proper planning is carried out by the organization in terms of taking
control measures (Wild, Wild, & Han, 2014). In addition to this, the manager also needs to make
sure all the required resources are available on time to carry out the entire process of control in
the best possible manner. Factors such as increasing competition and changing political
environment of New Zealand can also adversely affect the entire process of control.
Management can deal with these barriers by using strategies such as effective planning, best
utilization of resources and conducing market research.
20
The barrier of ineffective planning is the one which can be eliminated ahead of others.
The rationale behind this is that weak plan will also result in affecting others areas of
management. The business will start facing issues linked with increasing sales, profitability and
market share. Ineffective planning will also result in over or under budgeting, low morale of the
team and poor quality of products/services (Zhu, Sarkis, & Lai, 2013). Z energy will be required
to emphasize on eliminating the barrier of ineffective planning to avoid future loss and
management failure.
8

CONCLUSION
The entire study carried out has supported in knowing the role of the manager working in
Z Energy Company. Further, it has been identified that appropriate role is being played by
manager keeping in view organizational goals. Apart from this, the mega environmental factors
such as political, technological factor influence the business performance. Further, the elements
present in the task environment such as competition, supplier, etc. needs to be managed by the
organization properly for its growth in near future.
9

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