KRC Project: Communication, CSR, and Maori Values in New Zealand

This report analyzes the Koper Resources Company (KRC) project, focusing on the application of effective communication strategies, corporate social responsibility (CSR), and the integration of Maori values within a New Zealand organizational context. The report is divided into two main parts. Part A examines effective forms of communication, including verbal and non-verbal cues, the use of questioning, conflict resolution skills (particularly compromise), and negotiation skills, with an emphasis on active listening. Part B delves into CSR issues and solutions, specifically exploring factors relevant to exploration testing opportunities in New Zealand, considering the significance of Maori values and land rights. It further addresses CSR strategies, including disclosure planning, environmental CSR considerations, and the impact of government regulations. The report uses examples from a group project to illustrate these concepts, highlighting the importance of interpersonal skills, cultural sensitivity, and ethical considerations in achieving project success. The report emphasizes the importance of building relationships with the iwi people based on altruism, cultural authenticity, long-term thinking, guardianship, and humanity, all embedded in communication techniques.

Introduction
In New Zealand, Maori culture is integral to most of the organizations and the
corporate social responsibility of these organizations. As a Project Executive Director (PED)
of Koper Resources Company (KRC) – extreme fluency in interpersonal skills are important
to build up a relation with the Iwi based in the local area where there is a high chance of
finding a copper reserve. The aim of our project is to find the copper reserve in the areas that
can compensate for the price of extraction and exploration. The study explores into the
organizations having Maori values that works by altruism, cultural authenticity, long term
thinking and guardianship and humanity – must be embedded in the communication
techniques and the overall communication with the iwi people (Rangihau, 2017)
PART A: Effective forms of communication
A.1 Non-verbal and verbal communication
An effective communication is the correct proportion or complementation of verbal
communication with the non-verbal communication. A useful verbal communication in this
cultural context should be the right usage of words and dialects which are very close to iwi
culture and using the culturally rich words and phrases can be a very useful way to build
communication and a further relationship with the iwi people (Arnold & Boggs, 2019;
Hargie, 2016). While verbal communication is critical – the body language and the other non-
verbal cues exhibited by me and my team members is very vital for the building of
relationships with iwi people (Unit, 2015). It is extremely important that the right vocal tone,
the right posture and proximity should be used as important tools to enhance the overall
meaning of the effective conversation (Mehrabian, 2017).

In the team that worked with, there were various instances of communication gaps
especially in the areas of decision making by understanding of each other’s ideas. There were
many people who came from different communal and cultural backgrounds and this made the
situation even more complex as different team members expressed different strategies and
there was a considerable amount of disparities between the ideas and ideologies.
A.2 Questioning
During the discussion, B shared about the Treaty of Waitangi- giving back lands to the Maori
people (Orange, 2015) and C did not seem to know about that so C asked everyone and then
B explained for her clearly.
Questioning is a great way of communicating with the colleagues and the team members in
order to explore each other’s ideas. Different people working in the team have different ideas
and different process knowledge and experience all together. Hence it is very important that
the as a project executive director of the company, it is my duty to find right people with right
ideas to discuss and apply in order to make this copper extraction a profitable venture (Giles,
2016). Questioning the other members of the team working in this project is important for
planning the right strategy, develop rationalization and procedural skills in order to make the
ideas take a right route while implementing the project plan (Hargie, 2016). As a director, it
is my duty to empower each and every member working in the team so that they can
scrutinize their own ideas and improvise their motives to make the project strategy work in
the correct direction. Individual knowledge and multiple intelligence plays a great role in
success of a team and hence, by questioning and having the team members share their ideas is
a great effective way for improving the self-awareness, problem solving and decision making
skills of each team member.

I reflected in my group work to understand the intricacies of effective communication
that can be fostered from questioning and rationalization. I understood a number of things
from the reflection that it is important to question your own approach during a strategic
planning and implementation process.
A.3 Effective Conflict Resolution Skills
A.3.1 Compromise
All group members were so busy with work and their own schedule so coming to meet is a
hard job. Initially, we planned to have a group meeting every Tuesday but then not all could
agree to show up so C, D and B decided on a face to face meeting on another day while A
suggested using an online meeting and record that as evidence to the group work. Finally,
after considering the time for online meeting which could even get harder to arrange, we all
agreed to spend some time for group work at an appropriate time.
Compromise is an important tool in enhancing decision making or rather make a
decision when consensus is not reached. Although, the term compromise itself appears like a
negative approach but it is very useful in making decisions of the team and it has a great
impact on a short term basis (Gol-Guven, 2017). It is to be noted that compromise can have
severe disruption and adverse effects if continued on a long term basis and can lead to team
break down and strategic failures but on a short term basis, when a decision has to be taken
and different team members has different contrasting ideas that cannot come to a proposition
point and related consensus, it is that some members should compromise their ideas even
though they feel the ideas have a great potential to change the course of the venture positively
and as a project resource director of Koper resource services – I would encourage
compromise only on certain areas of the decision making and strategy making in order to
elevate team spirit and team consensus on collaborative decision making.

A.4 Effective form of Negotiation Skills
A.4.1 Active Listening
A and D were distracted by their part-time jobs and other subject’s assignment so sometimes
they did not listen actively to what others were saying. Later they had to ask back and C must
explain some points from the beginning for them. It was time-consuming
Active listening is considered as very important skill when it comes to communication.
Effective communications amongst two professional is not effective till the point when one
individual actually starts to hear the other person actively without prompting or speaking out
his own ideas (Jones, Bodie & Hughes, 2016). Active listening also takes logical flexibility
and patience to comply with the active listening process (Bodie et al., 2015) and it is highly
important that the team members in the copper extraction process are involved in an active
listening process.
A.5 Conclusion
Hence, effective communication with active listening, compromise, negotiation are all very
pertinent to conflict resolution and reaching a consensus. All the team members must feel
equally involved in the processes of the projects – the strategic and the operative and does not
feel left out (which can occur if there is a lack of communication affection their dignity and
esteem needs).
Part B: CSR VS Maori Organizations
B.1 Characters for exploration testing opportunities in New Zealand
For exploration of the testing opportunities in New Zealand, the copper extraction project
members must imperatively consider the factors that are imperatively related to the
exploration testing. The reason to be explored for the copper extraction belong to iwi people

and the area is protected as well. These two are the most important factors related to
exploration opportunities (Craig et al., 2018). First factor arises from the fact that Maori
people are deeply connected to their community values and beliefs that centres around nature,
especially the ocean from where they believe, they have originated from. Hence, the project
strategy must put a special emphasis on the ecosystem where the Maori people live (Haar and
Brougham, 2016). Hence, two strategies will be very important – at first building an effective
culturally competent communication with the local iwi people in order to gain their trust and
belief that the copper extraction process will help their economy as well (Beaton et al., 2019).
Secondly, the legal communication between the government and the iwi people plus the
communication between the government and the Koper Resource service organisation is
critical as well.
B.2 CSR Issues and Solutions
Corporate social responsibility is a critical tool for any organisation working with the
community living people and delivering or collaborating its processes with the people who
are indigenous to a population (Abdeen, Rajah & Gaur, 2016). In this case, the CSR tool can
be used to full effect to plan and implement the strategies that resolves conflicts between the
local iwi people and the Koper resources company, any conflict between the Koper resource
company and the government on the legal grounds and the KPC’s conflicts with the local iwi
people (Edwards & Trafford, 2016). Inequitable distribution and environmental distribution
along with landownership form or give rise to the major conflicts amongst the stakeholders,
locals and team members (Platonova et al., 2018). Compensation and reimbursement issues
can arise from financial conflicts and it is vital to use corporate social responsibility as a vital
tool to settle the psychosocial and economic conflicts.
B.2.1 Disclosure

Planning, disclosure and action taking is a critical part of corporate social
responsibility and it is very important that the relationships of the KRC with the government
and local Maori people is maintained and sustained over a period of time, during the course
of the project and the overall copper exploration and extraction processes (Platonova et al.,
2018). The information disclosure process of CSR will help the stakeholders and the team
members enhance the their corporate values, organisational culture and set of social
responsibilities and these in turn will enhance and improve the overall corporate image (Ali,
Frynas & Mahmood, 2017).
If KRC fails to do disclosure, then the project might be perceived as it lacks equity,
autonomy, equality and sense of integrity. Disclosure is important to eliminate chances of
nepotism or corporate profit (Platonova et al., 2018). Non– disclosure can impose a barrier in
the collaboration process (Jones, Bodie & Hughes, 2016).
B.2.2 Environmental CSR
Mining can lead to various environmental and cultural disruption amongst the local Maori
people living in the area (Tham & Evers-Swindell, 2018). Environmental CSR strategies
increase the employment opportunities of the local people in the area and it is very important
that the local Maori people feel involved in work process (the copper extraction processes)
done in their areas and take an equal responsibility in the success of the campaign (Kim,
2017).
As per environmental CSR strategy, the environment has to be saved and the copper
extraction process along with the exploration must not harm the bio ecosystem present in the
explored area (Craig et al., 2018). The strategies can include saving and recycling of water,
using a clean energy resource and sustaining the same (Cordeiro & Tewari, 2015). The
cultural, social environment of the local Maori has to be safeguarded against any risks

impended by the project and the providing technical and professional education to the local
people so that they can work collaboratively with the project leaders, thus enhancing the
formation of cultural bonds leading to professional project success (Kim, 2017).
B.2.3 Government Regulation
The impact of government on the CSR policies and regulations is directly
proportional and directive the role of the government in formulation of CSR policies is very
influential and hence the risk, safety parameters has to be set to enhance the overall practices
of the governmental CSR policies and rules (Luo, Wang and Zhang, J2017).
One possible solution is that the CSR campaigns can also be regulated and funded by
the government which can have two advantages – firstly, better socio-political support to the
program and secondly, increased capital for manager for skilled and beneficial resources
(Khan & Lockhart, 2019). Hence, KRC as a company must be strengthen their governmental
and social connections in terms of CSR in order to deliver and run a more secure and
authorized project (Abdeen, Rajah & Gaur, 2016). A good CSR partnership with government
enhances the quality of delivered service or undertaken project. On the whole, a government
regulated project finds more trust and better chances of collaboration of the program with the
community (Holland & Alakavuklar, 2017).
B.2.4 Recommended Solutions
A synchronised accountability system, disclosure format and operational fluency with
governmental regulation is highly recommended for the better nurturing of corporate social
responsibility relationships with Government (Dentchev, van Balen & Haezendonck, 2015).
The safeguarding of environmental and cultural intricacies is highly important in relationship
building with the local Maori people and involving them in the operational and strategic
processes can be a very important facilitation tool in imparting a culturally competent CSR

service to the local Maori people (Holland & Alakavuklar, 2017). Education and training of
local iwi people is an important CSR strategy as well.
Part C: Team Performance Management and Maori values
C.1 Framing Team Participation Guidelines
Problem solving and decision making are two important facets of team performance
leading to organisational success and as the Project executive director, it is very vital to blend
the individual forces of the team towards a coherent problem solving approach and overall
decision making (Im, Chung & Yang, 2017). To enhance to team performance and
productivity of the organisation which in this case is copper exploration and copper
extraction project in the local Maori area – strong individual participation has to be fostered
by enhancing personal level of motivation and self-esteem (which are the important
behavioural factors to be nurtured by the team leaders and managers) (Khan & Lockhart,
2019).
C.2 Promotion of Culture of High Standards
In order to increase organisational productivity – the overall motivation and esteem needs of
the employees has to be maintained and proper guidance has to be provided to the employees
by the managers in order to develop individual involvement and job engagement (Scott et al.,
2018). In this case, KRC must be cognizant of the Maori moral standards and the
sociocultural policies to be practiced in order effective employee and team relationships
(Day, 2019).
C.3 Establish a Reasonable Communication Mechanism
A reasonable communication mechanism between the employees, the managers and the team
members and effective communication between the KRC employees and the local iwi
members is important. So is the communication with the local iwi people and the government

and between the government and the KRC employees (Im, Chung & Yang, 2017). The right
reasoning, logical flexibility, empathic approach and community competent cultural language
would definitely improve the organisational communication with local iwi people. An
understanding and resolution is very important to the development of a positive
communication mechanism (Elsmore, 2017).
C.4 Maori values
The Maori values are integrated with most of the New Zealand organisations and it plays a
very cardinal role in communication of an organisation with Maori community and culture.
C.4.1 Kaitiakitanga
The term Kaitiakitanga means securing and saving the natural resources in the environment.
This is a very important Maori value as it related directly to protecting of the natural
resources and the overall environment existent in and around the culture. The same value can
be used in involving the local Maori people who has more knowledge about their
environment and providing training to the local Maori people o that they can work inherently
with the copper extraction project.
In the New Zealand organisations, Kaitiakitanga value holds a key importance. The
New Zealand organisations develop and incorporate strong values towards incorporation of
the corporate social values that is targeted the protection of natural environment and natural
resources (Cole & McCallion, 2018). The organisation has their strong set of policies and
code of conducts that focus on safeguarding the indigenous communities living in the natural
environment (Walker, 2016). These New Zealand organisations which deals with natural
products, extraction and refining of natural elements such as metals and gases - have specific

set of legal regulations in conjunction with the government, that safeguard the lives of flora
and fauna living in the extraction areas (Cole & McCallion, 2018).
C.4.2 Whanaungatanga
Whanaungatanga refers to relationship building which is integral to team building, it
may create the value of unity and sense of belonging for employees (Reid et al., 2016). It
refers to the shared social identity, belonging and security that bind people to a group and
employees to a particular team (Maxwell, 2017). It builds on cultural pride. The collective
imagination and collective drive towards a common goal forms the core of this Maori value.
In New Zealand organisations - the various challenges to the ‘Whanaungatanga’ value
are workplace disruptions, social and cultural conflicts, unethical work practices and lack of
respect and empathy for each other (Carlson et al., 2016). The organisations in New Zealand,
in the present times, has created various employees and workplace policies that fosters
dissolution of the conflicts, improves collective imagination and shared imaginations along
with common collective pursuits towards a common goal (Waitoa, Scheyvens & Warren,
2015). The organisation has showed extensive use of this Maori value in betterment of team
spirit, collective behaviour and regard for each other. This is the central ‘value’ that is used in
the organisations to increase compliance behaviour towards a joint effort and increase the
overall organisational and process productivity.
C.4.3 Manaakitanga
Sharing, caring and hospitality are important values of the Maori culture and this
Manaakitanga value of the Maori culture is significant in extending compassion and kindness
to the people residing within and outside the premises of the culture (Love, 2017). The KRC
must develop the same values in its organisational culture and as a Project executive director

for the copper extraction project – I need to incorporate the same value in my team’s
behaviour.
This value ‘Manaakitanga’ practised in the organisations of New Zealand is the most
humanistic of all other Maori values. This ‘value’ is critical to behavioural and cognitive
sustenance of the human workforce in the New Zealand organisations (Roskruge, Morrison &
Maxwell, 2017). The importance of this humanistic Maori value Manaakitanga lies in
development of strong interpersonal empathy and personal between the employees (Love,
2017). The human resources of the organisations play a vital role in developing the ‘sharing
and caring’ approaches of the employees towards each other.
C.4.5 Conclusion
All the three Maori values – Kaitiakitanga, Manaakitanga, and Whanaungatanga are critical
and it is important the Koper Resources Company incorporates the same values to promote
their organizational culture and success rate of the copper extraction project.

References
Abdeen, A., Rajah, E., & Gaur, S. S. (2016). Consumers' beliefs about firm’s CSR initiatives
and their purchase behaviour. Marketing Intelligence & Planning, 34(1), 2-18.
Ali, W., Frynas, J. G., & Mahmood, Z. (2017). Determinants of corporate social
responsibility (CSR) disclosure in developed and developing countries: A literature
review. Corporate Social Responsibility and Environmental Management, 24(4), 273-
294.
Arnold, E. C., & Boggs, K. U. (2019). Interpersonal Relationships E-Book: Professional
Communication Skills for Nurses. Elsevier Health Sciences.
Beaton, A., Manuel, C., Tapsell, J., Foote, J., Oetzel, J. G., & Hudson, M. (2019). He Pikinga
Waiora: supporting Māori health organisations to respond to pre-
diabetes. International journal for equity in health, 18(1), 3.
Bodie, G. D., Vickery, A. J., Cannava, K., & Jones, S. M. (2015). The role of “active
listening” in informal helping conversations: Impact on perceptions of listener
helpfulness, sensitivity, and supportiveness and discloser emotional
improvement. Western Journal of Communication, 79(2), 151-173.
Carlson, T., Barnes, H. M., Reid, S., & McCreanor, T. (2016). Whanaungatanga: A space to
be ourselves. Journal of Indigenous Wellbeing, 2(2), 44-59.
Cole, A. O., & McCallion, A. (2018). Community-based monitoring and the expression of
kaitiakitanga: similarities and differences.
Cordeiro, J. J., & Tewari, M. (2015). Firm characteristics, industry context, and investor
reactions to environmental CSR: A stakeholder theory approach. Journal of Business
Ethics, 130(4), 833-849.