Ngai Tahu Holdings: Treaty of Waitangi and Business Analysis

This report provides an in-depth analysis of Ngai Tahu Holdings, a corporation operating in a bi-cultural environment and owned by the Ngai Tahu tribe. The report examines the implications of the Treaty of Waitangi on the organization's policies and practices, which aim to promote equality and equity for the Maori people. The report delves into the internal environment, analyzing business systems, structure, resources, and organizational structure, and employs both quantitative and qualitative tools to measure growth. It identifies key internal and external stakeholders, discussing stakeholder engagement methods and relationship management strategies. The report also provides recommendations for stakeholder management approaches based on stakeholder engagement and community profiles, including an outline of the stakeholder circle methodology. The analysis highlights the importance of stakeholder engagement and the impact of the Treaty of Waitangi on the organization's culture and business efficiency.

Running head: NGAI TAHU HOLDINGS
Ngai Tahu Holdings
Name of the Student
Name of the University
Author Note

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Executive Summary:
Ngai Tahu Holdings Corporation limited owns several businesses and subsidiaries in tourism,
fisheries, forestry and real estate. It is one of the biggest organization in the region and has
contributed significantly o he economy of the country. The aim of the study is to understand
and explore the implications of the Treaty of Waitangi and the effects of the implications on a
business having a bi cultural environment like that of Ngai Tahu holdings. the business
systems implies an integrated process that integrates multiple division of the business such as
Human Resources, retail, finance, accounting, inventory, warehouse, floor control,
production, operations, sales and order entry. Managing key stakeholders and stakeholder
relationship management have been discussed. Recommendations for stakeholder
management approached based on the stakeholder engagement profile and stakeholder
community profile has also been made along with a stakeholder circle recommendation.

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Contents
Executive Summary:..................................................................................................................1
Introduction................................................................................................................................4
Task 1 Impacts on internal environment analysis......................................................................5
1.1Business analysis...............................................................................................................5
a. Business systems............................................................................................................5
b. Business structure...........................................................................................................5
c. Business resources..........................................................................................................5
d. Organizational structure.................................................................................................5
1.2Measuring one area of growth for Ngai Tahu using a quantitative analytical tool...........6
i. Tool used.........................................................................................................................6
ii. Data source showing growth..........................................................................................6
iii. The impact that is evident by the measurement............................................................6
iv. Any assumption or trend shown by the tool.................................................................6
1.3Measuring one area of growth for Ngai Tahu using a qualitative analytical tool.............7
i. The tool used...................................................................................................................7
ii. Data source showing growth..........................................................................................7
iii. Impact evident by the measurement.............................................................................7
iv. Assumptions or trends shown by the tool.....................................................................7
Task 2 Managing key stakeholders............................................................................................8
2.1 Two key internal and external stakeholders that Ngai Tahu have and the relationship
with Ngai Tahu holdings........................................................................................................8

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2.2 Definition of stakeholder engagement for business organizations..................................9
2.3 Two engagement methods that may be practiced by Ngai Tahu to make them aware of
the impact of internal external environment on business.......................................................9
2.4 Meeting and briefing notes.............................................................................................10
Task 3 Stakeholder relationship management..........................................................................11
3.1 Three reasons for stakeholder relationship managements and three examples of how
they have benefitted management practices.........................................................................11
3.2 Effectiveness of Ngai Tahu Holdings, stakeholder relationship management system
(SRM)...................................................................................................................................12
Review of stakeholder engagement profiles....................................................................12
Review of stakeholder community...................................................................................14
3.3 Three strategies to maintain a sustainable stakeholder relationship management system
..............................................................................................................................................15
3.4 Outline of the stakeholder circle methodology and the 5 steps to build and evaluate
stakeholder relationship management system for use by management...............................16
Conclusion................................................................................................................................16
References:...............................................................................................................................17

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Introduction
Ngai Tahu Holdings Corporation limited is an organization with a bi cultural environment
owned by the Ngai Tahu tribe. The organization owns several businesses and subsidiaries in
tourism, fisheries, forestry and real estate. It is on of the biggest organization in the region
and has contributed significantly o he economy of the country. Under Ngai au holdings, 805
of the Maori lands is occupied an the promotes the sovereignty of the Maori people over their
lanes and natural resources and support their ownership of Maori lands as originally intended
from the historic Treaty of Waitangi. The organization therefore aims to promote equality
and equity for the Maori people and support their growth and development (Barr et al., 2018).
The Treaty of Waitangi has several impacts on the policies and practices of Ngai Tahu
holdings as the policies based on the main principles and values of the treaty. The
organization promotes an inclusive culture for its workforce by fostering the development of
respect and understanding to cultural diversity and highlight the tradition so the Maori
people. The organization focuses highly on equality for its employees both indigenous and
non-indigenous new Zealanders and creates a positive work culture. Moreover, the policies
and practices also imply fair trade and sustainable trade practices through the development of
a strong network of business partners that works towards the overall growth and development
of the community (Broughton et al., 2015).
The aim of the study is to understand and explore the implications of the Treaty of Waitangi
and the effects of the implications on a business having a bi cultural environment like that of
Ngai Tahu holdings. He will therefore help to understand how the treaty of Waitangi
influences the culture as well as the business efficiency of Ngai Tahu holdings.

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Task 1 Impacts on internal environment analysis
1.1Business analysis
a. Business systems
the business systems implies an integrated process that integrates multiple division of the
business such as Human Resources, retail, finance, accounting, inventory, warehouse, floor
control, production, operations, sales and order entry. The business system promotes an
overall attempt to improve the business decision making process (Orange, 2015).
b. Business structure
The business structure followed by Ngai Tahu holdings is that of a hierarchal organizational
structure in which the executive managers and senior managers directly report to the
directors, while the lower management reports to the senior management and finally the
employees they are the bottom of the hierarchy. This also implies a centralized power
structure and a top down approach of management (Orange, 2017).
c. Business resources
The business resources of Ngai Tahu Holdings includes its financial resources, customer
base, Human resources, technological resources, knowledge and information resource, assets
and capital resources. These resources show that Ngai Tahu holdings have a strong business
stability and sustainability (Came et al., 2018).
d. Organizational structure
The organizational structure of Ngai Tahu is strictly hierarchal with the CEO at the top of the
hierarchy followed by the senior most management or top management to whom the lower
management hierarchies report t, each managing specific business process to whom team
leaders and employees report. This aspect helps Ngai Tahu holdings to effectively manage its

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large workforce and maintain a strong employee employer relationship and communication
(Hayward & Wheen, 2015).
1.2Measuring one area of growth for Ngai Tahu using a quantitative analytical tool
i. Tool used
in order to measure the growth of Ngai Tahu holdings in terms of its organizational culture,
employee satisfaction, brand image and job loyalty, the tool that can be used for quantitative
evaluation if the usage of HR metrics which includes several quantitative values such as
revenue per employee, performance and potential, engagement rating, cost of HR per
employee, turnover and absenteeism.
ii. Data source showing growth
The sources of data that has been identified from the HR metrics shows that the organization
has approximate revenue of 3200 AUD per employee, with a performance potential of 95%
for all employees. The overall ratings of engagement has need measured a 4 in a scale of 1-5
with a cost of 1000 AUD for HR per employee. The turnover rate for the organization has
been measured at 5 % and absenteeism was measured to be less than 1%.
iii. The impact that is evident by the measurement
From the measurement it could be understood that the organization ha a high level of
engagement among the employees which supports an active performance, coordination and
cooperation within the workforce thereby promoting a high level of performance. This also
exhibits a very strong culture within the business.
iv. Any assumption or trend shown by the tool
The improvement in the data shown from the HR metrics s based on the assumption that the
implementation of the new policies within the organization was the key influencers for an

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improvement in performance and productivity as well as engagement among the employees.
This in turn promotes better communication within the organization.
(Shepherd et al., 2019)
1.3Measuring one area of growth for Ngai Tahu using a qualitative analytical tool
i. The tool used
Qualitative tool that is used by Ngai Tahu holdings in order to understand business growth in
terms of its profitability and productivity through interview with its stakeholders like
managers, leaders, owners and clients to get an in eth understanding of the perspectives of
the stakeholders towards the organizational performance and productivity.
ii. Data source showing growth
From the response of the interviews with the owners and managers a clear indication of sense
of satisfaction over the organizational performance could be identified and the stakeholders
such as clients seem to be satisfied with the organization’s service delivery thereby showing
an overall positive image of the brand by both its internal as well as external stakeholders.
This also includes positive reviews by the employees, the key internal stakeholders of the
business.
iii. Impact evident by the measurement
The analysis of the measurement have helped to improve the morale of the management of
the employee how the organizational culture had its key strengths in the form of its inclusive
culture and high level of employee engagement. This also helped to promote a better image
among the stakeholder who have vested interest in the holdings and its profitability.

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iv. Assumptions or trends shown by the tool
The key assumption made by tool was that the views and opinions of the individuals giving
the interviews and were unbiased and honest and reflected the actual scenario in the
workplace. The trends shown by the tool was that of a high level of employee engagement
and shows trends if a committed organization towards its business objectives. Another trend
that could be identified rom the interview was the increased focus of the organization on
sustainable development and business sustainability along with the focus on the development
of Maori communities.
(Parsonson, 2017; Hayward & Wheen, 2015)
Task 2 Managing key stakeholders
2.1 Two key internal and external stakeholders that Ngai Tahu have and the
relationship with Ngai Tahu holdings
Internal stakeholders: the two key internal stakeholders include the owners and the employees
of the organization. The owners form the upper hierarchy of the holdings while the
employees are workforce and the assets of the organization. The owners of the holdings are
shared across the various businesses that exist within the organization with each owner
controlling indicial businesses within the holding and creating collaboration with each other.
The employees on the other hand drive the organizational performance and operations
allowing its businesses to achieve success and sustainability.
External stakeholders: the two key external stakeholders of the organization include the
clients and the community. The clients are one of the most important external stakeholders
whose needs and expectations influence the business objectives goals and actions. The
communities are other important stakeholders (external) who the organization constantly tries

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to support, promote and uphold the wellbeing off. The communities therefore are the second
most important external stakeholders for the organization. Both the stakeholders influence the
organization through their needs and expectations as well as their collective behavior and
attitudes (Stevens, 2016).
2.2 Definition of stakeholder engagement for business organizations
Stakeholder engagement can be understood as a process through which organizations can
increase involvement of people who can be influenced by the decisions made within the
organization and its implementation. Stakeholder engagement can help to support key
business decisions through a collective approach however can also result in oppositions to
business decisions as well can have a significant influence on the business, the communities
as well as the brand image. Engagement of stakeholders is therefore also an important part of
Corporate Social responsibility which can help businesses to achieve the needs of the triple
bottom-line approach. Dialogs can be set up by organizations to engage the stakeholders to
understand the factors that matter to them and also the factors that influence their
performance, the decisions and engagement levels. Stakeholder engagement is moreover
important requirement for Global Reporting Initiative and International Organizations for
Standardization (ISO) that provides organizational standards for industries. The Ngai Tahu
holdings therefore ensure that the stakeholders are engaged in the discussions and them to
have a say in those decisions and ensuring that their opinions influence the decisions. This
also helps to increase inputs from the stakeholders and make them participants in business
decisions (Williams, 2017).
2.3 Two engagement methods that may be practiced by Ngai Tahu to make them aware
of the impact of internal external environment on business

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Two of the most relevant strategies that are used by the organization to engage its
stakeholders in the business decisions are outlined as below:
 Informing the stakeholders: the organization shares its fact sheets and business
reviews and reports with its stakeholders to ensure operational clarity and maintains
the trust of the stakeholders. The organization also ensures that the corporate
documents and business reports are presented to the stakeholders on a timely and
efficient manner in order to keep them informed and updated. The organization
ensures that the information provided to the stakeholder is clear, unambiguous,
informative and meaningful. The organization also needs to take into account the
various expectations and understanding of different stakeholders and tries to address
them unilaterally through its business reports that are regularly published on the
corporate website. Additionally, it can also be noted that the business tasks serious
approach to ensure efficient sharing on the information on multiple platforms so as to
promote engagement and understanding among the shareholders (Moon, 2017).
 Involving the stakeholders: the business also pays a significant attention to involve its
stakeholders in its key business decisions and practices. The organization has multiple
forums for its key stakeholders that ensure the stakeholders are involved in important
business decisions. Advisory panels are present for the organization that also involves
the stakeholders to provide their insights and outlooks into the business decisions.
Consultative committees made up of the important stakeholders helps the business to
gain important consultative services from the involve stakeholders thereby supporting
business decisions as well as ensuring the representation in them (Brewer & Andrews,
2016).
2.4 Meeting and briefing notes

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The meeting notes and briefing would involve the following attributes that will help to
understand the outcomes of the meeting and share the key decisions and discussions with the
stakeholders:
 Meeting agenda: the meeting agenda would outline the important factors that need to
be discussed in the meeting such as the performance goals and objectives, community
development plans, business development plans and employee engagement programs.
 Action items: The action items would outline the proposed actions that have been
developed from the brainstorming sessions in the meeting and therefore provide
guidelines to the management and employees.
 Meeting minutes: this would involve the key decisions made and the key points
developed during the meeting as well as schedules for next meeting that needs to be
arranged to follow up on the existing discussions.
 Meeting attendance: this would outline the quorum of the meeting and the details of
the specific attendees who have attended the meeting.
 Solution constraints: the different constraints of the solution that has been discussed in
the meeting would be outlined in this section that includes the limitations and
challenges face by the business to implement the solution.
(Goodman, 2016; Blackley et al., 2015)
Task 3 Stakeholder relationship management
3.1 Three reasons for stakeholder relationship managements and three examples of how
they have benefitted management practices
The significance of the reasons for maintaining a strong stakeholder relationship management
can be understood from three primary reasons which include: