The principle stipulated by the Treaty of Waitangi has revealed that the British government entitles the Native Chiefs and Tribes of New Zealand with the rights to sovereignty and royal protection. According to the articles, expressing the principles of equal attitude to culturally diverse population can be assessed as one of the important instruments of adequate ethical management applied in the era of integration and globalization. In particular, the third article revealing the extension of the royal protection and provision of rights of the British subjects renders the respect of the government for ethnical and cultural identity of the Chiefs and Tribes of New Zealand.
The analysis of the article detects that provisions of the Treaty are based on management considerations as well in terms of security. The importance of protection systems introduction is crucial especially as far as a culturally diverse population is concerned. When interpreting this principle through the prism of organizational management, it is necessary to pay more attention to flexibility of employees. In this respect, the managers of Wal-Mart should follow the principle of loose coupling consisting in providing greater opportunities for the working staff within the company in order to cope with diverse and complex environment. In other words, there should be a balance between the principles of high differentiation and high integration. Such management strategies can help to adjust to cultural diversity and to instill the policy of global expansion in New Zealand.
To manage the diversity properly, Wal-Mart should also pertain to the issues of health promotion and security. Analyzing the company’s policy of recruitment, a number of workers has been hired on a part-time basis. Therefore, in case the company plans to integrate the NZ market effectively, its managers should introduce the global strategies that would regard the importance of coalitions. In particular, it is desirable to establish the relations with local governments and firms in order to analyze the needs of local customers as well as local employees. Additionally, the company should be more tolerant to the local businesses and economical situations thus following the global strategy of penetration that excludes a rigorous competition but encourages international joint ventures. At this point, the creation of favorable environment can strengthen Wal-Mart’s position in the world as well as its reputation.
Finally, a successful global integration of Wal-Mart can be carried out by means of reorganization of human resource management. As it can be seen from Wal-Mart’s background, the company generally applies functional human resource model of management that is primarily aimed at reaching the main goal of organization thus ignoring the employees’ needs. With regard to this, the introduction of partnership HR orientation fits more the company’s global strategy. This model promotes the alignment of HR management with the global orientation, encourages change and restructure of the business in the realm of human capital management, and identifies the quality of services and employee’s values and needs. The partnership HR approach to management is the best solution for NZ market integration and for meeting the principles of team-based working in this particular country. In whole, all theories mentioned above closely correspond to the NZ cultural environment thus providing effective strategies for Wal-Mart to cope with employees’ values and customers’ needs.