Analyzing the Management of Treaty of Waitangi and Maori Businesses

This comprehensive report delves into the management of the Treaty of Waitangi and its profound impact on Maori business practices in New Zealand. It begins with an executive summary and an introduction to the treaty, followed by an identification and analysis of key stakeholders, including the British Crown and Maori chiefs, and their respective roles. The report explores the treaty's relevance in contemporary contexts, outlining its core principles of partnership, participation, and protection, and examines the implications of asset ownership and business operations. Furthermore, it investigates the characteristics of Maori business, including objectives such as increasing shareholder equity, generating annual cash returns, and fostering sustainable growth for future generations, supported by relevant data and figures. The report also analyzes the impact of the external environment on strategic planning, considering government policies, legislation, economic dynamics, and technology. Quantitative and qualitative tools are employed to assess business performance, including financial data from Ngai Tahu Holdings. Finally, the report concludes with a synthesis of findings and references, providing a holistic understanding of the treaty's influence on Maori business development and management.

Running head: MANAGEMENT
Management of Treaty of Waitangi
Name of the student
Name of the university
Author Note:

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Table of Contents
Executive Summary.........................................................................................................................5
Introduction......................................................................................................................................5
Task 1...............................................................................................................................................5
1. Implications of the Treaty of Waitangi........................................................................................5
1.1 Identification of Two Key Stakeholders................................................................................5
Respective Roles in the Treaty....................................................................................................6
1.2 Relevance of Treaty of Waitangi in the current situation......................................................6
Principles of the Treaty................................................................................................................6
Ownership of Assets and the way the business are operated.......................................................7
Fishing Business and Exports......................................................................................................8
Equal Employment Opportunities and Non-Discrimination explained.......................................9
Task 2...............................................................................................................................................9
2. Key characteristics of Maori Business practice.......................................................................9
2.1 Objectives..............................................................................................................................9
a. Increase in the equity of the shareholder.................................................................................9
b. Annual Returns of Cash.........................................................................................................10
c. Growth in the business for future generations.......................................................................11
Figure No 1: Growth of Maori Business...................................................................................12

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d. Development of Future Strategies.........................................................................................12
Task 3.............................................................................................................................................13
3.1 Impact of External Environment on a Business organization for Strategic Planning.............13
a. Government Policy.............................................................................................................14
b. Legislation and Common Law............................................................................................14
c. Economic Dynamics...........................................................................................................16
d. Technology..........................................................................................................................16
3.2 Quantitative Tool.....................................................................................................................17
Tool Used...................................................................................................................................17
Data Source Showing Growth...................................................................................................18
Figure No 2: Data Source showing Growth of Maori Business................................................18
One Impact evident by the measurement...................................................................................18
Two Assumptions or Trends......................................................................................................19
3.3 Qualitative Tool.......................................................................................................................19
Tool used...................................................................................................................................19
Data Source showing growth.....................................................................................................19
Table No 1: Financial Sheet of Ngai Tahu Holdings................................................................22
Figure No 3: Graph showing Debt, Equity and Total Assets of Ngai Tahu Holdings..............22
Impact explained........................................................................................................................23
Realistic assumptions.................................................................................................................23

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Conclusion.....................................................................................................................................23
References......................................................................................................................................24

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Executive Summary
The following report has been written to describe the Treaty of Waitangi that was signed
in between the English Crown and the Maori chiefs of New Zealand. The report begins with a
short introduction. The report progresses with the identification of the stakeholders. Apart from
this there are different other elements like identification of the external stakeholder, principles of
the treaty, ownership of the assets and many more as such. The report also discusses the
quantitative and qualitative tools used to deduce the report and finaly ends with the conclusion.
Introduction
The following report has dealt with the discussion of the Treaty of Waitangi in New
Zealand. The report has highlighted the key characteristics and the different elements of the
treaty and its importance to the development of the Maori community of the country. The treaty
of Waitangi has been the basis for the political, cultural social and economic laws and
regulations of the country. The following treaty helped New Zealand and especially the Maori
community to save them from the French. The following report has highlighted different types of
the elements and the way the treaty has impacted the lives of the residents of the country.
Task 1
1. Implications of the Treaty of Waitangi
1.1 Identification of Two Key Stakeholders
The Treaty of Waitangi is a treaty that was signed in the year 1840 and involved the
participation of mainly two stakeholders. This included the likes of representatives from the

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British Crown and the Maori chiefs who belonged to the Northern Island of New Zealand. The
following treaty is very much important and played and even still plays a central character in the
determination of the history and politics of the country.
Respective Roles in the Treaty
As mentioned earlier, the treaty involved the negotiation in between two parties namely
the Maoris and the representatives coming from the British Crown. The treaty was signed at a
time when the Maoris, facing a serious threat from the French forces sought protection from the
English forces to save New Zealand and protect its sovereignty. The first treaty was signed in 6th
of February, 1840(waitangitribunal.govt.nz 2019). The respective roles of both the parties were a
bit confusing in nature as because the treaty was written in a bilingual language. The English text
of the Treaty was converted into the local Maori language. The very first article of the treaty
suggests that all the rights and the powers of sovereignty are ceded to the British Crown. On the
other hand, the second article of the following treaty clearly expresses the continued ownership
of the Maoris over their lands (Orange, 2015). Lastly the third article provides the Maori people
with full protection from the English Forces against any kind of attacks from the outside sources.
1.2 Relevance of Treaty of Waitangi in the current situation
Principles of the Treaty
The principles of partnership, participation and protection underpin the relationship
between the government and the Maori under the Treaty of Waitangi. The main elements of
the principle are as follows;
1. Partnership-The partnership of the following treaty involves the working together with
the iwi, hapu, and the Maori communities that can help the organization to develop

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different kind of strategies for the cultural development and social development of the
Maori community. The treaty has a signified partnership between the two stakeholders
and each of the partners has a special responsibility towards each other(health.govt.nz
2019). The basic being the presence of the utmost good faith which is the characteristic
obligation of partnership.
2. Participation- The participation of the Maori in the business requires the different levels
of the organizational factors. The participation of the Maori community in the different
types of cultural, economical and social activities of the organization helps the company
to improve the status of the community (Orange, 2017).
3. Protection- As said earlier, the treaty clearly described that the Maoris would receive
protection from the British Crown on any kind of external attacks on New Zealand and
the Maoris. The safety clause of the treaty helped the organization to ensure the social
growth of the community.
Ownership of Assets and the way the business are operated
The ownership of the assets is one of the most important parts of the business involving the
Maori community. The separation of the commercial activities from that of the non-commercial
ones is seen to be one of the most important processes(Orange, 2017). The Maoris considers land
and marine to be the primary assets with most of the people involved in fishing, farming, forestry
and horticulture. Maoris have overcome a number of different barriers to ensure that in a past
decade or two they have been involved in quite a number of different business activities. This
includes,
a. Private hospitals
b. Product Distribution Channels

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c. Wine and Food companies
d. Telecommunication Business
The Maori business is predicted to grow significantly around the coming years both in the
domestic as well as the international sector. The management of the businesses operated by the
Maoris generally operates more than the triple bottom line and usually balances different kinds
of competing demands like the cultural, social, environmental and political imperatives. The
Maori entrepreneurs are also able to retain talent and operate under the legislative guidelines of
the country.
Fishing Business and Exports
The fisheries settlement of the Maoris was concluded in two different kind of steps. The
first settlement came in the year 1989 under the name of the Maori Fisheries Act that resulted
from the introduction of the property rights based quota management system. There were
widespread negotiations amongst the British Crown and the Maoris given the impetus by the
proposed sale of around 50% interest in New Zealand are largest fishing organization. Some of
the main features of the following treaty regarding the fishing settlement are as follows;
 20% of the quota for all the species introduced in the QMS after the year 1992 would
be set aside for the iwi. This will be in addition to the 10% that had been introduced
earlier. Section 88(2) of the FA83 was repealed and replaced by s 10 of the TOWFCSA, so
that all taking or possession of fish had to be in accordance with the provisions of the
FA83 or any regulations made under it

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 The Crown provided funding for the Treaty of Waitangi Fisheries Commission to
purchase a 50% share in SGL on behalf of iwi
Equal Employment Opportunities and Non-Discrimination explained
The Treaty of Waitangi is New Zealand’s own unique statement of the different types of
Human Rights. The treaty is designed in such a manner that both the universal as well as the
different kinds of the local laws has been incorporated to make the treaty a compact one. The
treaty affirms the right to equality and freedom from discrimination (Shepherd,Whitehead
&Whitehead, 2019). The treaty also affirms new and existing rights and expresses new and
widely supported aspirations. The indigenous people have the same human rights as well as the
others and the indigenous rights generally express how the following rights are interpreted and
applied accordingly. These features entail the local Maoris to;
 Enjoy all the human rights equally with the other white citizens of New Zealand Freedom and equality from discrimination Self determination of political status and economic improvement establishment and control of their own business establishment and control of their own educational centers Participate in important decision making process

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Task 2
2. Key characteristics of Maori Business practice
2.1 Objectives
a. Increase in the equity of the shareholder
The most common past trends amongst the organizations are the growth of the assets of
the business and the wealth of the business along with the diverse range of the assets present
within the portfolio. Other interesting aspects of the growth trends of the organization include the
likes of acquiring the financial support are as follows;
a. Joint Venture
b. Partnerships
c. Assets
d. Finance and Banks
The Maori organizations faced tremendous problems earlier to acquire finance from the
legitimate sources as because;
 There was a limited relationship in between the Maori community and the financial
institution Presence of Collective Ownership Assets were not used as collateral The history of the loss of land and rights went against the company

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b. Annual Returns of Cash
The debt levels of the businesses controlled by the Maoris are generally low and thus the
organizations face generally much less risk than that of the others. The low levels of risk and the
greater level of cash reserves have been historically used by the organizations and the
community to invest in on different types of business projects. The improved systems, networks,
relationships, business activities and the business sophistication help the organization in the
growth of a larger base of asset. The increase in the amount of the financial reserves over the last
few decades has resulted in a number of different events. This includes the likes of the;
Better understanding about the Maoris by the financial institutions like Banks, small
lending institutions
Growing amount of resource or asset base. The investment of the companies have
gone up to a whooping $1 billion dollars which clearly suggests the fluidity of the
organization in the market
Apart from this the companies controlled by Maori’s have already invested a
whooping amount of $300 million in social, cultural as well as environmental causes.
Better relationships and easy access to finance
Improvement of the Triple Bottom Line policy
c. Growth in the business for future generations
The growth of the business of the Maoris depends on the selection of the best strategies,
vision and aspirations for the selected business organizations. The vision and aspirations along
with the other strategies generally combine together to form different kind of cultural and
commercial values. Some of the values will be as follows;

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 Incorporation of the Tikanga principles Operate and own the most successful business that may be possible Incorporation of the Maori culture Increase in the mana and empower shareholders of the business Provide different benefits to the future generations without sacrificing benefits for the
current generation
Figure No 1: Growth of Maori Business
Source: (Shepherd, Whitehead & Whitehead, 2019)
d. Development of Future Strategies
The development of the future strategies is one of the most essential elements of the
business as because the success of the future strategies will ensure the sustainability of the Maori
business in New Zealand. Some of the future strategies that can change the course of the future
generation include the likes of;