how can BHP limited used Cultural Diversity Management assignment research methods to identify area of improvement

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Task: how can BHP limited used Cultural DiversityManagement assignment research methods to identify area of improvement

Answer

1. Introduction
From the Cultural Diversity Management assignment research it is clear that one of the biggest resource firms in the world is BHP Billiton Limited (BHP). In addition to mining for metals and minerals, the corporation is also engaged in the exploration and production of oil and gas. With its headquarters in Melbourne, Australia, it operates throughout various continents.BHP group limited is well known reputed company of Australia. This company produce copper, coal and iron ore in different countries such as Australia, China, Japan, India, Asia and South Korea. The production of BHP group is based on high quality level. BHP limited company increasing their business day by day.The power of COVID-19 has turned the globe on its head, and BHP's success is also affected by how it affects the mining industry in Australia.According to statistics, the world's largest economies, including the US, the EU, and India, experienced a sharp decline in the first quarter of 2020.Australia's labor market has been severely impacted by the pandemic scenario, and BHP was also negatively impacted because several of its mining were forced to close.The phenomena had an impact on mining and production, which reduced its income. In order to prevent the virus from spreading among the workforce, the organization takes extra precautions with its personnel. In addition, it suspended a significant amount of business operations throughout its operational market.The world economy was significantly impacted by COVID-19, and we are aware that many BHP’s supplier partners are currently seeing more direct effects than they had originally anticipated.The safety and well-being of their staff and communities are BHP's top priorities. Recognizing their critical role in maintaining the livelihoods of their staff, partners, and suppliers while still being crucial for business.The decreased volumes from BHP's iron ore facilities in Western Australia were attributed to "temporary labor limitations owing to Covid-19, train driver shortages, and planned maintenance activities," according to the company. The Cultural Diversity Management assignment findings show the 66 million tons of quarterly iron ore shipments were not significantly different from the previous year.Rivals Rio Tinto Group and Vale SA reported lower shipments and output in the first quarter of the year before BHP released its report. According to Rio, the current state of inflation is unlike anything the world economy has seen in almost 50 years, posing growth challenges for the major consumers of the ingredient used in steel production.Production at BHP's copper mines grew by 1% compared to the prior four months, but the debt year's total output was down 10% overall, in part because of a "difficult" professional environment in Chile as Covid-19 cases climbed.China is by far the biggest importer of Australian iron ore, but demand has been surprisingly resilient this year despite China's draconian viral lockdown regulations. Iron ore prices have risen back above $100 per tonne, confounding numerous forecasts that they would decline.

This Cultural Diversity Management assignmentwill highlight the effects of Coronavirus COVID-19 on various economies throughout the world, with a focus on Australia's economy and businesses dealing with the pandemic. Additionally, it will analyses Australia's economic, political, legal, cultural, social, and cultural traits before recommending tactics for BHP to use and discussing potential repercussions for conducting business there.In order to establish a plan, this implementation of the strategic assignment includes a process of researching the business and its operating environment.This strategic system of information assignment requires examination of the internal and external business environment and how it influences the company's strategy.

2. Effect of the coronavirus on industry and businesses
The COVID-19 pandemic, which spreads throughout the world and notably impacts enterprises, has left them assessing costs and speculating about what recovery would entail. It was first discovered in China and has since spread to 188 different nations.
Additionally it has been identified on this Cultural Diversity Management assignment, it has an impact on remote employment, consumer buying habits, worldwide ad spending, and key sectors like the grocery, medical, tourism, and transportation industries with far more than 2,000 fatalities and nearly 80,000 infections (Lora, Daniele and David 2020). All of this has a significant impact on businesses and industries; GDP growth fell, unemployment rose, and there was a global rise in business unease; after the quick effects fall away, the long-term economic effects would continue to be felt for years (IBISWorld 2020).
Different nations experienced the effects of the coronavirus differently; for example, in the United States, interest rates recently reached record lows (Andres, Christian, and Divya 2020). For the first time in 150 years, the yield on the 10-year Treasury dipped below 1%, from 1.69% to 1.50%. Additionally, 3.28 million Americans claimed for jobless benefits, and 43% of businesses had to temporarily close, according to Insider's research (insider 2020). Since many small firms experienced severe disruption, they required government assistance under Coronavirus Aid (Bartik et al., 2020).
The GDP of the country where the virus was first discovered shrank by 6.8% in the first quarter of 2020 in China. The country's economy shrank for the first time in more than 40 years. Enterprises in the UK were forced to lose or incur costs of up to £69 billion as a result of the COVID-19 lockout, and 234,000 small businesses have already ceased operations.

3. Australia and the Corona-virus
Cultural Diversity Management assignment research shows the coronavirus has an impact on everyone's health as well as the global community. It has a substantial and expanding impact on both local and foreign economic activities in Australia. Approximately 70% of employers cut back on employee hours, 43% put employees on unpaid leave, and large number of Australians lost their jobs. Additionally, a drop in demand for mining products like copper, iron, steel, and aluminum on the global market made pricing depend on regional suppliers.

Australia has made an effort to preserve economic growth despite all of its difficulties. Comparatively to other locations, Australia was relatively successful in keeping COVID-19 under control. This is not to say that Australia is immune to the coronavirus, but it does mean that it has a strong banking sector and a solid governance system (IBISWorld 2020. Additionally, the governments had a quick, daring response, providing strong stimulus to keep as many production activity together as possible. With $200 billion, or around 10% of the GDP, the Australian government promised to promote small businesses here. A further $140.0 million has been allocated by the NSW Government to help agricultural businesses affected by COVID-19.

Recently, conflicts between Australia and China have increased, and China is taking care of Australia's ever-growing economy by continuing to import petroleum and liquefied natural gas from Australia, as well as Chinese students, who bring in a sizeable amount of export revenue for China. Despite China not recognizing Australia's economic difficulties, this position enables Australia to assist redress to its economy is more difficult.The biggest trade agreement in the world, which is aimed at supporting economic growth and job creation in Australia, is being negotiated by Asia, including Japan and India, with which Australia still retains links.

Additionally, Australia exported $264 billion worth of goods to other RCEP nations in 2018, accounting for 76% of the nation's overall exports (Max 2020).

Cultural Diversity Management assignment - Doing business in Malaysia
Due to Malaysia's strong economy, there is a lot of room for growth for Australian enterprises. From a population of about 32.7 million, it is made up of the non-contiguous territories of Peninsular Malaysia and the Malay Peninsula. The majority of government personnel in Malaysia speak English, yet Bahasa Melayu is the official tongue.

It is renowned for having a very strong economy that has grown with the exporting value of high-tech goods, which is now second only to Singapore in ASEAN. With its educated workforce, extensive infrastructure, political stability, and ability to attract significant foreign investment, Malaysia has throughout the years established itself as an Islamic nation with a number of important traditional culture.

Meanwhile, the Malaysian government has made substantial efforts to stop the spread of viruses by assisting businesses and equipping particular hospitals with measures to segregate their patients and stop them from infecting others. Labs now have greater capacity and ability to test samples more quickly and deliver results more quickly (Shah et al. 2020).

Political
Malaysia, which gained its independence from the UK in 1957, is a federal constitutional monarchy. Each of Malaysia's 13 states and three federal regions has its own written constitution, legislative body, and administrative council, all of which are subordinate to the supreme government and are led by a chief minister. Furthermore, Islamic law was used to form the religious courts in each state, and state law, not federal law, governs these Islamic courts.

Economic
Malaysia is one of the world's major producers of commercial hardwoods and is dependent on the export of raw commodities such as tin, bauxite (aluminum), copper, iron, and vast quantities of petroleum and natural gas. To support its economic growth, it has focused on manufacturing that is export-oriented.

The World Bank estimates that Malaysia's government revenue was roughly 17.3% of the country's gross domestic product, which was about 364.70 billion US dollars in 2019. Malaysia's GDP accounts for 0.30% of the global economy.

Around 350 domestic and international manufacturing firms represent more than 11 industries in Malaysia, including production level, sales reviews, inventory build-up, and new job creation. Additionally, it forecast that Malaysia's GDP will rise by more than 162 points out of 100.

In response to the COVID-19 situation, the Malaysian government has taken steps to assist businesses and manage the economy. It has allocated a sizable budget to numerous sectors in order to mitigate the effects of the pandemic, kick start people-based economic growth, and promote high-quality investments. They offered company owners financial assistance with an RM 20.0 million stimulus.

Legal
Halsbury's Laws of Malaysia are governed by laws and policies, and some of the sources of law are as follows:

Common law: rules set by judges.
Federal and state legislation
Treaties and international law
Islamic law

Islamic laws are mostly civil laws, and many sultans—heads of the Islamic religion in their own states—set the regulations. State legislatures, except the Federal Territories, decide on Islamic law.

Social and cultural
Malaysia's community is shaped by a variety of lifestyles due to its sizable population of around 32.7 million. The cultural traditions of the West, the Middle East, South Asia, and the archipelago all converge in Malaysia.

Islam was introduced into Malay culture by the Orang Asli, and in the 19th century, Western culture had a significant impact on many facets of Malay society, particularly in terms of technology, law, social structure, and economy.
Because of the Malay Peninsula in the late 19th century, Chinese civilizations migrated to Malaysia.
Because they originally arrived for labour and live in small villages, Pakistanis and Indians have distinct cultures.
British colonial control and the impact of Western culture have influenced Malaysians, especially in terms of institutional structures and educational systems. It had a huge impact on urban development and economic progress.

Malaysia's cultural aspects
Malaysia's diverse culture allows for the development of a strong middle class. Power distance is quite high in Malaysia, and those who live within it consider authority and power to be facts of existence. The Malaysian business culture is quite hierarchical, which is evident in everything from the way people sit to how decisions are made. Most significant choices are typically made at the top (Hariry et al. 2021).

Malaysians live in a collectivist society with low levels of individuality and a strong sense of community identity. In terms of families and enterprises, they place an emphasis on long-term relationships, and loyalty is essential in a collectivist culture. In a professional setting, interactions between employers and employees are referred to as moral terms that are similar to family bonds.

The preference for avoiding uncertainty is low among Malaysians. This indicates that they have a looser mindset where practice is more important than principles. They think there shouldn't be any more laws, that schedules should be flexible, and that people should work hard when it's essential (Raza ,Bakar, H.A. and Mohamad 2018).

Furthermore, maintaining one's composure is crucial in Malaysian society. This entails communicating in a way that consistently respects the dignity of the other. Additionally, it suggests remaining cordial, humble, and maintaining proper relationships while avoiding negotiating in public places. All of these essential business procedures apply in Malaysia.

Malaysians look for long-term promises and advantages from their business partners when negotiating. Prior to the negotiating phase of discussions, they concentrate on information exchange and the discussion of various details.

4. Theories
There are various theories that can be applied to BHP Company in order to help it improve its management. Some of these theories include:
1. Theories of International Business: These theories help to explain how businesses operate in different countries and how they are affected by different legal, political, and economic environments.
2. Theories of Organizational Behavior: These theories help to explain how organizations interact with their employees and how they can create a positive work environment.
3. Theories of Strategic Management: These theories help to explain how businesses can create and implement strategies that will help them achieve their goals.
4. Theories of Human Resources Management: These theories help to explain how businesses can manage their human resources in order to maximize productivity and efficiency.
5. Theories of Marketing: These theories help to explain how businesses can create and implement marketing campaigns that will help them reach their target markets.
Advocacy strategy:Advocacy strategy is centered on public policy firms and includes government interactions, media outreach, and grassroots development. BHP Limited Company works closely with the government and other stakeholders to build long-term policies that will be successful. This company's top aim is to collaborate with others in a clear manner to improve global policy and market response, and to support the expansion of market mechanisms.
Adaption Strategy: A Cultural Diversity Management assignmentproject, method, or program that has been started in response to the anticipated effects of COVID-19. BHP Limited has a risk-based approach to adaptation taking into account any potential flaws in the assets, portfolio, communities, investments, ecosystem, customers, and suppliers it manages along the entire value chain.

5. Comparison of strategies
An organized and planned effort to influence and change policies regarding COVID-19 is done with the help of an advocacy strategy. It is a planned technique to persuade people to act in the way that company wants to. This strategy also helps BHP to collaborate with others in a clear manner to improve global policy and market response, and to support the expansion of market mechanisms. Whereas Adaption strategy varies the cost and efficiency measures. Some will cost more over the course of their lives because they need ongoing maintenance, like surface treatments. Given that there are millions of pieces of new and old concrete infrastructure in numerous nations, the cost of adaptation can be very high. To determine the best amount, if any, of adaptation measures, a risk-based strategy is necessary. Included in this are the price, location, timing, and scope of adaption measures. So, the advocacy strategy and adaption strategy both are important and effective for BHP limited company. BHP's strategy during the COVID-19 pandemic has been to adapt its operations in line with government guidelines and to advocate for a coordinated response to the pandemic. This has included suspending operations at some mines, implementing social distancing measures at its operations, and providing support to employees and communities affected by the pandemic. Rio Tinto has taken similar measures in response to COVID-19.

6. Strategic goals set by firm with Advocacy Strategy:

7. Implementation measures to decrease covid-19
In order to lessen the danger of COVID-19 among its employees and the surrounding communities and to maintain the efficiency of its operations, BHP continues to adopt a broad range of strict controls throughout its operated properties (O'Dell et al. 2021).
• "Their first priority is the health and safety of BHP workers, their families, and their local communities," said Rob Telford, group HSE officer for BHP. Jobs and local economies in the numerous towns and nations where BHP operates depend on the safe continuation of operations.
• The procedures they have in place at the very least adhere to recommendations made by pertinent nations, international experts, and health agencies, as well as BHP's ongoing risk assessments. Every day, they keep an eye on the advice of experts in order to learn more and improve their strategy.
• They are working hard to ensure they have the essential supplies and equipment to maintain safe and healthy working environments for their employees while simultaneously implementing additional controls at their operational sites and office in real - time basis against a rapidly changing background.

8. A list of the current controls and measures being used:
Depending on the needs of the region, measures and control systems are implemented at BHP facilities. In real-time and in accordance with professional guidance, BHP will keep adapting its strategy (Roma et al. 2021).

Social Distancing
The Cultural Diversity Management assignment research shows All BHP facilities have social or physical distancing rules in place that state people should keep a suitable distance between one another in accordance with health and safety regulations. This pertains to locations, camps, and workplaces, and transportation is being worked out. Every day, social estrangement is strengthened. Handshakes and other customary greetings are no longer practiced.

People are gathered as infrequently as feasible and according to the needs of social distance, such as pre-start sessions at Cultural Diversity Management assignment project sites.

Hygiene
Improved cleaning of all locations and offices, as well as ongoing testing of worksite sanitation and hygiene requirements
Communication on the stringent hygiene standards in place at all manufacturing locations and offices should be open and frequent. This covers washing hands, sanitation, as well as beverages and food.

Travel
Globally, BHP has outlawed foreign business travel.
In accordance with country-specific recommendations, limited domestic and international travel is nevertheless done.
To suit the needs of the workforce, protocols like flexible employing have been implemented.
While boarding BHP-operated planes and buses, passengers must take a temperature reading and complete a three-question assessment to determine their health.

Cultural Diversity Management assignment - Operational Sites
Only business-critical personnel and contractors are now present at mining sites and other operating facilities, according to BHP.
All unneeded trips and meetings are being postponed, cancelled, or carried out via virtual platforms at operating sites.
Heavy machinery, trucks, and light commercial vehicles now have stricter personal hygiene rules and the right cleaning supplies.
To prevent curb the spread, BHP in Chile is limiting contract partners' access to the site for a temporary period of 15 days. The expense of this measure will be met by BHP. Additionally, BHP will postpone providing services which are not viewed as urgent or important.

BHP Company has been following a good strategy during contingencies and should situations or environment change. The company has been quick to adapt and respond to the ever-changing situation and has been able to maintain a good level of operations. The company has been able to keep its employees safe and has been able to maintain a good level of communication with its stakeholders.

9. Conclusion
In the above discussion about the strategy adopted by BHP limited for facing the Covid 19 related issue. BHP (Broken Hill proprietary) limited company is one of the largest mining companies in Australia in the year 1885.This company is best in providing petroleum gases, iron ores, and coals in almost every country but due to Covid 19 had a significant impact on the global economy and many supply partners are anticipated of BHP limited. This company follows an advocacy strategy and adaption strategy to resolve the issue. Under this strategy, this company centered on public policy firms and includes government interaction and media outreach to connect with their suppliers again. This company’s main aim is to establish a clear objective and focus on building relationships with new suppliers.

There are a few managerialimplications for BHP Company after COVID-19. First, the company may have to adjust its production plans due to lower demand from China, its main customer. Additionally, the company may face disruptions in its supply chain as a result of the virus. Finally this Cultural Diversity Management assignment outlines that BHP may have to reassess its investment plans in light of the economic downturn.

10. References
Andres, V., Christian E, W., and Divya, V. 2020, The Economic Impact of Coronavirus in the U.S. and Possible Economic Policy Responses, Cultural Diversity Management assignmenthttps://www.americanprogress.org/issues/economy/news/2020/03/06/481394/economic-impact-coronavirus-united-states-possible-economic-policy-responses/ BARTIK, A. W., BERTRAND, M., CULLEN, Z., GLAESER, E. L., LUCA, M. and STANTON, C. 2020. The impact of COVID-19 on small business outcomes and expectations. Proceedings of the National Academy of Sciences, Cultural Diversity Management assignment117, 17656-17666

Business Insider 2020, Coronavirus: Business and Economy, https://www.businessinsider.com/coronavirus-business-impactr=AU&IR=T
Hariry, N.N.B.N., binti Mokhtar, F.S. and bin Nordin, M.N., 2021. ENFORCEMENT OF MARITIME ARCHAEOLOGY IN MALAYSIA: A REVIEW. Journal of Contemporary Issues in Business and Government Vol, 27(2).https://www.cibgp.com/article_9927_dfac2a77b7d5e66d915931165ce062c8.pdf
IBISWorld 2020, Webinar: COVID-19 Economic and Industry Impact - United States, https://www.ibisworld.com/industry-insider/webinars/webinar-covid-19-economic-and-industry-impact/Cultural Diversity Management assignment

Lora, J., Daniele, P. and David, B. 2020, Coronavirus: A visual guide to the economic impact, https://www.bbc.com/news/business-51706225
Max, W 2020, Call for Australia to join Asia in coordinated approach to recovering from coronavirus, Cultural Diversity Management assignmenthttps://www.abc.net.au/news/2020-06-03/coronavirus-calls-for-australia-asia-economy-post-covid-19/12307646

O'Dell, S.M., Hosterman, S.J., Parikh, M.R., Winnick, J.B. and Meadows, T.J., 2021. Chasing the curve: Program description of the Geisinger primary care behavioral health virtual first response to COVID-19. Journal of rural mental Health, 45(2), p.95.https://psycnet.apa.org/doiLandingdoi=10.1037/rmh0000180
Raza, S.H., Bakar, H.A. and Mohamad, B., 2018. Advertising appeals and Malaysian culture norms: Scale content validation. Journal of Asian Pacific Communication, 28(1), pp.61-82.https://www.jbe-platform.com/content/journals/10.1075/japc.00004.raz
Roma, P.G., Schneiderman, J.S., Schorn, J.M., Whiting, S.E., Landon, L.B. and Williams, T.J., 2021. Assessment of spaceflight medical conditions’ and treatments’ potential impacts on behavioral health and performance. Life Sciences in Space Research, 30, pp.72-81. Cultural Diversity Management assignmenthttps://www.sciencedirect.com/science/article/pii/S2214552421000420
SHAH, A. U. M., SAFRI, S. N. A., THEVADAS, R., NOORDIN, N. K., ABD RAHMAN, A., SEKAWI, Z., IDERIS, A. & SULTAN, M. T. H. 2020. COVID-19 Outbreak in Malaysia: Actions Taken by the Malaysian Government. International Journal of Infectious Diseases. (Journal) Cultural Diversity Management assignment