The Bi-Cultural Partnership In New Zealand And Its Integration With Business Organizations

This Assessment is divided into two tasks to facilitate your research and writing.

Task 1 is writing a Journal Article and covers learning outcome 1 of the paper.

Task 2 requires you to research, analyse and evaluate your findings. It covers learning outcome 2 of the paper.

Your work in both tasks should conform to professional, academic writing conventions and standards with accurate referencing in current APA style

Submit an Analytical Paper that must include:
- Literature Review on bicultural partnership with a Kaupapa Maori base and approaches to integrate it with business activities and relationships
- Analysis of your above research
- Clear description of your organisation’s strategic business operations and objectives.

You may use your current workplace organisation to determine these, or, research an organisation from where you can access information about its strategic business operations and objectives.
- Evaluation of three (3) approaches and describing the support required to incorporate each approach to improve and grow strategic business operations and objectives

Bi-Cultural Partnership in New Zealand

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.

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 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 6^th 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.

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.

Integration with Business Organizations: The New Zealand Federation of Multicultural Council

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 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.

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).

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).

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.

Integration with Business Organizations: ANZ Bank

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 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).

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.

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.

Conclusion

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.

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 in the form of providing ample services to the customers with relationships between customers and employees of the bank.

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.

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).

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).

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).

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.

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 · High opportunity for expansion	Threat · Deteriorating economic conditions · Changes and fluctuations in the system · Increase in competition from global banks

Table: SWOT analysis of ANZ bank

(Source: Created by author)

According to Lim (2016), it is necessary for organisations to address the areas that are needed for the future progress of an organisation. In the case of ANZ Bank, the decision areas that need to be addressed includes forming a structure that provides opportunities for making responsible decisions that reflects the spirit of the bank. 

Based on the strategic objective of the bank, it is necessary to develop a strategic objective that can help in the development of the bank. The operational strategy that needs to be undertaken is the customer driven strategy. This is mainly because the sustainable development of the bank is aimed at improving the relationship between the customers and the services provided by the bank (Anz.co.nz, 2019).  

Tactical goals and objectives: The tactical goals and objectives that are needed to be achieved includes understanding the needs and demands of the customers so that the biggest drawback of ANZ bank, that is the development of a customer centric approach can be overcome (Anz.co.nz, 2019).

Timeframes and milestones: The time frame required for the development of the objective need to be six months with milestone of increasing customers by 1% in every 2 months.

Conditions of success: The conditions required for gaining success includes effective analysis of the core competency of the bank so that the strength of the employees in terms of making conversations with the customers can be accessed. As stated by Vaiman and Brewster (2015) this particular criterion is needed for the development of the strategy in a successful manner.

Staffing and resource requirements: The staffing needs to be based on the training of the employees in terms of dealing with customers. The resource requirements include experienced employees with the ability to maintain a proper customer relationship protocol. Along with this, materials required for providing quick assistance such as development of printable machines are required.

Financial requirements: The financial requirement of ANZ bank need not be a problem as the bank is financially stable and can afford to maintain the resources required for maintaining the sustainability based strategic objective. Therefore, finances in the form of recruiting talented candidates and updating the machineries used need to be maintained by ANZ bank (Anz.co.nz, 2019).

Risk assessment: The risk that may occur during the course of implementing the strategy is that ANZ bank may fail to identify proper talents required for implementing the strategy successfully (Anz.co.nz, 2019). Along with this, another risk can be to maintain the stability of the machines used. Implementation of new technology for creating a sustainable practise may have a negative impact on the bank.

Monitoring and measurement of progress: The monitoring and measurement of the progress in implementing the strategic objective can be done by identifying the responses of the customers after every 2 months. The rate of increase of the customers can be used as a measurement unit for the bank.

Alignment with strategic objective: The strategy towards implementing sustainability in the bank for ensuring an increased relationship with customers can be aligned with the long term need of the bank in which efficient services towards the customers need to be made for the development of its services.

Source of competitive advantage: The source of competitive advantage that can be gained from the development of the strategy includes gaining an increased number of customers for the development of the bank and its services. As stated by Crane (2017) support from the customers can provide an organisation with the required strategic options for development.

Core capabilities: The core capabilities that need to be focused in on the development of the employees of ANZ bank so that customer relationship management can be maintained within the organisation. The manner in which the employees interact with the customers can determine the effectiveness of the success sustained by the bank.

Alignment with organisational requirements: The strategy aligns with the requirements of the organisation in a way that development of the customers need to be done so that competitive advantage can be gained by the bank and at the same time, the spirit of the bank in terms of customer expectation can be gained.

The evidences that can be associated with the implementation of quality management principle includes identifying the sustainability in the business and the manner in which processes related to providing loans can be implemented by ANZ bank (Anz.co.nz, 2019).

Improvement of business operations: These two evidences can provide a competitive advantage for ANZ bank so that quality management and principle techniques can be used for the development of a strong customer base.

Analytical and problem solving skills: The analytical and problem solving skills can be implemented by recruiting talented candidates for the bank (Elsmore, 2017).

Quality management principles and techniques: The quality management principle implemented by ANZ Bank is that of the customer focus and engagement with people. This can help in developing a strong fan base for the bank. The technique implemented to manage the quality can be the cause and effect diagram so that an experiment can be conducted about the services provided.

Application of quality management for improving the business: The application of the principles helped in improving the service quality of ANZ Bank. It has been seen that the bank had managed to increase its customer base by 5% within five years which signifies high growth of the bank (Anz.co.nz, 2019).

The development of the strategic business relationship with the internal stakeholders can be provided by the fact that ANZ bank need to gain the trust of the employees. Therefore, development of motivational techniques such as recognition or incentives can be developed by ANZ bank.

ANZ bank maintains the strategic business relationship mainly by recognising the talents of the employees and retaining the services. As of current count the bank in New Zealand provides employment to 9,000 employees. This signifies that the maintenance of the strategic business relationship is implemented strongly by the bank (Anz.co.nz, 2019).

The evidence for the development of the strategic business relationship with the external stakeholders includes developing a customer relationship management model. ANZ bank can develop customer relationship software in the form of mobile applications so that relationship with the customers can be maintained by providing them with information related to the services offered by the bank.

The evidence of maintaining the strategic business relationship is that the customer base of ANZ bank in New Zealand has increased by 5% in five years. Therefore, it can be said that the bank have managed to maintain a stable growth and support from the customers based on the development and maintenance of the mobile application that helps it to reach customers (Anz.co.nz, 2019).

The internal and external stakeholders can be influenced with the application of proper strategic management (Laforet, 2016). In the case of ANZ bank, the development of motivational techniques as well as the development of the mobile application for the customer relationship management can help ANZ to maintain the strategic business activities of the bank.

Professional attitudes: The employees associated with ANZ bank need to ensure that a professional relationship with the customers is maintained and every employee needs to remain true to the expectations that are made from them.

Qualities: The quality of services provided by the bank need to be accurate and assessment of the quality need to be done by the application of cause and effect model.

Behaviours: The behaviours associated involve professional conduct with the customers and at the same time supportive behaviour with the employees.

Obey the law: It is the duty of the employees working in an organisation to abide by the law of the country as well as the laws that are developed by the company. As stated by Ansoff et al. (2019) obeying the law can help in maintaining the legal aspect of the business.

Being honest in dealings: Honest dealings in the form of indulging in effective financial assistance and discounts during loans need to be implemented by ANZ bank. This can help in maintaining proper customer relationship management and assist in the development of trust of the customers towards the bank.

Showing respect for individuals: Every individual that is associated with ANZ bank need to be respected so that the bank can continue with the development of its internal and external stakeholders. As stated by Doz (2017) providing respect to the individuals can help in earning respect from the individuals along with trust.

Showing respect for contracts: In an organisation, the effectiveness of contracts is important (Hitt & Duane Ireland, 2017). This is mainly because contracts are developed as per law of the country. Hence, every employee associated with ANZ bank need to abide by the contracts that define the employability and the job roles that are expected from the employees.

Showing respect for societal standards: This can be considered as important mainly because of the fact that every individual in the society have different status. This particular ethical consideration can be associated with the respect provided to the individuals. Hence, the employees of ANZ bank need to show respect to individuals belonging to all aspects of the society in the pursuit of enhancing the corporate social responsibility (Anz.co.nz, 2019).

Showing respect for institutions: This particular ethical consideration can be associated with providing respect to the organisation in which people are employed (Wheelen et al., 2017). In the case of ANZ bank, every employee need to pay respect to the bank in terms of abiding by the rules associated with the bank, respecting fellow employees and ensuring that the work culture is maintained. Along with this the objective and aim of the institution is also maintained significantly.

Environmental expectations: Environmental expectations involve maintaining the sustainability of the place in which an organisation is associated with (Hill, Schilling & Jones, 2017). ANZ Bank need to reduce excess electricity consumption and destruction of trees for extracting papers involved for providing receipts to the customers. ANZ bank can provide email or message notifications via the mobile apps to the customers.

Community expectations: The community expectations can be associated with the development of the corporate social responsibility of the bank. For example, ANZ bank need to develop programs that bring about awareness related to sustainability or the less use of papers to save trees. This can be considered as an accepted form of behaviour mainly because New Zealand takes care of the rich and picturesque environment that is associated with the country.

Sustainability expectations: The sustainability expectations can be in the form of protecting the environment (Lasserre, 2017). However, in the case of ANZ bank, it is seen that the sustainable development of the community is seen as a strategic business relationship of the bank so that it can develop a rich customer base for the development of its operations.

ANZ bank ensures that every ethnic group of people are provided with an opportunity to seek employment with the bank. The Maori as well as the non-Maori people co-exist in the bank and the tolerance of unethical behaviour such as racial comments on race or society is nil in the bank. Therefore, this can help in providing evidence of diversity in the development of the bank outside the country.

The professional and cultural behaviour in the bank is modelled by maintaining strict laws related to unethical conducts. ANZ bank maintains a strict no tolerance policy to any form of discrimination that may include racial or social comments on employees and customers. The bank terminates employees that are proven to conduct such unethical activities within the bank premises.

The performance of the strategic operations project include identifying the requirements of the customers and ensuring that resources are maintained and developed that can help in the development of the bank. ANZ bank needs to ensure that the strategies remained aligned with the marketing objective set up by the bank (Anz.co.nz, 2019). 

The challenges or situations that can be seen from the projects include finding enough talented employees to continue with the development of maintaining the sustainable relationship with the customers. The other challenge that may be faced is the fact that despite having a good financial capability, chances of losing out on the finances of the bank may be prevalent.

Problem solving skill in the form of developing proper recruitment process can be taken into consideration by ANZ bank. At the same time, the bank may use techniques such as training facilities to develop the communication of the employees. Along with this, tools such as the customer relationship management app can be implemented for solving the problem.

Evidence can be seen from the fact with the implementation of the new customer relationship mobile app, ANZ bank have managed to gain a significant gain in the customer profile (Anz.co.nz, 2019). Thereby this can be considered as evidence for the development of the bank in the New Zealand market.

The strategic operations include developing a mobile app with the objective of the app being to maintain healthy relationship with the customers. The second strategic operation is the development of motivational techniques to retain the loyalty of the employees.

Evaluation of two projects: The evaluation of the two projects against the business objectives is that support from the customers and employees are important for the development of an organisation (Meyer, Neck & Meeks, 2017). In the case of ANZ bank, the internal and external stakeholders of the bank provide it with the competitive advantage required for development and expansion.

Appraisal techniques: The appraisal techniques can be in the form of conducting a monitoring scheme at every two months interval to check the progress of the customers and the employees.

The complex challenges and situations that are identified with the commencement of the projects include the finances of the bank as well as gaining the appropriate employees that can help in maintaining the relationship with the customers. As stated by Crane and Matten (2016) solving the issues related with the project need to be done for maintaining the stability of the organisations.

Strategies and plans: The strategies and plans adopted by ANZ bank for aligning operational models with business objectives include the identification of the talents required by the bank. Bowie (2017) developing a plan that can help in addressing the complex issues need to be based on the development of proper customer relationship. ANZ bank can develop the mobile apps necessary for the development of the customer relationship.

Application of analytical and problem solving skills: The managers were involved in using the tools with an estimated time of 6 months to implement it in a proper manner. ANZ bank has applied the development of the mobile apps in a steady manner so that rapid changes in the bank do not take place which may cause loss of employees.

Relation of the content with the challenges: The relation of the project with the challenges is that without the development of a proper customer or employee base it can be difficult for organisations to continue with its development (Ferrell & Fraedrich, 2015). Despite being a reputed and large bank in New Zealand, support from these two stakeholders is necessary for the development of the bank.

Justification: The resolving of the issue has provided ANZ bank with an increased customer profile and has provided the bank with a way of maintaining the loyalty of the employees. The 5% increase of customers and the rate of employees that exist in the bank can be considered as effective for the development of the bank.

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