Management of the Treaty of Waitangi Name of the student Name of the university

Running head: MANAGEMENT
Management of Treaty of Waitangi
Name of the student
Name of the university
Author Note:

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MANAGEMENT
Table of Contents
Executive Summary.........................................................................................................................5
Introduction......................................................................................................................................5
Task 1...............................................................................................................................................5
1. Implications of the Treaty of Waitangi........................................................................................5
1.1 Identification of Two Key Stakeholders................................................................................5
Respective Roles in the Treaty....................................................................................................6
1.2 Relevance of Treaty of Waitangi in the current situation......................................................6
Principles of the Treaty................................................................................................................6
Ownership of Assets and the way the business are operated.......................................................7
Fishing Business and Exports......................................................................................................8
Equal Employment Opportunities and Non-Discrimination explained.......................................9
Task 2...............................................................................................................................................9
2. Key characteristics of Maori Business practice.......................................................................9
2.1 Objectives..............................................................................................................................9
a. Increase in the equity of the shareholder.................................................................................9
b. Annual Returns of Cash.........................................................................................................10
c. Growth in the business for future generations.......................................................................11
Figure No 1: Growth of Maori Business...................................................................................12

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d. Development of Future Strategies.........................................................................................12
Task 3.............................................................................................................................................13
3.1 Impact of External Environment on a Business organization for Strategic Planning.............13
a. Government Policy.............................................................................................................14
b. Legislation and Common Law............................................................................................14
c. Economic Dynamics...........................................................................................................16
d. Technology..........................................................................................................................16
3.2 Quantitative Tool.....................................................................................................................17
Tool Used...................................................................................................................................17
Data Source Showing Growth...................................................................................................18
Figure No 2: Data Source showing Growth of Maori Business................................................18
One Impact evident by the measurement...................................................................................18
Two Assumptions or Trends......................................................................................................19
3.3 Qualitative Tool.......................................................................................................................19
Tool used...................................................................................................................................19
Data Source showing growth.....................................................................................................19
Table No 1: Financial Sheet of Ngai Tahu Holdings................................................................22
Figure No 3: Graph showing Debt, Equity and Total Assets of Ngai Tahu Holdings..............22
Impact explained........................................................................................................................23
Realistic assumptions.................................................................................................................23

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Conclusion.....................................................................................................................................23
References......................................................................................................................................24

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MANAGEMENT
Executive Summary
The following report has been written to describe the Treaty of Waitangi that was signed
in between the English Crown and the Maori chiefs of New Zealand. The report begins with a
short introduction. The report progresses with the identification of the stakeholders. Apart from
this there are different other elements like identification of the external stakeholder, principles of
the treaty, ownership of the assets and many more as such. The report also discusses the
quantitative and qualitative tools used to deduce the report and finaly ends with the conclusion.
Introduction
The following report has dealt with the discussion of the Treaty of Waitangi in New
Zealand. The report has highlighted the key characteristics and the different elements of the
treaty and its importance to the development of the Maori community of the country. The treaty
of Waitangi has been the basis for the political, cultural social and economic laws and
regulations of the country. The following treaty helped New Zealand and especially the Maori
community to save them from the French. The following report has highlighted different types of
the elements and the way the treaty has impacted the lives of the residents of the country.
Task 1
1. Implications of the Treaty of Waitangi
1.1 Identification of Two Key Stakeholders
The Treaty of Waitangi is a treaty that was signed in the year 1840 and involved the
participation of mainly two stakeholders. This included the likes of representatives from the

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MANAGEMENT
British Crown and the Maori chiefs who belonged to the Northern Island of New Zealand. The
following treaty is very much important and played and even still plays a central character in the
determination of the history and politics of the country.
Respective Roles in the Treaty
As mentioned earlier, the treaty involved the negotiation in between two parties namely
the Maoris and the representatives coming from the British Crown. The treaty was signed at a
time when the Maoris, facing a serious threat from the French forces sought protection from the
English forces to save New Zealand and protect its sovereignty. The first treaty was signed in 6th
of February, 1840(waitangitribunal.govt.nz 2019). The respective roles of both the parties were a
bit confusing in nature as because the treaty was written in a bilingual language. The English text
of the Treaty was converted into the local Maori language. The very first article of the treaty
suggests that all the rights and the powers of sovereignty are ceded to the British Crown. On the
other hand, the second article of the following treaty clearly expresses the continued ownership
of the Maoris over their lands (Orange, 2015). Lastly the third article provides the Maori people
with full protection from the English Forces against any kind of attacks from the outside sources.
1.2 Relevance of Treaty of Waitangi in the current situation
Principles of the Treaty
The principles of partnership, participation and protection underpin the relationship
between the government and the Maori under the Treaty of Waitangi. The main elements of
the principle are as follows;
1. Partnership-The partnership of the following treaty involves the working together with
the iwi, hapu, and the Maori communities that can help the organization to develop

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MANAGEMENT
different kind of strategies for the cultural development and social development of the
Maori community. The treaty has a signified partnership between the two stakeholders
and each of the partners has a special responsibility towards each other(health.govt.nz
2019). The basic being the presence of the utmost good faith which is the characteristic
obligation of partnership.
2. Participation- The participation of the Maori in the business requires the different levels
of the organizational factors. The participation of the Maori community in the different
types of cultural, economical and social activities of the organization helps the company
to improve the status of the community (Orange, 2017).
3. Protection- As said earlier, the treaty clearly described that the Maoris would receive
protection from the British Crown on any kind of external attacks on New Zealand and
the Maoris. The safety clause of the treaty helped the organization to ensure the social
growth of the community.
Ownership of Assets and the way the business are operated
The ownership of the assets is one of the most important parts of the business involving the
Maori community. The separation of the commercial activities from that of the non-commercial
ones is seen to be one of the most important processes(Orange, 2017). The Maoris considers land
and marine to be the primary assets with most of the people involved in fishing, farming, forestry
and horticulture. Maoris have overcome a number of different barriers to ensure that in a past
decade or two they have been involved in quite a number of different business activities. This
includes,
a. Private hospitals
b. Product Distribution Channels

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MANAGEMENT
c. Wine and Food companies
d. Telecommunication Business
The Maori business is predicted to grow significantly around the coming years both in the
domestic as well as the international sector. The management of the businesses operated by the
Maoris generally operates more than the triple bottom line and usually balances different kinds
of competing demands like the cultural, social, environmental and political imperatives. The
Maori entrepreneurs are also able to retain talent and operate under the legislative guidelines of
the country.
Fishing Business and Exports
The fisheries settlement of the Maoris was concluded in two different kind of steps. The
first settlement came in the year 1989 under the name of the Maori Fisheries Act that resulted
from the introduction of the property rights based quota management system. There were
widespread negotiations amongst the British Crown and the Maoris given the impetus by the
proposed sale of around 50% interest in New Zealand are largest fishing organization. Some of
the main features of the following treaty regarding the fishing settlement are as follows;
 20% of the quota for all the species introduced in the QMS after the year 1992 would
be set aside for the iwi. This will be in addition to the 10% that had been introduced
earlier. Section 88(2) of the FA83 was repealed and replaced by s 10 of the TOWFCSA, so
that all taking or possession of fish had to be in accordance with the provisions of the
FA83 or any regulations made under it

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 The Crown provided funding for the Treaty of Waitangi Fisheries Commission to
purchase a 50% share in SGL on behalf of iwi
Equal Employment Opportunities and Non-Discrimination explained
The Treaty of Waitangi is New Zealand’s own unique statement of the different types of
Human Rights. The treaty is designed in such a manner that both the universal as well as the
different kinds of the local laws has been incorporated to make the treaty a compact one. The
treaty affirms the right to equality and freedom from discrimination (Shepherd,Whitehead
&Whitehead, 2019). The treaty also affirms new and existing rights and expresses new and
widely supported aspirations. The indigenous people have the same human rights as well as the
others and the indigenous rights generally express how the following rights are interpreted and
applied accordingly. These features entail the local Maoris to;
 Enjoy all the human rights equally with the other white citizens of New Zealand Freedom and equality from discrimination Self determination of political status and economic improvement establishment and control of their own business establishment and control of their own educational centers Participate in important decision making process

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Task 2
2. Key characteristics of Maori Business practice
2.1 Objectives
a. Increase in the equity of the shareholder
The most common past trends amongst the organizations are the growth of the assets of
the business and the wealth of the business along with the diverse range of the assets present
within the portfolio. Other interesting aspects of the growth trends of the organization include the
likes of acquiring the financial support are as follows;
a. Joint Venture
b. Partnerships
c. Assets
d. Finance and Banks
The Maori organizations faced tremendous problems earlier to acquire finance from the
legitimate sources as because;
 There was a limited relationship in between the Maori community and the financial
institution Presence of Collective Ownership Assets were not used as collateral The history of the loss of land and rights went against the company

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b. Annual Returns of Cash
The debt levels of the businesses controlled by the Maoris are generally low and thus the
organizations face generally much less risk than that of the others. The low levels of risk and the
greater level of cash reserves have been historically used by the organizations and the
community to invest in on different types of business projects. The improved systems, networks,
relationships, business activities and the business sophistication help the organization in the
growth of a larger base of asset. The increase in the amount of the financial reserves over the last
few decades has resulted in a number of different events. This includes the likes of the;
Better understanding about the Maoris by the financial institutions like Banks, small
lending institutions
Growing amount of resource or asset base. The investment of the companies have
gone up to a whooping $1 billion dollars which clearly suggests the fluidity of the
organization in the market
Apart from this the companies controlled by Maori’s have already invested a
whooping amount of $300 million in social, cultural as well as environmental causes.
Better relationships and easy access to finance
Improvement of the Triple Bottom Line policy
c. Growth in the business for future generations
The growth of the business of the Maoris depends on the selection of the best strategies,
vision and aspirations for the selected business organizations. The vision and aspirations along
with the other strategies generally combine together to form different kind of cultural and
commercial values. Some of the values will be as follows;

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 Incorporation of the Tikanga principles Operate and own the most successful business that may be possible Incorporation of the Maori culture Increase in the mana and empower shareholders of the business Provide different benefits to the future generations without sacrificing benefits for the
current generation
Figure No 1: Growth of Maori Business
Source: (Shepherd, Whitehead & Whitehead, 2019)
d. Development of Future Strategies
The development of the future strategies is one of the most essential elements of the
business as because the success of the future strategies will ensure the sustainability of the Maori
business in New Zealand. Some of the future strategies that can change the course of the future
generation include the likes of;

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 Improvement in the utilization of the current resource and the returns Exploration of new opportunities in the market Building and increasing economies of scale with special concentration on the fishing
and tourism sector Attraction of new talent and working within solid networks Procurement and release of future investment opportunities Utilization of the cultural, social, environmental and political funds in the most
effective and proper manner Expansion of new business opportunities in new markets especially providing special
concentration on the export sector of the business organization
Task 3
3.1 Impact of External Environment on a Business organization for Strategic Planning
3.1 External
Environmental
Factors
Identification of a
Factor that is
inherent in the Area
Explain the impact
of the Ngai Tahu
Business
Explain Ngai Tahu
Response

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MANAGEMENT
a. Government
Policy
 The New
Zealand
Government
policy towards
the Maori
population in
the 1990’s has
generally been
characterized
by an emphasis
on the
settlement of
historic
grievances that
largely
concentrates on
the traditional
property rights
of the Maoris.
 The result of
the policy
has seen a
great rise in
the business
of the Maris
and a change
in their
lifestyle
 The Ngai Tahu
started
providing 100%
ownership of
business to the
Maori leaders
who started
businesses

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MANAGEMENT
b. Legislation
and Common
Law
 Article 2
has been
interpreted
by orthodox
Western
jurists as a
re-statement
of
indigenous
common-
law rights
(indigenous
common-
law rights
are
discussed
further
below).
Their
emphasis in
interpreting
this clause
of the
Treaty has
therefore
been on
protection
of Māori
property
rights. This
approach to
Article 2
has
contributed
to a recent
raft of
Crown/Mao
ri Treaty
settlements
around
property
issues.
 The
common
rights
stated in
Article 2
of the
organizat
ion
helped to
grant the
same
rights of
business
to the
Maoris
like their
white
counterp
arts
 Ngai Tahu
granted the
equal rights
to their
entire
fellow
businessma
n. $300
million was
granted to
the Maoris
for different
social and
other causes


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MANAGEMENT
c. Economic
Dynamics
 The economic
policies of the
government has
led to the
economic well
being of the
Maoris
 The
Government
has long
understood
its social
policy
responsibiliti
es toward
Māori in
terms of
Article 3. By
guaranteeing
citizenship
rights to
Māori,
Article 3
prohibits
discriminatio
n and
arguably
requires
Government
to be pro-
active in
reducing
social and
economic
disparities
between
Māori and
non-Māori
 Investment of
Ngai Tahu in
economic
development of
the tribal
community
d. Technology  Technology has
changed since
the introduction
of the Treaty
and nowadays
the best
technology is
being provided
by the
Government of
New Zealand to
ensure the best
possible results
 Technology
has been the
main source
of
transformatio
n of the
business
 Implementation
of technology
has changed the
course of Ngai
Tahu
e. Sustainable
management
 The sustainable
frameworks of
 The policies
on
 Ngai Tahu has
changed the

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MANAGEMENT
the business has
helped to
change the
organizational
front
sustainability
has helped to
change the
business of
the Maoris
policy of the
business to be
sustainable in
nature
f. Social Media  Social Trends is
one of the most
important part
of the new
business trends
of Maoris
 Social
Trends has
been helpful
for
communicati
on and also
helpful for
the
development
of the
business
 Ngai Tahu has
been using
social media to
increase
business based
communication
3.2 Quantitative Tool
The different calculations on the growth in Maori business and the different reports
depicting the quantitative growth of the economy of the country is the main tool that has been
used in the following report.
Tool Used
The survey tool has been used for the quantitative analysis of the Ngai Tahu business growth.
The survey analysis helped to get a detailed idea and a clear picture of the research and also the
type of business owned and operated by the Ngai Tahu Holdings (takiwa.org.nz, 2019). A
particular tool that is mostly used by the mentioned holdings is the Marine Cultural health Index
(MCHI) monitoring toolkit. The following toolkit helps the organization to restore targets and
ensure making a sustainable Mahinga kai which is called the practice of food gathering in the
Maori community.

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MANAGEMENT
Data Source Showing Growth
Figure No 2: Data Source showing Growth of Maori Business
Source: (ngaitahuholdings.co.nz, 2019)
The above figure shows the division of the trade practices in the Ngai holdings limited. The
data source clearly highlights the large scale growth of the Maori business in the recent years.
One Impact evident by the measurement
The Ngai Tahu uses the MCHI to assess and record;

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MANAGEMENT
 the changes occurring in the marine ecosystem health care the effectiveness of the local fishing rules and the different reseeding strategies
The survey data that is collected by the organization can be easily sent to Tottu Te Whenua
for entry into the Ngai Tahu State of the Takiwa database (takiwa.org.nz, 2019). The positive
test of the new prototype of MCHI can be successfully implemented in the database of the Ngai
Tahu. In such a case, the vision of the Ngai Tahu is that the MCHI will become a tool that ewill
be capable of communicating independently, inexpensively and robustly assess the state.
Two Assumptions or Trends
The survey result that has taken for consideration clearly shows the the Maori participants
were consistent in their expectations of a marine environment which can provide for its own well
being of the associated communities of Ngai Tahu Holdings (takiwa.org.nz, 2019). This will help
in the development of their health and create a sustainable livelihood.
3.3 Qualitative Tool
The internal and external analysis of the treaty and the analysis of the impact on the
residents of New Zealand has been the main qualitative tool of the following report.
Tool used
The internal and external analysis of the Ngai Tahu Holdings has been found out by the
analysis of the Annual reports of the following holding based industry. The annual report of the
organization will thus be the most effective tool in the following case.
Data Source showing growth
Financial 2012/13 2013/14 2014/15 2015/16

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MANAGEMENT
Performan
ce ($000s) ($000s) ($000s) ($000s)
Net
Operating
Surplus
after
interest
50,859 83,452 76,245 104,041
Non
Operating
Adjustment
s
28,891 77,975 41,179 106,728
Profit
attributable
to Ngāi
Tahu
Holdings
79,750 161,427 117,424 210,769
Tribal
Developme
nt and
Distribution
Expenditure
(28,719) (29,317) (35,321) (41,784)
Tribal Arm
Non-
Operating
Adjustment
s
(1) (10) (1,295) (25)
Net Profit
(Loss)
Before
Taxation
and Crown
51,030 132,100 80,808 168,960

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MANAGEMENT
Settlements
Add Net
Crown
Settlements
68,806 12,500 28,582 42
Add Other
Income
Tribal Arm
2,078 1,679 429 469
Less
Taxation Te
Rūnanga o
Ngāi Tahu
(162) (409) (455) (739)
Profit
(Loss) after
taxation for
the Year
121,752 145,870 109,364 168,732
Attributable
to:
Equity
holders of
the parent
121,449 145,455 109,435 168,690
Minority
Interest 303 415 (71) 42
Profit after
taxation for
the year
121,752 145,870 109,364 168,732
Term Debt,
Total
Assests
and Equity

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MANAGEMENT
Financial
Position
Term Debt 113,392 93,845 133,462 123,314
Total
Assets
1,032,06
2
1,218,87
3
1,347,98
1
1,503,85
5
Shareholde
rs Equity 877,262 1,075,20
9
1,149,14
0
1,273,53
9
Table No 1: Financial Sheet of Ngai Tahu Holdings
Source: (ngaitahu.iwi.nz, 2019)

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MANAGEMENT
Figure No 3: Graph showing Debt, Equity and Total Assets of Ngai Tahu Holdings
Source: (ngaitahu.iwi.nz, 2019)
The financial performance of the organization along with the different types of the assets and
term debts for the Ngai Tahu Holdings has been shown in the following figures.
Impact explained
The huge amount of funds provided for the development of the tribal will provide a great
development for the business organization. The positive impact will surely lead to the economic
and cultural uplifment of the Maori community in New Zealand.

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MANAGEMENT
Realistic assumptions
It can be predicted that the cultural and economic growth of the Maoris in New Zealand
will lead to the growth of the Ngai Tahu holdings and make the organization both financially
and organizationally stable.
Conclusion
The report has been able to highlight the treaty of Waitangi and its different elements.
The identification and the discussion of these elements will help the readers to get a clear
understanding of the treaty and the role it plays in the political, economic, social and cultural life
of the people of New Zealand especially the Maoris. The table showing the impact of external
environment and the attached presentation showing the external stakeholders and the impacts on
the lives of the residents on the people of New Zealand has made the following report more
compact. The report will surely add a great source of information for the future as it will provide
the necessary details on the very subject for any research on Treaty of Waitangi.

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MANAGEMENT
References
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Hayward, J., &Wheen, N. (Eds.). (2015). Treaty of Waitangi settlements. Bridget Williams
Books.
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Ngāi Tahu Holdings Limited. (2019). Retrieved from https://www.ngaitahuholdings.co.nz/
Orange, C. (2015). An illustrated history of the Treaty of Waitangi. Bridget Williams Books.

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Orange, C. (2015). The treaty of Waitangi. Bridget Williams Books.
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Wilson, K. (2017). The Treaty of Waitangi: Preparing beginning teachers to meet the
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