Bicultural and External Business Environment

This paper examines the implications of the Treaty of Waitangi and its impact on business practices in New Zealand. It also explores the key characteristics of Maori business practices and the impact of external environment on business organizations for strategic planning.

Running head: BICULTURAL AND EXTERNAL BUSINESS ENVIRONMENT
Bicultural and External Business Environment
Name of the Student:
Name of the University:
Author note:

1BICULTURAL AND EXTERNAL BUSINESS ENVIRONMENT
Executive Summary
This paper has examined the principles of the Treaty of Waitangi as well as the
bicultural foundations of the Aotearoa New Zealand as it is embedded in it based on the
business activities along with the relationships and utilising the tools and frameworks for the
analysis of both the external and internal environments and their impacts on the business
organisations for the purpose of strategic planning as well as for the process of decision
making. It has also examined the impacts of it on the business organisations for the
management for effective management practise and strategic planning in terms of business
environment.

2BICULTURAL AND EXTERNAL BUSINESS ENVIRONMENT
Table of Contents
Introduction................................................................................................................................3
Discussion..................................................................................................................................3
Task 1- Implications of the Treaty of Waitangi.....................................................................3
1.1 Identify and comment on the role of the stakeholders in the Treaty of Waitangi........3
1.2 Examine any four relevance of the Treaty of Waitangi principles to today’s business
environment........................................................................................................................4
Task 2- Key characteristics of Maori business practice.........................................................5
2.1 Comment on the four business objectives of the Ngai Tahu Holdings in terms of
their operation efficiencies and business growth...............................................................5
2.2 If you are to take the place of Ngai Tahu Holdings Chief Executive, Mike Sang,
prepare a presentation on any one of the four business objectives and how Nagi Tahu
Holdings intention foster the bicultural partnership with any of their external
stakeholders........................................................................................................................6
Task 3- Impact of external environment on a business organisation for strategic planning..6
3.1 external environment on a business organisation for strategic planning.....................6
3.2 Apply a quantitative analytical tool used to measure one area of growth of Ngai
Thau Holdings....................................................................................................................9
Apply a qualitative analytical tool used to measure one area of growth of Ngai Thau
Holdings...........................................................................................................................11
Conclusion................................................................................................................................11
References:...............................................................................................................................12

3BICULTURAL AND EXTERNAL BUSINESS ENVIRONMENT
Introduction
This assessment is basically focused on the Treaty of Waitangi (TOW), the founding
document of New Zealand and its analysis. It was first signed by the representatives of Maori
Chiefs and British Crown in the year 1840 from New Zealand. It is of the most important
documents in the history and politics of this country. It is highly crucial in the framing of the
political relations in between the Maori population and the government of New Zealand (
Xuefei, 2018). This paper is going to elaborate on the evaluation process of the implications
of Treaty of Waitangi and the outcome of all these implications on the current business
practices in a bi-cultural environment in the country of New Zealand. This paper shall also
present the key characteristics of the Maori business practices and impact of the external
environment on the business organisations for strategic planning.
Discussion
Task 1- Implications of the Treaty of Waitangi
1.1 Identify and comment on the role of the stakeholders in the Treaty of Waitangi
Answer- The roles and responsibilities of the different stakeholders of the Treaty of Waitangi
include:
 The local authorities has an essential part in the advancement process in the strategic
level coordination as well as integrated service delivery at local level.
 The community and the voluntary sector represent the voice along with the
perspectives of the local communities (Blackley et al., 2015)
 Most of the community and the voluntary sector agencies are the service providers in
their very own right who work in collaboration with the government agencies in order
to meet the local needs
 Strengthening the partnership and relation in between Maori and government

4BICULTURAL AND EXTERNAL BUSINESS ENVIRONMENT
 Developing effective involvement and consultation of the themselves with the treaty
members
 Developing the potential of the communities as well as the community providers
(Came, Cornes & McCreanor, 2018).
 Improving the responsiveness of the government agencies to Pacific groups and
Maori.
1.2 Examine any four relevance of the Treaty of Waitangi principles in the business
environment existing presently
Answer-The Treaty of Waitangi is the only treat in New Zealand that was signed inn between
the Maori Chiefs and the British Crown as a contract in 1840 with an intention of the British
Crown to get make New Zealand colonise before some other instances taking place over the
nation would assume control. This charter is very important to the current business
environment as because of the fact that it makes sure that the Pakeha and the Maori rights are
both protected and secured in terms of accepting the rights of Maori iwi (Tribe) (Moon,
2015). It also recognise the ownership of the Maori land as well as protecting the way of their
life. They are also protected in terms of requiring the administration in order to meet the
requirements of theirs and then give back what it took from the people. The charter of
Waitangi also makes the government held answerable for confronting the grievances of the
aboriginal people as well as to establish equality among the New Zealanders under the
country’s law (Henry & McNeill, 2017). The treaty also gives the Maori their right of owning
their own land and this has led to larger settlements concerning land and cash. Most of the iwi
tribes today are utilizing this to do operate the business and have also become crucial
employers in the nation, for example Wakatu Corporate (Thomas, 2015). It also gives Maori
the right to fish their waters there and now they are able to conduct their businesses like

5BICULTURAL AND EXTERNAL BUSINESS ENVIRONMENT
exporting overseas and fisheries that brings enough money into the economy of New Zealand
(Jacobson et al., 2016). With the same, it also gives remembrance to culture as well as
businesses need to treat the aboriginal people in fair way concerning employment
opportunities (Wilson, 2015). It is also to mention that one of the most important features of
Treaty of Waitangi is equality. Hence, any business that is emerging in New Zealand are now
bound to give each and every one equal opportunities in terms of employment and they
should not practise any sort of discrimination in their organisations (Larner, 2016). Hence,
the treaty plays a very important role in the operation of businesses in New Zealand in
today’s date.
Task 2- Key characteristics of Maori business practice
2.1 Comment on the four business objectives of the Ngai Tahu Holdings in terms of
their operation efficiencies and business growth
Answer- The below are the four business objectives of the Ngai Tahu Holdings in terms of
their operation efficiencies and business growth:
 Increasing the equity of the stakeholders as well as extending the resource base of the
business.
 Provide Te Runanga with monetary return per year through the Ngai Tahu Charitable
Trust in order to facilitate the current cultural, environmental and social initiatives
(Eketone & Walker, 2016).
 Developing the businesses for the upcoming generations
 Growing the future strategy as well as assessing the opportunities Ngai Tahu Holdings
Corporation controls a diverse portfolio of the investments all across the four
subsidiary organisations- NGAI TAHU Seafood, NGAI TAHU Capital, NGAI TAHU
Property and NGAI TAHU Farming (Harmsworth, Awatere & Robb, 2016).

6BICULTURAL AND EXTERNAL BUSINESS ENVIRONMENT
The Ngai Tahu Holdings Corporation trusts that building up of the key organizations is
the most important and central for attaining the long-term financial goals and aspirations (Ge,
Stringer & Ding, 2017). It comprise of the concept of building up of good relationships
among the local government entities and the Crown, iwi tribe as well as the other different
like-minded commercial organisations (Anaya, 2015). One of the best example of this to
mention in this context would be the joint venture relationship in between the Christchurch
City Council and the Ngai Tahu Property that saw the fruitful improvement of new council
building. It is to note that this undertaking was one among the foremost public and private
associations in New Zealand.
2.2 If you are to take the place of Ngai Tahu Holdings Chief Executive, Mike Sang,
prepare a presentation on any one of the four business objectives and how Nagi Tahu
Holdings intention foster the bicultural partnership with any of their external
stakeholders
Answer- power point presentation
Task 3- Impact of external environment on a business organisation for strategic
planning
3.1 external environment on a business organisation for strategic planning
External
environment
Identify one item
that is inherent in the
area
The impact of that
item on Ngai Tahu
business
The response that
Ngai Tahu made to
the item
Government policy  Law change  The change in
the government
policies
influences the
rate of interest,
and raises the
cost of
borrowing in
the businesses
communities.
 This has led in
the decrease in
 It is one of the
major political
force in Te
Waipounamu.

7BICULTURAL AND EXTERNAL BUSINESS ENVIRONMENT
the number of
clients’
spending.
Legislation and
common law
 Inconsistency
in legislation
 Internal Treaty
issues, for
example- the
health-funding
legislation
 The Treaty of
Waitangi
breaches
 Ngāi Tahu have
a notable
interest on how
legislation
would
recognise the
interest of iwi
and it provides
for the iwi
participation in
the ptocess of
decision-
making.
Economic dynamics  Rise in rate of
inflation of the
economy
 Rise in interest
rates
 Rise in the
foreign
exchange rates
 It is one of the
major
economic force
in Te
Waipounamu.
 Ngäi Tahu is
nationally
acknowledged
as a significant
contributor in
the welfare of
the Te
Waipounamu
and Aotearoa
(May, 2010).
Technology  Automation
 Research and
development
 The
communication
technology is
providing new
avenues for the
people of New
Zealand for
being enriched
as well as to
contribute to
the Ngäi
Tahutanga
notwithstandin
g the issue of
location and
time.
 The Attendance
at the events of
Ngäi Tahu is
increased
because of
excellent
communication
of the
 All the Ngäi
Tahu Whänui
are benefitted
from the Te
Rünanga o
Ngäi Tahu
initiatives.
 All the
Arrangements
are in place to
make it sure
that Ngäi Tahu
Whänui are
living outside
the takiwä
would be better
able to take
part in the
tribal activities.

8BICULTURAL AND EXTERNAL BUSINESS ENVIRONMENT
information as
well as
innovative
ways of
providing
access to the
venues, for
example, video
conferencing.
Sustainable
management
 Change in
climate
 Limiting the
operation of the
corporation for
a specific
period of time.
 Weather
changes cannot
be controlled
by anyone and
so is in the case
of Ngai Tahu
Holdings.
Therefore, it is
taking initiative
to cope up with
the weather
condition and
do its operation
effectively.
Social trends  Cultural trends
 Demographics
 Population
analytics
 Change in
customer
behaviour
 The human
resource
capacity of
Ngäi Tahu
Whänui is
highly
untapped
 The cultural,
Social, as well
as Papatipu
Rünanga
development
are all
inextricably
related.
 The
participation of
Ngäi Tahu
Whänui in the
iwi affairs is
very low
(Hutchinson,
2014).
 The age
structure of
Ngäi Tahu
Whänui would
 The 18
Papatipu
Rünanga
provide a
proper political,
cultural,
economic, and
social
mechanism for
the
development of
whänau and
hapu.

9BICULTURAL AND EXTERNAL BUSINESS ENVIRONMENT
change notably
over the
coming 25
years.
Table 1
3.2 Apply a quantitative analytical tool used to measure one area of growth of Ngai
Thau Holdings.
 State the tool uses- Structured data collection instruments. The online surveys have
produced statistical data from a wide range of sources.
 Data source showing the growth
Figure 1: Performance of Ngai Tahu Holding groups as per the year 2017

10BICULTURAL AND EXTERNAL BUSINESS ENVIRONMENT
With the same, as of the annual report of Ngai Tahy Holdings group of the year 2017, the
total operating surplus of Ngai Tahu was increased to $65.33 million and the total profit was
increased to 126.78 million dollars (Tipa et al., 2017). The operating return on the equity was
5.05% and the net return on the equity on a five years of average was 17.7%.
Financial
performance
2012- 2013 2013- 2014 2014- 2015 2015- 2016
 Non-
operating
adjustments
 Operating
surplus after
interest
 Tribal
Developmen
t and
Distribution
Expenditure
 Profit
attributable
to Ngāi Tahu
Holdings
28,891
50,859
28,719
79,750
77, 975
83,452
29,317
161,427
41,179
76,245
35,321
117,424
106,728
104,041
41,784
210,769
Table 2
From the above data of 2017, it can be easily stated that the overall performance of the
Ngai Tahu holdings group has been significantly increased each and every year right since
the year 2012 to 2016 and it is still operating profitably in its region.
 The impact that is evident by the measurement- The measurement of the impact
differs significantly in between the projects and the disciplines (Reid et al., 2016). A
positive impact is seen on the recreational and customary as well as on the
commercial availability. Along with that such a significant growth would help it in
sustaining the health of the fisheries as well as in creating opportunities for growth
and development of the industries in New Zealand (O’Regan, 2016).
 Any assumptions or trends as shown by the tool- The age structure of Ngäi Tahu
Whänui would change notably over the coming 25 years,

11BICULTURAL AND EXTERNAL BUSINESS ENVIRONMENT
3.3
Apply a qualitative analytical tool used to measure one area of growth of Ngai Thau
Holdings.
 State the tool uses- Depending on interacting interviews with some group of people
 Data source showing the growth- Survey across the group in order to look at the
organisational behaviours as well as the delivery of the results to Whanau.
 The impact that is evident by the measurement- As shown from the measurement,
there is the corporation is positively growing and developing in the recent era.
 Any assumptions or trends as shown by the tool- The results are indicating that
there were several areas where the corporation could improve on and they are
comprising of better communications from executive part as well as wider
dissemination of the information and news (Cikaliuk et al., 2017). Many activities
were been implemented in relation to it and the feedbacks have always been positive.
Conclusion
In all, the paper has examined the standards of the TOW and also bicultural
establishments of Aotearoa New Zealand as it is embedded in the treaty concerning the
business activities and relationships and utilising the tools and frameworks for the analysis of
the external and internal environments along with their impacts of the business organisations
for the purpose of strategic planning as well as for the process of decision making. It has also
examined the impacts of it on the business organisations for the management for effective
management practise and strategic planning in terms of business environment.

12BICULTURAL AND EXTERNAL BUSINESS ENVIRONMENT
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L. (2015). Michael Belgrave is Professor of History at Massey University, Albany,
and was previously research manager of the Waitangi Tribunal. He has continued to
maintain a strong interest in Treaty of Waitangi research and settlements, providing
substantial research reports into a wide number of the Waitangi Tribunal's district
inquiries and has been heavily involved in negotiating the historical aspects of Treaty
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