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Maori Culture and Business Practices

Discuss about the International Journal Of Intercultural Relations.

Business transactions in the society of New Zealand are immensely influenced by the age old heritage of the nation. Business operations in there are affected by various social perspectives and for that the formalized relation shared by the natives of the nation; Maoris and the British settlers of the land happen to have immense impact on New Zealand’s culture which also helps to protect the age old traditions, culture and values of the native New Zealanders. It has been observed that the treaty of Waitangi had layed the foundation of the recent political state that is located in the land of New Zealand (Austin & Pedlow, 2015). It should be mentioned in this context that the bi-lingualism and bi-cultural characteristic of this particular country denotes the culture of the Caucasian settlers and the native new Zealanders or the Maoris.  Therefore for this report having a clear understanding of the cultures of the Maori people and the impact of the external business during the time of strategic planning on their culture is vital. For this work both quantitative and qualitative tools have been utilized to measure the growth of the business sector of the country. It has been seen that Ngai Tahu Holding is getting affected by the bi-culturalism characteristic of the nation (Torepe & Manning, 2017).   The chosen company stresses on a portfolio that is diversified and focuses on investing appropriately to the initiatives taken regarding the socio-cultural aspects. This report deals with the impacts of the external forces and the opportunities that affect the partnership developments between external and internal stakeholders.

Maori culture mainly deals with participation along with contribution of various types of stakeholders. Every one of them plays a significant role in this particular context and the government sector of this nation focuses on working with the local stakeholders and the local communities (Hall & Rusher, 2013).  In the Waitangi Treaty it has been mentioned that Maori people has sustained a relation with the British rulers and that provided a fundamental framework after identifying the provisions which were mentioned in the treaty. All the groups of stakeholders should collaborate with the agencies of government in order to attain the results.

On the other hand the governmental agencies needs to establish a a partnership with the Maori population and the collaboration between the Maoris and the government agents  is highly important to improve the cultural appropriateness of the services provided by the concerned business organization (Austin & Pedlow, 2015).

Waitangi Treaty and Autonomy of Managing Laws

The local agents play a major role while developing the strategic level coordination. The local agencies should make sure that integrated delivery of services is done in the regional level and the collaborative partnership in this way becomes vital for operations of the business when the new legislation was imposed by the government. the primary responsibility is to represent the voice and perspective of the relevant individuals from the Maori community and the second responsibility of the stakeholders is to satisfy the requirements of the local people and also to give the right o work to the suitable voluntary group (Torepe & Manning, 2017).  The population of the pacific people will get doubled by the year of 2050 and they have been seen to be involved with the range if community based individuals to perform their operations efficiently and more effectively.

Waitangi treaty needs to determine the pros of demolishing the Crown Act. The important principles are mentioned in this section of the report:

The aforementioned treaty focuses on the autonomy of managing the laws of the concerned business organization and particularly the Maori customs and traditions help to determine the social, political and economic rights if the Maori people and the purpose of making vital traditions of doing business (Austin & Pedlow, 2015).

Waitangi treaty has been identified by court of appeal as partnership among various races. The court implied that this treaty needs building faith which will turn out to be characteristic obligations of the parties in consideration.

The basic rule of this treaty is to ensure that autonomy plays a significant role to handle the customary laws. The Maoris have already established political, social and economic norms and the basic rights to make required changes (Hall & Rusher, 2013). The existing rights under the act should be followed for ensuring the best interests of the company. The rule is applicable in the affairs of the business operations when the decisions are being taken by the management of the chosen company.

Equity is another major rule of Waitangi treaty to maintain the equity that is situated between all the parties involved (Wepa, 2015). According to the partnership contracts it proclaims that interest of the settlers should be made a priority as it is seen as dement of Maoris. It can be said that there should be fair treatment and equal number of opportunities during the process of considering the development of the existing benchmark (Torepe & Manning, 2017). Thus, this case is seen to be a parallel scenario of business sector as the sustenance of the decisions already taken should be fair and equal as that is vital.

Partnership and Equity in Waitangi Treaty

Treaty of Waitangi has a set of philosophies that helps to establish the fair treatment in the workplace that includes Caucasians as well as the native population. There are some fundamental rules that play a major role within the scenario of the busiens sector of New Zealand by considering the idea of biculturalism (Austin & Pedlow, 2015).

  • The chosen business aims to increase the equity of the shareholders with the idea of expansion of the base of the assets which are related to the commercial zone.
  • Facilitating the social and cultural initiatives and environmental, the yearly revenue incurred shall be returned back to Runanga via charitable trust of Ngai tahu.
  • It has been seen that the business organization engaged itself to manage the diversified portfolio of the investments made by utilizing the opportunities and the future strategies will help the process of development (Dekker, 2016)
  • It is vital for the organization to heed the attention for developing process na dthe growth of the company for future and present generation.

As it can be indicated that the organization has always maintained the required corporation with its external stakeholders, the main objective of this study was to focus on the impact of Treaty of Waitangi on the Maori group practices. Therefore in order to maintain a transparent communication, it is necessary to develop an interpersonal relationship with all the business partners (Bennett & Liu, 2018). The business s equity has been divided mutually along with the other merits and benefits in the local communities. As per a Maori tradition, the individuals are required to focus on the political, social and economic principles and the present rights before that they take any decision (Hall & Rusher, 2013).

For developing the business, parallel traditions are to be followed. The business leaders of the company require prioritizing the influences that are to be needed while creating the sustainability parameter at the ending point. Furthermore, it can be said that all the responsibilities and duties of Maori community should gain the necessary consent from the individuals who hold the right (Kelsey, 2015). Therefore collaborative principles should be helpful in this case for sustaining in the future. The governments should focus to carry out the required functioning with the external stakeholders. It will also help to build a formal relationship like the existing one between the Maori and British culture. Therefore it will also enhance the future investment opportunities that can be gained through the support from the surroundings. An equal partnership should be maintained while developing interpersonal relationships with the partners of business (Austin & Pedlow, 2015). Therefore it can also be said that the rights can be distributed equally only if the mutual interests of both the parties are taken into consideration.

Factors from external environment

Inherent factor in the area

The impact of the factor on Ngai tahu business

The response that Ngai Tahu made to the factor

Compliance and legislation

Taxation requirements has been statutorily prescribed

Increasing investment from the company reserves

Distributing through the lower costing channels and marketing being more cost effective.

Financial considerations

Investing in tourism industry for enhancing revenues

Creation of tourist spots and special attractions for increasing flow of travelers

Mutually distributed amongst business partners

Government policies

Amendments of regulations and laws

Investment settlement with several partners of the business

Charitable alliances have been created for ensuring that all the interruptions created by the external factor can be mitigated

Technical advancements

Technology fund has been created

Raised substantial amount of fund for further research and development that can boost the productivity

Increasing business opportunity for raising investment and enhancing profitability

Social factors

Maori groups require maintaining the existing diversity amongst them

Charity programs can be started for engaging the targeted groups and provide them necessary economic aid

Sustainable development can take place that will be associated with the needs of the lower income groups and can provide them more opportunities

Sustainable management

Various business strategies that can mitigate the division amongst all age groups

Charitable events can take a significant role for curbing the environmental harms

Assembling the capital assets for ensuring the profitability prospects

The quantitative data analysis has taken place for the existing issues using a survey questionnaire involving questions regarding the issues. The questions have been set in a way that can help building a statistical representation of it at the same time. The survey has involved several members of the organization “Nagi Tahu Holdings Corporations Pvt Ltd”.

Building Sustainable Business Relationships

Analyzing primary data requires direct responses from the individuals of the focus group. In that case, the ideal method of doing that is by utilizing the internal resources. The data has been collected from the associates and employees of the selected company who belong to Maori community (Bennett & Liu, 2018).

By analyzing the given responses, few impacts can be indicated. The first evident outcome is that the respondents have pointed out that a partnership should be built between different entities in the external environment and the business organization. This will also increase the profitability and will also encourage the company to get involved in the diverse business world. The Maori community should be consulted before taking any decision, therefore their rights will be used consensually, and thus the organization can be involved in enhanced business activities (Kelsey, 2015). Therefore the discriminatory acts can be curbed and it will also help changing the business approach and enhance the future business relationships.

This research has focused to gain a better understanding of the impact of Treaty of Waitangi on the further business transactions along with the business activities that involves the Maori communities. The first assumption can be made that the Maori community require engaging its members more into the business relationships for boosting such activities. It can also be assumed that the impact of each of the mentioned factors in the external environment is constant within their concerned operation and structure. Ant change in these external factors may project a fictitious analysis as well.

For this research purpose, primary data analysis has been used as an analytical and comprehensive tool which is helpful for successfully interpreting the gathered information. Here questionnaire interview has been used for obtaining the required data.

Internal sources have been used in this purpose as these are the most credible source of information for getting a better understanding of the issue. Interviews have been conducted with managers of the company with the help of questionnaires. Along with that the external stakeholders involved with the same business have been interviewed for getting a decent understanding (Hayward, 2013).

In this study the existing socio-cultural differences have been analyzed for further understanding. Gaining more revenues has been mostly dependent on the environmental and political conditions that are pertaining to the business activities with Maori community. A reasonable venture maintaining the rights of individuals can enhance the further business revenues (Kelsey, 2015). Therefore the organization needs to utilize business strategies keeping the indigenous communities in mind. It can be said that it will boost the group dynamics and help developing the interpersonal communication in order to ensure better revenue figures along with effectual marketing.

Quantitative Data Analysis

It is necessary to ensure reasonable assumptions as it is largely dependent on the variables of the case. For this research, it can be assumed that enhanced figures of revenue that are related to the business activities with the Maori community can have an impact of the similar factors in the external environment. Therefore it also indicates that all the business functions are affected by such environmental factors (Bennett & Liu, 2018).

Conclusion:

Government agencies should establish partnership with that of the Maori population and the collaboration can prove to be greatly effective in improving cultural appropriateness pertaining to the services. Local agencies have to take care of the fact that integrated delivery is carried out at that of the regional level. It is important to make consultation with the Maori community that can help in gaining their rights consensually. It can prove to be effective in enhancing their business activities by taking into consideration the opinion of the Maori community. The organization should make use of the business strategies that keeps in mind the needs of the indigenous communities. It can help in boosting group dynamics and lead to better revenue figure for the business.

References

Austin, M., & Pedlow, G. (2015). Bi-cultural architecture.

Bennett, S. T., & Liu, J. H. (2018). Historical trajectories for reclaiming an indigenous identity in mental health interventions for Aotearoa/New Zealand—M?ori values, biculturalism, and multiculturalism. International Journal of Intercultural Relations, 62, 93-102.

Dekker, S. (2016). Just culture: Balancing safety and accountability. CRC Press.

Ericksen, N. J., Berke, P. R., & Dixon, J. E. (2017). Plan-making for sustainability: The New Zealand experience. Routledge.

Hall, C. M., & Rusher, K. (2013). Risky lifestyles? Entrepreneurial characteristics of the New Zealand bed and breakfast sector. Small Firms in Tourism, 83.

Harmsworth, G., Awatere, S., & Robb, M. (2016). Indigenous M?ori values and perspectives to inform freshwater management in Aotearoa-New Zealand. Ecology and Society, 21(4).

Hayward, B. M. (2013). Rethinking resilience: reflections on the earthquakes in Christchurch, New Zealand, 2010 and 2011. Ecology and Society, 18(4).

Henry, E., & McNeill, H. N. (2017). Post-Settlement Governance Entities, at the interface of Indigenous development in New Zealand. In Academy of Management Proceedings (Vol. 2017, No. 1, p. 13102). Briarcliff Manor, NY 10510: Academy of Management.

Keen, N. Z. D. (2013). The interaction of community and small tourism businesses in rural New Zealand. In Small Firms in Tourism (pp. 149-162). Routledge.

Kelsey, J. (2015). The New Zealand experiment: A world model for structural adjustment?. Bridget Williams Books.

McNeill, H. N. (2017). M?ori and the natural environment from an occupational justice perspective. Journal of Occupational Science, 24(1), 19-28.

Miftahussurur, M., Tuda, J., Suzuki, R., Kido, Y., Kawamoto, F., Matsuda, M., ... & Yamaoka, Y. (2014). Extremely low Helicobacter pylori prevalence in North Sulawesi, Indonesia and identification of a Maori-tribe type strain: a cross sectional study. Gut pathogens, 6(1), 42.

Paton, D., Johnston, D., Mamula-Seadon, L., & Kenney, C. M. (2014). Recovery and development: perspectives from New Zealand and Australia. In Disaster and development (pp. 255-272). Springer, Cham.

Torepe, T. K., & Manning, R. F. (2017). Cultural Taxation: The Experiences of M?ori Teachers in the Waitaha (Canterbury) Province of New Zealand and their Relevance for Similar Australian Research. The Australian Journal of Indigenous Education, 1-11.

Wepa, D. (Ed.). (2015). Cultural safety in Aotearoa New Zealand. Cambridge University Press.

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My Assignment Help. (2019). Impact Of Treaty Of Waitangi On Maori Business Practices In New Zealand. Retrieved from https://myassignmenthelp.com/free-samples/international-journals-of-intercultural-relations.

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[Accessed 30 May 2024].

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My Assignment Help. Impact Of Treaty Of Waitangi On Maori Business Practices In New Zealand [Internet]. My Assignment Help. 2019 [cited 30 May 2024]. Available from: https://myassignmenthelp.com/free-samples/international-journals-of-intercultural-relations.

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