Bi-Culturalism & Internal Business Strategy: Maori Business Practices

This report delves into the influence of bi-culturalism, particularly the interplay between Maori and European cultures, on internal business practices in New Zealand. It examines the Waitangi Treaty's role in shaping the business landscape and the significance of stakeholder engagement, emphasizing the principles of authority, partnership, autonomy, equity, and equal treatment. The report highlights Ngai Tahu Holding as a case study, exploring its four core principles and the importance of nurturing bi-cultural partnerships with external stakeholders. Furthermore, it analyzes the impact of the external environment, including compliance legislation, technological advancements, and social factors, on strategic planning within businesses operating in New Zealand, utilizing quantitative analysis to support its findings. This student contributed document is available on Desklib, a platform offering a range of study tools for students.

Running head: BI CULTURE AND INTERNAL BUSINESS
Bi Culture and Internal Business
Name of the Student
Name of the University
Author note

1BI CULTURE AND INTERNAL BUSINESS
Table of Contents
Introduction......................................................................................................................................2
Waitangi treaty.................................................................................................................................3
1.1 Role of stakeholders in identifying treaty of Waitangi.....................................................3
1.2 Principles of Waitangi treaty and its relevance.....................................................................4
Task 2: Vital features of Maoris’ business practices.......................................................................5
2.1 Four principles of Ngai Tahu Holding...................................................................................5
Task 3: Impact of external environment on a business organization for strategic planning...........7
Conclusion:....................................................................................................................................11
References......................................................................................................................................12

2BI CULTURE AND INTERNAL BUSINESS
Introduction
Business transactions in the society of New Zealand are immensely influenced by the age old
heritage of the nation. Business operations in there are affected by various social perspectives
and for that the formalized relation shared by the natives of the nation; Maoris and the British
settlers of the land happen to have immense impact on New Zealand’s culture which also helps
to protect the age old traditions, culture and values of the native New Zealanders. It has been
observed that the treaty of Waitangi had layed the foundation of the recent political state that is
located in the land of New Zealand (Austin & Pedlow, 2015). It should be mentioned in this
context that the bi-lingualism and bi-cultural characteristic of this particular country denotes the
culture of the Caucasian settlers and the native new Zealanders or the Maoris. Therefore for this
report having a clear understanding of the cultures of the Maori people and the impact of the
external business during the time of strategic planning on their culture is vital. For this work both
quantitative and qualitative tools have been utilized to measure the growth of the business sector
of the country. It has been seen that Ngai Tahu Holding is getting affected by the bi-culturalism
characteristic of the nation (Torepe & Manning, 2017). The chosen company stresses on a
portfolio that is diversified and focuses on investing appropriately to the initiatives taken
regarding the socio-cultural aspects. This report deals with the impacts of the external forces and
the opportunities that affect the partnership developments between external and internal
stakeholders.

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Waitangi treaty
1.1 Role of stakeholders in identifying treaty of Waitangi
Maori culture mainly deals with participation along with contribution of various types of
stakeholders. Every one of them plays a significant role in this particular context and the
government sector of this nation focuses on working with the local stakeholders and the local
communities (Hall & Rusher, 2013). In the Waitangi Treaty it has been mentioned that Maori
people has sustained a relation with the British rulers and that provided a fundamental
framework after identifying the provisions which were mentioned in the treaty. All the groups of
stakeholders should collaborate with the agencies of government in order to attain the results.
On the other hand the governmental agencies needs to establish a a partnership with the Maori
population and the collaboration between the Maoris and the government agents is highly
important to improve the cultural appropriateness of the services provided by the concerned
business organization (Austin & Pedlow, 2015).
The local agents play a major role while developing the strategic level coordination. The local
agencies should make sure that integrated delivery of services is done in the regional level and
the collaborative partnership in this way becomes vital for operations of the business when the
new legislation was imposed by the government. the primary responsibility is to represent the
voice and perspective of the relevant individuals from the Maori community and the second
responsibility of the stakeholders is to satisfy the requirements of the local people and also to
give the right o work to the suitable voluntary group (Torepe & Manning, 2017). The population
of the pacific people will get doubled by the year of 2050 and they have been seen to be involved

4BI CULTURE AND INTERNAL BUSINESS
with the range if community based individuals to perform their operations efficiently and more
effectively.
1.2 Principles of Waitangi treaty and its relevance
Waitangi treaty needs to determine the pros of demolishing the Crown Act. The important
principles are mentioned in this section of the report:
Authority
The aforementioned treaty focuses on the autonomy of managing the laws of the concerned
business organization and particularly the Maori customs and traditions help to determine the
social, political and economic rights if the Maori people and the purpose of making vital
traditions of doing business (Austin & Pedlow, 2015).
Partnership
Waitangi treaty has been identified by court of appeal as partnership among various races. The
court implied that this treaty needs building faith which will turn out to be characteristic
obligations of the parties in consideration.
Autonomy
The basic rule of this treaty is to ensure that autonomy plays a significant role to handle the
customary laws. The Maoris have already established political, social and economic norms and
the basic rights to make required changes (Hall & Rusher, 2013). The existing rights under the
act should be followed for ensuring the best interests of the company. The rule is applicable in
the affairs of the business operations when the decisions are being taken by the management of
the chosen company.

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Equity
Equity is another major rule of Waitangi treaty to maintain the equity that is situated between all
the parties involved (Wepa, 2015). According to the partnership contracts it proclaims that
interest of the settlers should be made a priority as it is seen as dement of Maoris. It can be said
that there should be fair treatment and equal number of opportunities during the process of
considering the development of the existing benchmark (Torepe & Manning, 2017). Thus, this
case is seen to be a parallel scenario of business sector as the sustenance of the decisions already
taken should be fair and equal as that is vital.
Equal treatment
Treaty of Waitangi has a set of philosophies that helps to establish the fair treatment in the
workplace that includes Caucasians as well as the native population. There are some fundamental
rules that play a major role within the scenario of the busiens sector of New Zealand by
considering the idea of biculturalism (Austin & Pedlow, 2015).
Task 2: Vital features of Maoris’ business practices
2.1 Four principles of Ngai Tahu Holding
 The chosen business aims to increase the equity of the shareholders with the idea of
expansion of the base of the assets which are related to the commercial zone.
 Facilitating the social and cultural initiatives and environmental, the yearly revenue
incurred shall be returned back to Runanga via charitable trust of Ngai tahu.

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 It has been seen that the business organization engaged itself to manage the diversified
portfolio of the investments made by utilizing the opportunities and the future strategies
will help the process of development (Dekker, 2016)
 It is vital for the organization to heed the attention for developing process na dthe growth
of the company for future and present generation.
2.2 External stakeholders should nurture bicultural partnership
As it can be indicated that the organization has always maintained the required
corporation with its external stakeholders, the main objective of this study was to focus on the
impact of Treaty of Waitangi on the Maori group practices. Therefore in order to maintain a
transparent communication, it is necessary to develop an interpersonal relationship with all the
business partners (Bennett & Liu, 2018). The business s equity has been divided mutually along
with the other merits and benefits in the local communities. As per a Maori tradition, the
individuals are required to focus on the political, social and economic principles and the present
rights before that they take any decision (Hall & Rusher, 2013).
For developing the business, parallel traditions are to be followed. The business leaders
of the company require prioritizing the influences that are to be needed while creating the
sustainability parameter at the ending point. Furthermore, it can be said that all the
responsibilities and duties of Maori community should gain the necessary consent from the
individuals who hold the right (Kelsey, 2015). Therefore collaborative principles should be
helpful in this case for sustaining in the future. The governments should focus to carry out the
required functioning with the external stakeholders. It will also help to build a formal
relationship like the existing one between the Maori and British culture. Therefore it will also

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enhance the future investment opportunities that can be gained through the support from the
surroundings. An equal partnership should be maintained while developing interpersonal
relationships with the partners of business (Austin & Pedlow, 2015). Therefore it can also be said
that the rights can be distributed equally only if the mutual interests of both the parties are taken
into consideration.
Task 3: Impact of external environment on a business organization for
strategic planning
Factors from
external
environment
Inherent factor in
the area
The impact of the
factor on Ngai tahu
business
The response that
Ngai Tahu made to
the factor
Compliance and
legislation
Taxation
requirements has
been statutorily
prescribed
Increasing investment
from the company
reserves
Distributing through
the lower costing
channels and
marketing being
more cost effective.
Financial
considerations
Investing in tourism
industry for
enhancing revenues
Creation of tourist
spots and special
attractions for
increasing flow of
travelers
Mutually distributed
amongst business
partners
Government policies Amendments of
regulations and laws
Investment settlement
with several partners
Charitable alliances
have been created for

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of the business ensuring that all the
interruptions created
by the external factor
can be mitigated
Technical
advancements
Technology fund has
been created
Raised substantial
amount of fund for
further research and
development that can
boost the productivity
Increasing business
opportunity for
raising investment
and enhancing
profitability
Social factors Maori groups require
maintaining the
existing diversity
amongst them
Charity programs can
be started for
engaging the targeted
groups and provide
them necessary
economic aid
Sustainable
development can take
place that will be
associated with the
needs of the lower
income groups and
can provide them
more opportunities
Sustainable
management
Various business
strategies that can
mitigate the division
amongst all age
groups
Charitable events can
take a significant role
for curbing the
environmental harms
Assembling the
capital assets for
ensuring the
profitability prospects

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Quantitative Analysis using the tools
Employed procedures
The quantitative data analysis has taken place for the existing issues using a survey
questionnaire involving questions regarding the issues. The questions have been set in a way that
can help building a statistical representation of it at the same time. The survey has involved
several members of the organization “Nagi Tahu Holdings Corporations Pvt Ltd”.
Sources of data
Analyzing primary data requires direct responses from the individuals of the focus group.
In that case, the ideal method of doing that is by utilizing the internal resources. The data has
been collected from the associates and employees of the selected company who belong to Maori
community (Bennett & Liu, 2018).
Impact
By analyzing the given responses, few impacts can be indicated. The first evident
outcome is that the respondents have pointed out that a partnership should be built between
different entities in the external environment and the business organization. This will also
increase the profitability and will also encourage the company to get involved in the diverse
business world. The Maori community should be consulted before taking any decision, therefore
their rights will be used consensually, and thus the organization can be involved in enhanced
business activities (Kelsey, 2015). Therefore the discriminatory acts can be curbed and it will
also help changing the business approach and enhance the future business relationships.
Assumptions

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This research has focused to gain a better understanding of the impact of Treaty of
Waitangi on the further business transactions along with the business activities that involves the
Maori communities. The first assumption can be made that the Maori community require
engaging its members more into the business relationships for boosting such activities. It can
also be assumed that the impact of each of the mentioned factors in the external environment is
constant within their concerned operation and structure. Ant change in these external factors may
project a fictitious analysis as well.
Application of the Qualitative tool
Used Tool
For this research purpose, primary data analysis has been used as an analytical and
comprehensive tool which is helpful for successfully interpreting the gathered information. Here
questionnaire interview has been used for obtaining the required data.
Sources of data
Internal sources have been used in this purpose as these are the most credible source of
information for getting a better understanding of the issue. Interviews have been conducted with
managers of the company with the help of questionnaires. Along with that the external
stakeholders involved with the same business have been interviewed for getting a decent
understanding (Hayward, 2013).
Impact
In this study the existing socio-cultural differences have been analyzed for further
understanding. Gaining more revenues has been mostly dependent on the environmental and

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political conditions that are pertaining to the business activities with Maori community. A
reasonable venture maintaining the rights of individuals can enhance the further business
revenues (Kelsey, 2015). Therefore the organization needs to utilize business strategies keeping
the indigenous communities in mind. It can be said that it will boost the group dynamics and help
developing the interpersonal communication in order to ensure better revenue figures along with
effectual marketing.
Assumptions
It is necessary to ensure reasonable assumptions as it is largely dependent on the
variables of the case. For this research, it can be assumed that enhanced figures of revenue that
are related to the business activities with the Maori community can have an impact of the similar
factors in the external environment. Therefore it also indicates that all the business functions are
affected by such environmental factors (Bennett & Liu, 2018).
Conclusion:
Government agencies should establish partnership with that of the Maori population and
the collaboration can prove to be greatly effective in improving cultural appropriateness
pertaining to the services. Local agencies have to take care of the fact that integrated delivery is
carried out at that of the regional level. It is important to make consultation with the Maori
community that can help in gaining their rights consensually. It can prove to be effective in
enhancing their business activities by taking into consideration the opinion of the Maori
community. The organization should make use of the business strategies that keeps in mind the
needs of the indigenous communities. It can help in boosting group dynamics and lead to better
revenue figure for the business.