Strategic Business Operations Report, NZDB 603, Level 6, Semester 1

This report analyzes strategic business operations within the context of a New Zealand Diploma in Business (NZDB 603) course. The report begins by examining the origin and nature of bi-cultural partnerships in New Zealand, discussing the significance of the Treaty of Waitangi and the evolution of relationships between Maori and Non-Maori communities. It then delves into an analytical paper exploring the bi-cultural relationship, the Kaupapa Maori framework, and the integration of business practices, using the New Zealand Federation of Multicultural Council as a case study. The report identifies the organization's business objectives and evaluates various approaches to align strategic operations. The second task involves a strategic business operations report, focusing on ANZ Bank. It addresses the organization's requirements, capacity planning, and supply strategy principles. The report also includes a SWOT analysis, identifies key decision areas, and develops an operational strategy. Furthermore, it examines quality management principles, stakeholder relationships, and professional and ethical behaviors. The final task assesses the performance of strategic operations projects, applying analytical problem-solving skills, and presenting a project report with a summary, appraisal, and problem resolution section.

Running head: MANAGEMENT
Management
Name of Student
Name of University
Author Note

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Table of Contents
Assessment Task One................................................................................................................2
Task One.................................................................................................................................2
Origin and Nature of Bi-cultural Partnership.........................................................................2
Introduction.........................................................................................................................2
Discussion...........................................................................................................................2
Conclusion..........................................................................................................................3
Task Two................................................................................................................................3
Analytical paper......................................................................................................................3
Introduction.........................................................................................................................3
Literature review.................................................................................................................3
Description of business objectives......................................................................................4
Evaluation of three approaches...........................................................................................4
Conclusion..........................................................................................................................6
Assessment Task Two................................................................................................................6
Section A................................................................................................................................6
Strategic Business Operations Report....................................................................................6
a) Requirements of the organisation...................................................................................6
b) Issues in capacity planning and suppliers.......................................................................8
c) Evaluating the principles of capacity planning...............................................................8
d) Evaluating the principles of supply strategy..................................................................8

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e) Link of capacity planning to capacity decision..............................................................9
Section B................................................................................................................................9
Business Operation plan.........................................................................................................9
a) Identifying strategic objectives of the business..............................................................9
b) SWOT analysis of the organisation................................................................................9
c) Key decision areas to be addressed..............................................................................10
d) Developing an Operational Strategy against strategic objectives................................10
e) Description of operational planning.............................................................................10
f) Justification...................................................................................................................12
Section C..............................................................................................................................12
a) Evidence of quality management principles.................................................................12
b) Description.......................................................................................................................13
c) Evidence of developing strategic business relationships with internal stakeholders....13
d) Evidence of maintaining strategic business relationships internal stakeholders..........13
e) Evidence of developing strategic business relationships with external stakeholders...14
f) Evidence of maintaining strategic business relationships with external stakeholders. .14
g) Description of development and maintenance of strategic business relationships with
stakeholders......................................................................................................................14
h) Evidences of modelling professional attitudes, qualities and behaviours....................15
i) Evidence of ethical behaviour.......................................................................................15
j) Evidence of socially appropriate behaviour..................................................................16
k) Evidence of culturally appropriate behaviour..............................................................17

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l) Modelling of professional and cultural behaviour........................................................17
Assessment Task Three............................................................................................................17
Task One...............................................................................................................................17
a) Analysing and assessing the performance of strategic operations project....................17
b) Identifying complex challenges or situations...............................................................18
c) Applying analytical problem solving skills and range of tools and techniques...........18
d) Evidences......................................................................................................................18
e) Project report................................................................................................................19
Project summary...............................................................................................................19
Project appraisal................................................................................................................19
Project problem identification..........................................................................................19
Problem resolution............................................................................................................19
Bibilography.............................................................................................................................21

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Assessment Task One
Task One
Origin and Nature of Bi-cultural Partnership
Introduction
In the New Zealand culture, the term bi-cultural refers to the Maori and Non-Maori
ethnic groups that resides in the country. The Maoris are considered as the local inhabitants
of the country and are provided with equal rights, protection and status as the Non-Maori
people. On the other hand, the Non-Maori people are the British people that had colonised the
country in the early years of its development. According to Bleidorn et al. (2016), the origin
of the bi-cultural partnership can be traced back to 1840 during which the Treaty of Waitangi
was signed by 500 local people and the representative of the British Crown.
Discussion
The movement towards the bi-cultural relationship can be commenced with the
acceptance of the Treaty of Waitangi in the laws of the country. As stated by Gurung and
Prater (2017) Te Reo Maori is the official language of New Zealand and it is important for
the New Zealand Government to take into account the culture of the people so that the
continuity of the bi-cultural relationship can be made. During the 1970s, attempts were made
by the New Zealand Government to create a more social and bi-cultural society for the
harmonious relationship between the two community people. At the same time, attempts
towards providing equal opportunity in terms of financial growth, educations attained and
economic status is kept as an attempt by the New Zealand Government so that the people in
the nations can live harmoniously with one another. The amended version of the Treaty of

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Waitangi was established in 1975 so that the British crown can be involved in hearing the
grievance of the Maori people.
Conclusion
Therefore, it can be concluded that with the current effort undertaken by the
Government of New Zealand, the country can be considered as united with people of
different ethnic groups continuing to live in a harmonious manner. The application of the
Treaty of Waitangi can be considered as the important aspect that helps in binding the people
and ensure that equal opportunities are provided. The extent of the Treaty and the effort of
the Government is such that 6th February is celebrated as the Waitangi Day and is declared a
national holiday in the country. Hence, the bi-cultural partnership can be considered as
important for the development of a mutual existence between the people of New Zealand.
Task Two
Analytical paper
Introduction
The paper focuses on the nature of the bi-cultural relationship that exists between the
Maori and the Non-Maori people residing in New Zealand. The aim is to understand the bi-
cultural partnership with Kaupapa Maori base and the approaches made to integrate the
business with activities and relationships that exist in organisations. For this reason, example
of The New Zealand Federation of Multicultural Council is taken into consideration so that
development of the bi-cultural relationship can be taken into account.
Literature review
The Kaupapa Maori can be considered as a theory that evolves a set of concepts that
need to be understood as multiple entities instead of single. According to Gibbons and

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Skevington (2018), the Kaupapa Maori reflects the diverse nature of Mauri concept with
expansion made to operate in a challenging environment that can help in the development of
business organisations. Sheldon et al. (2017) argued with the fact that the concept of bi-
cultural relationship need to change as it is usually understood as the partnership and power
sharing of the Maori and the British natives. Along with this, the need for a service that is
more sensitive in terms of culture can be taken into account for more relevant Maori group.
Description of business objectives
The New Zealand Federation of Multicultural Council is a non-Government
establishment that aides ethic communities of New Zealand. The role of the company is to
promote, support and share valuable information related to whistle blowing laws that speaks
out equal opportunities between the Regional Councils of the country as well as the ethnic
communities of New Zealand (Multiculturalnz.org.nz, 2019). The strategic operation of the
company is to ensure that business organisations across the country do not face challenges to
employ refugees in the business. It helps in providing encouragement to the recent migrants
to participate in events that are taken place within the local community
(Multiculturalnz.org.nz, 2019). The objective of the organisation is to ensure that a clear
pathway is provided to the ethnic communities so that report about any type of violence can
be provided. At the same time, the objective is to maintain the ethical considerations in places
other than the business entities (Multiculturalnz.org.nz, 2019).
Evaluation of three approaches
The New Zealand Federation of Multicultural Council have managed to incorporate
the Kaupapa Maori base in its business activities by providing the people with an opportunity
to counter the positivist of the discourses of the scientists that help in the positioning of the
Maori people. This can be based on the evidence that the company aims to legalise the
whistle blowing act among every community in the country (Multiculturalnz.org.nz, 2019).

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Therefore, a selection of approaches can be made that helps in aligning the strategic
business operations with that of the operations of the company. These include providing
opportunities to the migrants to gain proper recognition, assistance from the Government to
sign a global compact related to migration and enhance the sports integrity within the country
to support its current environment.
In this regard, it can be said that the three approaches can help the New Zealand
people to continue with the development of the country and ensure that the migrants, local
people and the British crown people reside in a harmonious manner. This can help in the
development of the country and provide ample opportunities to the people to seek
employment in reputed organisations in the country (Amer, Ngo & Hasher, 2017). The
integrity of sports can help in bringing about a unity among the communities so that they can
continue to progress in the country.
The reason for selecting these as main criteria is because it can bring about the
collaboration between not only the common people but also the Government. As seen earlier,
the development and amendment of the Waitangi Treaty in 1970 and 1975 respectively have
opened up opportunities for growth, economic and financial stability of the Maori
communities as well (Ray & Poonwassie, 2017). Hence, these criteria can bring about
changes in the domestic wellbeing of the people and provide a sense of belongingness among
the migrants as well.
An example can be provided in the manner in which The New Zealand Federation of
Multicultural Council can foster the strategic business operations of the country. It has been
seen that the multicultural approach of the company have brought about collaboration with
the Government so that a new and inclusive culture can be maintained for the promotion of
New Zealand (Multiculturalnz.org.nz, 2019). The nine years of community was celebrated by

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the company by providing opportunities to the people from all across the country to ensure
that cultural diversity is maintained by taking part in the New Zealand Communities Football
Cup (Multiculturalnz.org.nz, 2019).
Conclusion
Hence, it can be concluded that bi-cultural partnership with Kaupapa Maori can bring
about changes in the cultural diversity in New Zealand. The integration can be done with the
business organisations such as The New Zealand Federation of Multicultural Council to
ensure that people of different communities across the country can live in a harmonious
society. Hence, it can be said that the bi-cultural partnership can be considered as effective
for providing the Government with an opportunity to help the people in the country reside in
a cooperative manner.
Assessment Task Two
Section A
Strategic Business Operations Report
a) Requirements of the organisation
The organisation in focus is the ANZ bank. ANZ is the largest financial bank located
in Australia and New Zealand. The bank was founded in 2012 in New Zealand after it
merged with the ANZ banking group in the country (Anz.co.nz, 2019). Hence, details about
certain requirements of the bank can be taken into account.
Production: The main production of ANZ bank is providing the people that are
registered with the bank with bank loans and any other schemes that can help in maintaining
the satisfaction of the people. As stated by Guiso, Herrera and Morelli (2016) the
improvement of the services offered can be considered as the main requirement of the bank.

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Demand and supply management: The demand and supply management of ANZ
bank can be based on the requirements of the customers. For example, demand of bank loans
and the manner in which it can be supplied to the customers can be considered as essential
requirements for the bank. It is the duty of the bankers to continue with the efficient
management of the supply of the services can be considered as essential duties for ANZ bank.
Purpose and objectives: The purpose of the bank is to create a world in which people
and communities can thrive. The employees associated with the bank help the community
members with things that can help in enhancing the condition (Anz.co.nz, 2019). The
objective of the bank is to provide services to people without compromising any type of
quality of services that can hinder the outcome of the business (Anz.co.nz, 2019).
Future development: With the present success, achieved by the bank, future
development requirement of the bank rests in providing simple services to the people. The
future growth is aimed at running the bank prudently by balancing the growth, return and the
risk of investment that exists in the bank.
External operating environment: The external operating environment of ANZ Bank
provides an analysis of the factors that may affect the business. In this case, the requirement
of the company is that to reduce the paper that is used for printing (Anz.co.nz, 2019). The
sustainability of the environment needs to be taken into account so that a daily analysis of the
environmental factors can take place. Hence, the external operating environment of ANZ
Bank can meet the requirements of reduced use of paper for business (Anz.co.nz, 2019).
Internal process, accountabilities and relationships: The internal process
requirement is to provide an opportunity for the employees to maintain a work life balance.
The process can be implemented by providing the employees with flexible working time that
require the completion of 6 hours at the bank (Anz.co.nz, 2019). The accountabilities can be

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in the form of providing ample services to the customers with relationships between
customers and employees of the bank.
b) Issues in capacity planning and suppliers
One issue that can be seen in the capacity of the planning of an organisation is that it
fails to analyse the production capacity that is needed to be met by ANZ. It fails to anticipate
the requirements of the customers (Anz.co.nz, 2019). On the other hand, the relationship with
the suppliers of the bank, such as the people involved in the development of the machines for
updating the cheque books or the software developers of the bank can be considered as low as
other firms involved in providing these services can be used by the managers of ANZ bank.
c) Evaluating the principles of capacity planning
Some of the principles of capacity planning includes matching the supply and
demands, developing the team as a research unit and maintain balance between the
requirements of the customers and the capability available (Bauer, Matzler & Wolf, 2016). In
the case of ANZ bank recommendation can be made based on maintaining the demand and
supply of the customers so that it can analyse the requirements of the customers and ensure
that the bank manage to continue with the development of its services (Anz.co.nz, 2019).
d) Evaluating the principles of supply strategy
According to Ahn et al. (2016), the principles associated with the supply strategy of
an organisation includes the segmentation of customers, customisation of logistic network,
understanding the marketing signals and strategically managing the sources of supply. In the
case of ANZ bank, recommendations can be made based on the management of the source of
supply. For example, in the case of the Customer Relationship Management of ANZ, the
application of Zoho to manage the information of the customers can be taken into account
(Anz.co.nz, 2019).

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e) Link of capacity planning to capacity decision
Capacity planning can lead to proper capacity decision in a manner that provides
organisations with an opportunity to implement its resources in an effective manner. For
ANZ bank, the suggested recommendation for the bank can help the managers to take into
account the demands of the customers and based on it, the bank can develop its policies that
can benefit the customers by meeting their requirements (Anz.co.nz, 2019).
Section B
Business Operation plan
a) Identifying strategic objectives of the business
The strategic objectives of ANZ bank are to ensure that it grows in a sustainable
manner (Anz.co.nz, 2019). The bank needs to create opportunities for the customers so that
sustainable growth in terms of aligning with the marketing objectives of the bank can be
created.
b) SWOT analysis of the organisation
Strength
 Largest bank in New Zealand
 Diversified services
 Strong financial position
Weakness
 Limited global exposure
 Strong composition of existing
players
 Difficult to increase market share
Opportunities
 First bank to receive licence to
practise in China
 High opportunity to grow overseas
Threat
 Deteriorating economic conditions
 Changes and fluctuations in the
system