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The Treaty in the Workplace
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The Treaty in the Workplace
Introduction – Provisions of the Treaty
The British Crown and about 540 leaders from the Maori community in New Zealand drafted the Treaty of Waitangi in 1840. Accepting the terms of the treaty caused a situation where Britain dominated New Zealand, and the Maori leaders enjoying a number of provisions. Even though the Maori leaders had mixed feelings regarding the passing of the treaty with some fearing that the agreement would cause unexpected adverse repercussions, others were confident the agreement would improve how the state attends to its people’s requirements.[1] The deal was materialized despite the mixed reactions, and still has significant effects on the New Zealand’s state operations.[2] The signing of the pact cased several effects to New Zealand with one of these being the surrendering of the country’s (New Zealand) sovereignty to the British who controlled economic, social, and political operations. The deal gave the Westerners complete dominance over the lands and resources in New Zealand with more Britons gaining access to purchase land wherever they desired.[3] The invaders following the signing of the treaty also gained access to control the forests, resources in water bodies, and other vital commodities in the country, while Maori people on the other have enjoyed the rights and privileges other British protectorates enjoyed including the chance to relocate to Britain where they secured job opportunities.
The formation of the agreement presented other privileges to the people of Maori, some of which continue to impact on the New Zealanders to date. The deal controls the relationship between the indigenous communities, the Maoris, and anyone else, thus promoting the freedoms and rights of every person living in the country.[4] The signing guaranteed the Maori of the protection of their culture by stating that the people have the right to uphold their practices and affairs without any interruption. Furthermore, the deal calls on the state to handle locals equally and not to segregate anyone, a provision that fostered peaceful coexistence.[5] The signing of the deal also compelled the state to advance how it deals with the issues it people are facing, and to market the notion that all New Zealanders are equal. The other vital effects of the deal are that the Maori people advanced their trading relations with the British, and the internal wrangles that dominated the Maori communities stopped.
Discussion of Principles of the Treaty
The developers of the Treaty of Waitangi adopted certain principles usually referred to as the 3Ps to underpin the coordination between the state and the Maori people. The three principles (partnership, participation, and protection) are acquired from the basic components if the agreement, and are utilized to narrow the gap between the literal dissimilarities between the Maori and English versions of the pact. Looking at the principle of partnership, the provision basically calls on the state to work together with all local communities including the Maori, Whanau, Hapu, and Iwi, and to devise structures to boost education for all these groups.[6] The partnership calls on the Maori people to be part of all areas of education, encompassing making decisions, planning, and developing the curriculum.[7] Basically, the partnership principle stresses on the need to engage with the Maori community in most of the activities in the territory, and advocating for equity among members of the community.[8] The principle of partnership developed following the signing of the Treaty promoted togetherness in carrying out studies regarding the origins of Maori as well as the rivers, mountains and other natural phenomenon. The principle advocates for more indulgence of the Maori in sharing power, and in the board of trustees, and calls for the formation of genuine relationships rather than developing bonds that are based on self-gain.[9] The call for partnership developed as a result of the Treaty transformed education processes that were previously segregated because different groups came together to overcome illiteracy. Even though the principle of partnership took time to develop, the society greatly improved once members acknowledged the development of the genuine relationship.
Protection, which entailed safeguarding Maori’s values, interests, and knowledge, is the second principle of the Treaty of Waitangi, which helped to improve the welfare of the New Zealanders. The parties into the deal understood the values of culture, identity, and language in promoting the continuity of a society, and that safeguarding such aspects would prompt many people to accept the deal.[10][11] Protection is an important principle of the Treaty because it facilitated the growth of education in the need to promote awareness culture and identity.
The third principle of the Treaty is participation, which put stress in the involvement of Maoris at all levels of education. The developers of the Treaty that created the principle of participation based on the agreement’s provisions sought to improve the relationship between home and school to achieve the best academic results.[12] The principle also provides more room for the Maori to take part in decision-making regarding education practices to reflect the aspirations of the local community. The principle insinuates that once people show the dedication to do something participation usually follows automatically.[13] Avoiding participation could draw opposition towards the Treaty because members of the local community would feel as if they are excluded from educational processes that are vital in promoting growth in the region.
How the Treaty can be applied at the Place of Work
Applying the Principle of Partnership
The principles of the Treaty of Waitangi can be applied effectively at the place I work as a service provider in one of the city museums. Employing partnership can greatly improve operations at the place of work because it will be easier to work on the different tasks assigned to workers.[14] Partnership is also likely to be of benefit to the place of work because it will become easy to develop ideas that would help to improve services at the museum, thus creating room for competition.
Extending the principle of partnership at the museum requires the organizational leadership to consider certain steps that would result in effective application. It is always essential to share similar values with every person at the place work to achieve partnership. The business leader ought to take time to understand whether every person in the organization share similar vision, dreams, and goals.[15] Promoting partnership at the place of work requires the administrators to develop a situation where the teams or people working together have complementary skills and competence to increase the likelihood of achieving the best results. The organizational leaders, for example, may station workers with different capabilities and experience in the customer relations sector to achieve the best results. Nonetheless, it be may essential when promoting partnership at the place of work to put together workers who have similar experiences regarding the challenges that normally occur in such working stations. Putting together workers who have encountered and dealt with similar conflicts, attained the same goals, and survived hard times in the past could lessen the time it takes to deal with difficult situations.[16] It may be essential to clearly describe the roles and responsibilities of each worker as a way of promoting partnership at the place of work. Making clear the roles and responsibilities of each employee help to avoid possible clashes by giving each worker control of his or her area.
Employing partnership at the museum requires the leadership to consider other crucial factors that would make it easy to attain the anticipated results. The group is more likely to witness increased partnership by selecting the right approach that would yield the best results. The business leaders need to understand that each form of partnership, either too close, or not so close, has its merits and demerits, thus making it necessary to pay much attention on how employees partner with each other. More essentially, the partnership at the museum is likely to yield better results when all workers are honest with each other. The employees should be comfortable sharing what they feel is not happening in the right manner because hiding pressing issues only results in resentment and bitterness, something which could harm the business.[17] Sometimes developing trust and honesty when striving to serve as partners can be hard thereby requiring the members of staff put much effort.
Applying the Principle of Protection
Applying the principle of protection at the place of work may be of significant value in achieving impressive outcome, but the group leaders must watch out for the best way to protect the group and workers’ values and interests. Protecting the workers make them feel more secure, and create more desire to work at the organization.[18] Protecting workers is more important in today’s competitive nature of business because failure to safeguard the employees’ information, rights, and health could result in increased employee turnover as well cause a reduction in the number of customers. Protecting the workers and their information is vital because private information can be used inappropriately to indulge in criminal act such as discrimination and fraud.[19] The leaders at the museum should also focus on other ways of protecting the employees including helping them overcome competition, which could disrupt them from offering the best in their services.
Protecting the workers would require the organization to consider certain vital factors to achieve the best results. It would be easier to protect the workers’ desires and information when the business leaders are willing to be keen with how they handle personal data, and when they do not reveal information that should remain confidential. Protecting the workers may also entail rotating their places of work so that employees do not stand a chance of being criticized or abused at a particular station they have served for long.[20] The organization can also protect its workers by offering more training on how to deal with difficult situations and clients, because sometimes employees feel threatened when they do not know how to handle what might appear abusive approaches from customers, other workers, or their superiors. The museum’s administration may strive to apply the protection principle of the Treaty of Waitangi by creating clear procedures on how workers can refer difficult issues to their managers or supervisors. The group overseeing operations at the museum would also achieve impressive outcome in protecting its workers, as well as customers by informing the latter of their rights and responsibilities, including the task to conduct oneself in a suitable manner. Otherwise, failing to embrace a suitable plan on how to protect the workers and the customers could have adverse repercussions on the museum’s progress and sustainability.
Applying the Principle of Participation
More importantly, employing the principle of participation at the museum may help to achieve better results than it would be when others are secluded from the work processes, but the company leaders need to develop a suitable approach on how to include every person. Extending the principle of participation at the museum would help to build a strong community because when every person take part actively the firm in benefitted by the growth of each employee.[21] Working hard to foster participation at the place of work improves communication, and lowers stress in both workers and employers. Stress sometimes builds up at the place work over fears surrounding industry changes, increased workload, or when the employees’ perceptions are not put into consideration or action. Applying the principle of participation at the museum would be of significance because it would be easier to boost productivity when workers feel the working environment is conducive in the way it allows them to give their opinion. The leaders and workers should also focus on employing the principle of participation because the group would stand a higher chance of offering quality products and services.
The team in charge of operations at the museum should take appropriate measures while applying the principle of participation to achieve the best results. The leaders may allow the workers to give their opinions on a number of issues that would impact on the running of the organization, and may also give them autonomy over some aspects within the place of work. Promoting participation of the workers may involve setting up more activities and projects and giving them authority to oversee crucial roles and responsibilities.[22] The group’s leaders may also employ the concept of participation at the place of work by conducting meetings and seminars where the members of staff learn how they would participate actively in the activities related to the foundation. The meetings should remind workers that they need not to be afraid of anything considering that they are part of the reason why the museum functions. Participation should extend to other stakeholders such as buyers and shareholders because they are equally essential in the running of the for-profit organization. The group may encourage customers’ participation by inviting them to interact with the customer care team via various platforms such as the company’s website and social media avenues. Promoting the shareholders’ participation may entail offering them unrestricted overview of the group’s financial performance, and giving them the chance to offer their suggestions on how to improve general outcome.
Conclusion
The report elaborates how the principles of the Treaty of Waitangi may be of great significance when applied to a museum where I work. The Maori community of New Zealand signed the Treaty in 1840, and even though some sects felt the outcomes would be adverse, some believed the pact with the Britons would help the community and the whole country make significant growth and development. Even though the British secured vital natural resources for themselves and even expanded their territory, the Maori community benefitted from the recognition they gained, especially when they relocated to Britain. Education practices picked up steadily within the Mayo community as well as in other cultures in New Zealand, and many felt the transformations impacted on their lives positively. Other than the provisions of the Treaty, its principles appear not only to be applicable during the time of the pact’s formation, but also nowadays when things have changed so much. The three principles, partnership, protection, and participation could yield positive results when applied in any work context, including the museum where I serve. Other than the benefits the firm is likely to acquire by employing the principles, the administrators should work closely with the employees to develop mechanisms that would facilitate the implementation of these concepts. The leaders while striving to foster partnership should consider factors such as joining workers who have similar insights on how to tackle challenges, as well as their compatibility. The business administrators while trying to advance protection should take into account factors such as the need to create mechanisms for reporting disturbances among the workers, and should train employees on how to deal with different constraints among others. The study shows how the organization could employ the principle of participation by giving workers responsibilities over major tasks, conducting meetings that sensitize workers on how to participate in work processes, as well as by engaging the customers and shareholders.
References
Adams, P., Fatal Necessity: British Intervention in New Zealand 1830–1847, Auckland, 1977.
Belgrave, M., Historical Frictions: Maori Claims and Reinvented Histories, Auckland, 2005.
Belich, J., The New Zealand Wars, Auckland, 1988.
Buick, T., The Treaty of Waitangi: or How New Zealand Became a British Colony, Cambridge,
2011.
Burns, P., Fatal Success: A History of the New Zealand Company, Auckland, 1989.
Moon, P., Te Ara Kī Te Tiriti (The Path to the Treaty of Waitangi), Auckland, 2002.
Moon, P., Fatal Frontier, Auckland, 2006.
Onojaefe, D., & Leaning, M., ‘The Importance of Partnerships: The Relationship between Small
Businesses, ICT and Local Communities’, Issues in Informing Science and Information
Technology, vol. 4, 2007, pp. 725-737.
Orange, C., The Treaty of Waitangi, Wellington, 1987.
Orange, C., An Illustrated History of the Treaty of Waitangi, Wellington, 1990.
Ross, R., ‘Te Tiriti o Waitangi: Texts and Translations’, New Zealand Journal of History, vol. 6,
no. 2, 1972, pp. 139–141.
Scott, D., Ask that Mountain: The Story of Parihaka, Auckland, 1975.
Simpson, M., Nga Tohu O Te Tiriti/Making a Mark: The Signatories to the Treaty of Waitangi,
Wellington, 1990.
Temm, P., The Waitangi Tribunal: The Conscience of the Nation, Auckland, 1990.
UNCTAD, Implementation report on the United Nations Guidelines on Consumer Protection
(1985–2013), UNCTAD, 2013.
[1] Buick, T., The Treaty of Waitangi: or How New Zealand Became a British Colony, Cambridge, 2011, p. 36.
[2] Burns, P., Fatal Success: A History of the New Zealand Company, Auckland, 1989, p. 27.
[3] Moon, P., Fatal Frontier, Auckland, 2006, p. 85.
[4] Scott, D., Ask that Mountain: The Story of Parihaka, Auckland, 1975, p. 35.
[5] Orange, C., The Treaty of Waitangi, Wellington, 1987, p. 115.
[6] Belgrave, M., Historical Frictions: Maori Claims and Reinvented Histories, Auckland, 2005, p. 48.
[7] Belich, J., The New Zealand Wars, Auckland, 1988, p. 93.
[8] Moon, P., Te Ara Kī Te Tiriti (The Path to the Treaty of Waitangi), Auckland, 2002, pp. 103.
[9] Orange, C., An Illustrated History of the Treaty of Waitangi, Wellington, 1990, p. 93.
[10] Temm, P., The Waitangi Tribunal: The Conscience of the Nation, Auckland, 1990, p. 56.
[11] Ross, R., ‘Te Tiriti o Waitangi: Texts and Translations’, New Zealand Journal of History, vol. 6, no. 2, 1972, pp. 140.
[12] Adams, P., Fatal Necessity: British Intervention in New Zealand 1830–1847, Auckland, 1977, 71.
[13] Simpson, M., Nga Tohu O Te Tiriti/Making a Mark: The Signatories to the Treaty of Waitangi, Wellington, 1990, 104.
[14] Onojaefe, D., & Leaning, M., ‘The Importance of Partnerships: The Relationship between Small Businesses, ICT and Local Communities’, Issues in Informing Science and Information Technology, vol. 4, 2007, pp. 726.
[15] Ibid, 727.
[16] Onojaefe, D., & Leaning, M., p. 730.
[17] Ibid, 734.
[18] UNCTAD, Implementation report on the United Nations Guidelines on Consumer Protection (1985–2013), UNCTAD, 2013, p. 7.
[19] UNCTAD, p. 7.
[20] Ibid, p. 7.
[21] Onojaefe & Leaning, M., p. 735.
[22] Onojaefe & Leaning, M., p. 736.
