Stakeholder Management & Internal Analysis: A Report on Ngai Tahu

This report provides an analysis of the internal environment's impact on Ngai Tahu Holdings, a New Zealand-based organization with diverse investments in fisheries, farming, property, capital markets, and tourism. It examines the nature of internal (managers, employees) and external (customers, suppliers) stakeholders and the strategies for their management and engagement. The report highlights the importance of stakeholder relationships in building trust, managing risks, and enhancing brand value. It also discusses quantitative and qualitative tools used to measure internal growth, such as surveys, interviews, and Key Performance Indicators (KPIs). The organization's strategic plans for future growth, including expansion into restaurants and home deliveries, are also explored. The report concludes that Ngai Tahu Holdings is focused on sustainable development, employee retention, and adapting to new trends to maintain customer satisfaction.

Running head: BI- CULTURAL AND INTERNAL BUSINESS
Bi- Cultural and internal Business
Name of the Student
Name of the University
Author Note

1
BI- CULTURAL AND INTERNAL BUSINESS
Summary
This report is focussed on analysing the impact of the internal environment on the
performance and functioning of the organization Ngai Tahu Holdings. The report focuses on
the nature of the stakeholders associated with the organization and the process to manage and
engage them into the organization. It has been gathered from the paper that connecting with
the partners can have certain advantages for the company. It encourages the association to
develop trust, deal with the dangers that may happen inside and association. The report made
it clear that it also facilitates in the upgrading of the brand esteem and the brand name. Ngai
Tahu Holdings are intending to convey some new and creative items to the compass of the
clients. They have wanted to extend their business in areas like eateries and home
conveyances. The paper revealed that the internal stakeholders of the organization, Ngai Tahu
consist of the managers and the employees and the external stakeholders consist of the
customers or the clients and the suppliers. In consideration to further outsourcing of non-
focus capacities, affiliations are starting to comprehend that they have ended up being more
subject to suppliers to the extent innovative power, security of supply, corporate social
commitment, and on-going cost speculation reserves. It was also gathered that the report
focuses on the ideas that the organization is adopting and trying to implement from the
following years. It has also been revealed that the plans adopted and implemented by the firm
would bring about positive changes towards the improvement of the mean of production and
retention of the employees.

2
BI- CULTURAL AND INTERNAL BUSINESS
Table of Contents
INTRODUCTION......................................................................................................................2
TASK 1: ANALYZIG THE IMPACT OF THE INTERNAL ENVIRONMENT................2
1.1 Impact of the Internal Environment on the Organization Ngai Tahu Holdings......2
1.2 Quantitative Analytical Tool used to measure the Internal Growth of Ngai Tahu
Holdings.............................................................................................................................3
1.3 Qualitative Analytical Tool used to measure the Internal Growth of Ngai Tahu........4
1.4 Business Report............................................................................................................5
TASK 2: MANAGEMENT OF THE KEY STAKEHOLDERS...........................................6
TASK 3: STAKEHOLLDERS RELATIONSHIP MANAGEMENT (SRM).......................9
CONCLUSION........................................................................................................................13
REFERENCES.........................................................................................................................15

3
BI- CULTURAL AND INTERNAL BUSINESS
INTRODUCTION
This report discusses about the various aspects of a business organization. The chosen
business organization for this particular report is the Ngai Tahu Holdings. This multifaceted
organization is located in the county of New Zealand and invests in many fields. The
organization is mainly involved in the sectors of fisheries mostly the seafood and farming.
The organization also deals in property, capital market and tourism (Hutchinson, 2014). This
report discusses about the impact of the internal environment on the performance and
functioning of the organization. The report focuses on the nature of the stakeholders
associated with the organization and the process to manage and engage them into the
organization.
TASK 1: ANALYZIG THE IMPACT OF THE INTERNAL ENVIRONMENT
1.1 Impact of the Internal Environment on the Organization Ngai Tahu Holdings
(a) The organization of the country of New Zealand, Ngai Tahu Holdings, is a
multifaceted organization or company that invests their interests in various fields. The
firm invests in the sectors of fisheries specially seafood, farming and in other service
sectors as those of tourism and property. The business system of the organization are
composed of the hard working employees helping in the successful running of the
organization. The organization owes a large number of customers who are mostly
regular buyers of their products and services (Hunt et al., 2014). The suppliers of the
organization exercises very less powers as they do not have to provide the firm with a
lot of raw materials.
(b) The employees and the firm itself are functioning well so that they can achieve their
vision and missions in the estimated time frame. Besides, the firm has adopted its own
value system, mission and objectives. The structure of the organization, corporate

4
BI- CULTURAL AND INTERNAL BUSINESS
culture adopted and followed by the firm and the functioning of the top level
managers and other officers of the organization helps in better performance of the
firm. These aspects that are followed by the organization help the organization to
increase and improve in the production of the goods and services.
(c) The organization is located in the country of New Zealand and follows the rules and
regulations as stated by the government of the country. The organization, recently, has
adopted sustainable development of business, which stands as the prime focus of the
government of the country. This allows the company to improve and prosper by
contributing wealth to the tribes of the countries of Australia and New Zealand
(Varona, 2013).
(d) The managers and the employees engaged with the company are very hard working
which helps in the smooth development and improvement of the company. The
organization is proud of having such employees. Even the mangers of the company
are co-operative enough and help the other employees to solve their problems and the
problems that are arising within the organization.
1.2 Quantitative Analytical Tool used to measure the Internal Growth of Ngai Tahu
Holdings
(i) The measurement of the performance of an organization, a firm or a company is
necessary as it helps the managers to identify and eliminate the cause of the
failures within the company and in the departments of the firm. The management
of the organization id responsible for elimination of the causes of failure in the
organization. These managers and the management team of the company takes
help of the accurate tools so as to measure such deficiencies. The quantitative
analysis of the performance is done with the help of undertaking a survey and
through an interview schedule. The information that has been collected are then

5
BI- CULTURAL AND INTERNAL BUSINESS
formulated into numeric values and tools such as the graphs and charts are
obtained (Pizzirani, 2016).
(ii) The company that has been discussed so far, Ngai Tahu Holdings, have been
reported by some of the local as well as some of the international business reports
to be performing excellently. According to a local business report, the products
that are produced by the firm are completely of organic origin and does not
contain any kind of chemicals in them. The organization meets the needs and take
good care of the employees and hence the turnover of the company lies even
below one percent.
(iii) The measurement tools and the data obtained helps the managers as well as the
management team of the firm to develop a new and innovative aspects and
training process by which the employees can be improved. Through the help of
the charts and the graphs, the production and the profit of the company can be
determined ad the employees can be trained accordingly to achieve the missions
(Porter, 2013).
(iv) The tools that have been adopted while analysing the performance of the
company, provides accurate picture about the performing nature of the
organization. The charts and the graphs are very helpful and analyses the
production rate, the attendance of the employees and the satisfaction level of the
customers of the organization. The management of the company are capable of
assessing the progress of the firm and the staffs associated with the organization.
The tools also help firm to formulate their plan o development for the years to
come.

6
BI- CULTURAL AND INTERNAL BUSINESS
1.3 Qualitative Analytical Tool used to measure the Internal Growth of Ngai Tahu
(i) Qualitative measurement and analysis of the performance of the firm is addressed
by tools such as the Key Performance Indicators or KPI. The KPIs help an
association in characterising, measuring and advancing towards the objectives and
destinations of authorization. Ngai Tahu Holdings can be well identify the
qualitative development by analysing their business model, the management
system of the organization and through a close study of the activities of the
competitors (Ghazawneh & Henfridsson, 2013).
(ii) The KPI is useful in monitoring the investment, adoption and health of the
organization. This incorporates any multifaceted nature, as, different endeavours
of money, time and effort from better places, the association may need to screen
the hypothesis commitments to ensure that they are happening when required.
This watching cycle can move long from two or three months to up to a couple of
years depending upon the sort of activity and diverse nature of the change being
exhibited (Grant, 2016).
(iii) The KPIs are an association's quantifiable targets, regularly settling to an
affiliation's framework, as revealed through execution organization mechanical
assemblies, for instance, the Balanced Scorecard. The firm uses the KPIs keeping
in mind the end goal to expand the level of generation, lessen the cost related with
creation and expanding the level of consumer loyalty.
(iv) The firm which is being discussed have the capacity to plan well for their future.
They are able to use the minimum resources that are available to them. They have
adopted to the new trends and ideas so that there are more customers and to
maintain the satisfaction level of the customers.

7
BI- CULTURAL AND INTERNAL BUSINESS
1.4 Business Report
(i) Report Title
“Adopting a Strategic Plan for the Future”.
(ii) Executive Summary
The report focuses on the ideas that the organization is adopting and trying to
implement from the following years. The plans adopted and implemented by the firm
would bring about positive changes towards the improvement of the mean of
production and retention of the employees.
(iii) Introduction
The organization, Ngai Tahu Holdings, is a multifaceted company, is located in New
Zealand. The company invests in various sectors such as farming, fisheries, mostly in
seafood, property, capital and in tourism.
(iv) Body
Ngai Tahu Holdings are intending to convey some new and creative items to the compass
of the clients. They have wanted to extend their business in areas like eateries and home
conveyances. Additionally, the firm will presently would likewise orchestrate the inns
and the real vacationer spots for the clients. As they are as of now occupied with the
cultivating division, they are currently wanting to open out an eatery and begin home
conveyances.
(v) Conclusion
To conclude, the association is spreading its tasks over a huge zone. They have begun to
put resources into some new business, for example, those of the sustenance business. As

8
BI- CULTURAL AND INTERNAL BUSINESS
they are having their own harvests, they have chosen to go into sustenance industry and
open up eateries and begin home conveyances in specific territories.
(vi) References
TASK 2: MANAGEMENT OF THE KEY STAKEHOLDERS
2.1 Internal and External Stakeholders of Ngai Tahu
Businesses exist in huge situations and numerous components influence the business
straightforwardly and by implication. Each association has its partners, independent of its
size, nature, structure and reason. The partners can be any individual or element, who impact
and can be affected by the organization's exercises. In a business situation, partners are
arranged into two classes, Internal Stakeholders, and External Stakeholders. Inner partners
allude to the people and gatherings, inside the association. On the other side, external
stakeholders represent to the parties or people who are present outside the organization and
indirectly affects the business and the organization. The internal stakeholders of the
organization, Ngai Tahu consist of the managers and the employees and the external
stakeholders consist of the customers or the clients and the suppliers (Zhu, Sarkis &Lai,
2013). Both the internal and the external stakeholders maintain a good a rapport with the
organization.
2.2 Stakeholder Engagement in a Business Organization
Stakeholder engagement can be described as the process through which organizations
involves the individuals who might be influenced by the choices it makes, or can impact the
usage of its choices. They might be controlling or restricting the choices, be persuasive in the
association or within the network in which it works, holding applicable authoritative
positions being influenced in the long haul. It is the most prominent piece of corporate social
responsibility (CSR) and accomplishment of the primary concern (Esmail, Moore & Rein,

9
BI- CULTURAL AND INTERNAL BUSINESS
2015). Organizations connect with their partners in exchange to discover what social and
natural issues matter most to them about their execution to enhance basic leadership and
responsibility. Drawing in partners is a necessity of the Global Reporting Initiative, a system
based association with maintainability revealing structure that is generally utilized the world
over. Most of the organizations involve the stakeholders in the decision making process and
disclosure of the visions and missions of the organization (Drori &Hoing, 2013).
2.3 Methods of engagement to be practiced with the stakeholders.
The practice of the methods of engagement varies with the stakeholders. The internal
stakeholders should be involved in the decision making process of the organization. They
should be allowed to keep their views in regard to the decisions that are taken within the
organization. The external stakeholders should always be updated regarding the missions and
the visions that are adopted by the firm (Verbeke & Tung, 2013).
2.4 Report on the engagement method.
The strong establishment of any fruitful organization is its kin. Representatives speak
to a wellspring of information and thoughts, yet as a rule that asset stays undiscovered.
Including workers in the basic leadership process not just enables them to add to the
achievement of an association, yet additionally spares the organization time and cash, in
expanded profitability and decreased outsourcing (Waligo, Clarke & Hawkins, 2013). At the
point when workers are engaged with deciding, they pick up an expert and individual stake in
the association and its general achievement. This dedication prompts expanded profitability
as workers are currently taking an interest in different parts of the organization and wish to
see their endeavours succeed generally. This isn't just gainful to organization development,
but on the other hand is at work preparing for specialists. The expansion in obligation extends
representative ranges of abilities, setting them up for extra duty later on. Currently

10
BI- CULTURAL AND INTERNAL BUSINESS
captivating specialists in the basic leadership process builds general organization assurance.
Numerous organizations have a particular partition of intensity amongst administration and
experts; however, the inclusion of dynamic worker brings down that specific point of
concern, opening the lines of corresponding to the directors and representatives of the
organization or company (Parsons, Lacey & Moffat, 2014). As a working member in the
basic leadership process, representatives comprehend their thoughts are a critical
commitment to the organization, and enables them to impact the result of their work,
prompting expanded employment fulfilment and an uplifting state of mind, toward their
situation as well as to the organization itself.
TASK 3: STAKEHOLLDERS RELATIONSHIP MANAGEMENT (SRM)
3.1 Reasons for stakeholder relationship management
The Stakeholder Relationship Management is the most basic part that is embraced by
an association so the venture, program or the movement taken by the association is conveyed
to customer effectively. The administration encourages the association to make positive
associations with the partners through suitable administration strategies and on the desires
and the targets of the partners. The administration of the partners help in expanding the
notoriety or the generosity of the firm and furthermore causes the chiefs to take better choices
and include in better basic leadership process (Kerzner & Kerzner, 2017). For example, the
association or the organization in exchange, execute partner relationship administration, they
would procure soil altruism and there will be more clients or customers. In addition, the
directors of the firm will likewise have the capacity to settle on choices as they would have
progressively and better data for their partners.
3.2 Role of SRM

11
BI- CULTURAL AND INTERNAL BUSINESS
(a) The noteworthiness of feasible accomplice and system duty in the organizing and
execution of endeavours requires a cognizance of overseeing host systems and key
accomplices, particularly the people who address an evident risk to your assignment. This is
much of the time an issue for wander administrators and failure to get the job done perfectly
can be costly to the extent open dispute, put off or surrendered wanders – and furthermore
gambling hurt callings, reputations and associations.
Connecting with the partners have certain advantages for the association. It
encourages the association to develop trust, deal with the dangers that may happen inside and
association. It help in the upgrade of the brand esteem and the brand name. The partners,
connected with the association would encourage the firm, Ngai Tahu Holdings to deal with
the dangers, foundation of the brand esteem and will have great notoriety of the brand.
(b) There are times in which accomplices are focused alone favourable circumstances.
This is typical yet not choose to outside accomplices. Routinely, external accomplices are
neighbourhood social events or political chosen people who won't not act in an association's
best favourable position if the association isn't advancing anything that helps the stakeholder
with his constituents. Undoubtedly, even an internal accomplice. Blocking progress is
moreover a great part of the time found when outside accomplices expect that a business'
exercises will hurt their interests (Gruing, 2013).
Connecting with a partner additionally has a few downsides. Despite the fact that the
part of the partners shifts as indicated by the tasks of the association, assuming liability is of
prime significance. The inclusion of the partner is important to get the item that fits well into
the requirements, the partner additionally need to remove time from his or her day by day
plans I request to deal with the obligations. A portion of the partners are hesitant to endure
the weight of the obligations. Correspondingly, correspondence is likewise a basic segment of

12
BI- CULTURAL AND INTERNAL BUSINESS
any venture and that of the association. The partners who are not straightforwardly connected
to and are working with the tasks, correspondence is turns into an issue for them. They may
get fearful or astounded if they don't understand what is happening constantly. Without
ordinary, systematized trades, accomplices may leave behind an awesome open door for key
decisions or do not understand what is happening and when input is required.
(c) The partners every once in a while view themselves as smooth insignificant
homogenous accomplice social occasions. Other than a consider effort must be made to
ensure that accomplices are met all necessities to give the right understanding/contribution to
a specific reasonability viewpoint. This may require capacitating accomplices with the data
and aptitudes to have the ability to secure. Certification that the right accomplices are
perceived adequately ahead of schedule to ensure that a combination of acknowledgments
and wellsprings of information can be procured that addresses the points of view, sentiments
of a wide grouping of accomplices as this will ensure balanced and sensible depiction of
suppositions on a specific subject. Associations should be mindful so as not to simply attract
accomplices they have existing or extraordinary relationship with, anyway be solid and
adequately intense to tune in to repudiating and fundamental voices.
3.3 Ways to maintain a healthy stakeholder relationship
For keeping and maintaining great compatibility and association with the partners, the
director of the firm, Ngai Tahu Holdings need to remember the accompanying:
(i) Building strong relationship and involving the stakeholders from the
beginning
While the directors know about the way that the partners can assist them with
achieving their vision, the troughs of the organization should impart their
vision to the partners. The vision, mission and the targets ought to be shared

13
BI- CULTURAL AND INTERNAL BUSINESS
all the time and the workers and the supervisors should no sit tight for the
organized gathering. They can likewise for the guidance of the partners.
(ii) Scheduling the sessions with the stakeholders and keeping the spoken words
The gathering with the partners ought to be orchestrated all the time as the
later are more fit for getting the potential difficulties previously they would
influence the association. It is imperative to await the guarantees made to
anybody as it is the base on which every one of the connections are based.
Keeping of the guarantees encourage the chiefs and the association too to
create and the partners would likewise keep up a decent affinity with the
association
(iii) Open mindedness and addressing the issues to the stakeholders as they arise.
The managers and other higher experts of an association ought to be liberal in
nature and ought to have the capacity to acknowledge the choices of the
partners. The chiefs ought not to express that their choices and the post are
better than the others and ought not to include in a "win-win relationship".
There is nothing more horrendous than getting some answers concerning a
'transgression' months after the said event happened. Concerning positive
relationship working with the partners, it ought to be guaranteed that the
specialists of the association are open and direct. If something is irritating
somebody, it ought to be examined transparently and any perplexity that have
emerged ought to be dispersed into the air.
3.4 Building an evaluative stakeholder relationship management system
The stages of building an evaluative stakeholder relationship management system I
discussed here.

14
BI- CULTURAL AND INTERNAL BUSINESS
(i) Collaboration: Ensuring the best expenses through key sourcing is never again
observed as a key capacity of the acquisition work. On account of further
outsourcing of non-focus capacities, affiliations are starting to comprehend that
they have ended up being more subject to suppliers to the extent innovative
power, security of supply, corporate social commitment, and on-going cost
speculation reserves. Indispensable affiliations are at the most noteworthy purpose
of the corporate inspiration of various overall affiliations and Stakeholder
Relationship Management (SRM) or composed exertion with the supplier is seen
as one of just a bunch couple of acquisition focuses on that can at introduce have
an immense impact.
(ii) Innovation: Progression has transformed into an irrefutably fundamental strand
of SRM (supplier relationship organization) considering and sharpen. For a couple
of firms, it is no doubt the rule justifier and clarification behind their SRM
program. While it may be possible to look at a self-standing headway action, most
of firms appear to create that specific goal onto a broader SRM program, basically
in light of the fact that the methods have much in like way.
(iii) Evaluation: It is important to assess whether the partner performed extremely all
around, performed insufficiently, or performed ordinary — the truth is never
obfuscated and each one of the data is revealed, regardless if this is a supplier
proposed or picked by Procurement. Acquisition works with the relationship to
acknowledge why the supplier executed as it did, what the affiliation did well and
what the affiliation could have enhanced the circumstance, and what the supplier
could have enhanced the circumstance and uses that figuring out how to upgrade
its next game plan of supplier joint efforts.

15
BI- CULTURAL AND INTERNAL BUSINESS
(iv) Negotiation: The sourcing bunch should apply its appraisal criteria to the supplier
responses. If extra information past the RFP response is required, don't be hesitant
to ask for it. In the occasion that did physically, the exchange system is driven
first with a greater plan of suppliers, by then restricted to two or three finalists. If
the sourcing bunch uses an electronic course of action gadget, a more noticeable
number of suppliers may be kept in the process for all the more, giving more
different suppliers a prevalent shot at winning the business.
CONCLUSION
The organization, Ngai Tahu Holdings, situated in New Zealand, operate in a lot of
fields and has a large number of customers and stakeholders. Besides, the field the firm
invests in, they are trying to focus in new fields such as eatery, home conveyance
orchestrating the inns and real vacationer spots to the clients. The organization has decided to
involve their internal stakeholders such as the managers and other employees into decision
making process so that the employees are satisfied and can outperform themselves.

16
BI- CULTURAL AND INTERNAL BUSINESS
REFERENCES
Drori, I., & Honig, B. (2013). A process model of internal and external
legitimacy. Organization Studies, 34(3), 345-376.
Esmail, L., Moore, E., & Rein, A. (2015). Evaluating patient and stakeholder engagement in
research: moving from theory to practice. Journal of comparative effectiveness
research, 4(2), 133-145.
Ghazawneh, A., & Henfridsson, O. (2013). Balancing platform control and external
contribution in third‐party development: the boundary resources model. Information
Systems Journal, 23(2), 173-192.
Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. John Wiley &
Sons.
Grunig, J. E. (2013). Furnishing the Edifice: Ongoing Research on Public Relations as a
Strategic Management Function. In Public Relations and Communication
Management (pp. 41-66). Routledge.
Hunt, L. M., MacLeod, C. J., Moller, H., Reid, J. D., & Rosin, C. J. (2014). Framework and
Indicators for'The New Zealand Sustainability Dashboard': Reflecting New Zealand's
Economic, Social, Environmental and Management Values. ARGOS (Agriculture
Research Group on Sustainability).
Hutchinson, N. (2014). Pure Canterbury. Geography Bulletin, 46(2), 10.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.

17
BI- CULTURAL AND INTERNAL BUSINESS
Parsons, R., Lacey, J., & Moffat, K. (2014). Maintaining legitimacy of a contested practice:
How the minerals industry understands its ‘social licence to operate’. Resources
Policy, 41, 83-90.
Pizzirani, S. M. (2016). A culturally-focused life cycle sustainability assessment: Analysis of
forestry value chain options with Māori land owners: A thesis presented in partial
fulfilment of the requirements of Doctor of Philosophy in Life Cycle Management At
Massey University, Palmerston North, New Zealand (Doctoral dissertation, Massey
University).
Porter, J. (2013). Conceptualisation and measurement of iwi wellbeing: a thesis presented in
partial fulfilment of the requirements for the degree of Master of Public Health at
Massey University, Wellington, New Zealand (Doctoral dissertation, Massey
University).
Varona, G. S. (2013). Community environmental attitudes: a study of the changing attitudes
in the Lake Ellesmere-Te Waihora community in the twentieth century (Doctoral
dissertation, Lincoln University).
Verbeke, A., & Tung, V. (2013). The future of stakeholder management theory: A temporal
perspective. Journal of Business Ethics, 112(3), 529-543.
Waligo, V. M., Clarke, J., & Hawkins, R. (2013). Implementing sustainable tourism: A multi-
stakeholder involvement management framework. Tourism management, 36, 342-
353.
Zhu, Q., Sarkis, J., & Lai, K. H. (2013). Institutional-based antecedents and performance
outcomes of internal and external green supply chain management practices. Journal
of Purchasing and Supply Management, 19(2), 106-117.

18
BI- CULTURAL AND INTERNAL BUSINESS