Research Reports
Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/924
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Item A fragment of a better order? : the Manawatu Co-operative Society Ltd, 1935-1939 : a research exercise presented in partial fulfillment of the requirements for the degree of Bachelor of Arts with Honours in History at Massey University(Massey University, 1995) Morgan, Karen JThe world experienced the 1930s as a time of economic depression, with increasing political unease about the situation in Germany, and wars in Spain and China. The economic depression triggered by the collapse of Wall Street in October 1929 was felt in New Zealand from 1930. Unemployment rose, wages and farm prices fell, and New Zealand saw an increase in relief work and soup kitchens. In 1932 there were riots in the main cities. A coalition of the United and Reform parties won the 1931 election, but voters found the government was unable to improve conditions materially. The first Labour Government won power in November 1935, and although New Zealanders saw good times ahead, the economy did not fully recover from the slump until demand for the country's products improved with the Second World War. Although New Zealanders are generally proud to be individualists, experiences of the 1930s encouraged many to work together to mitigate the prevailing conditions. Women's unemployment relief committees were established up to help women without family or government assistance, by providing food and training in domestic skills. Churches became increasingly involved in economic and social problems, and previously evangelical city missions assumed a welfare role. Similarly, the State's place in the domestic economy changed from the late 1920s. The Government made housing loans available, eased mortgage payments and increasingly provided work schemes and benefits for unemployed men. Labour's election in 1935 led to previous government welfare initiatives being consolidated in the 'welfare state', and compulsory unionism was introduced. There was a general rise in collectivism in society at this time, and within this, the model of international cooperation, and especially British consumers' co-operation, attracted attention in New Zealand. [From Introduction]Item How do Maori land owners judge whether the management of Maori incorporations is successful? : a 52.786 research report presented in partial fulfilment of the requirements of the degree of Master of Business Systems at Massey University(Massey University, 1997) White, Paul I.This research report has looked at the question of how Maori land owners judge success. The study has focused on the management of Maori incorporations and has engaged 47 Maori people in the exercise. It attempted to establish Maori perspectives on what constitutes successful management and to develop a framework of factors to order and describe the judgement of landowners. This framework could then be used to compare management, and to give weighting to the factors identified as being most important to success. The research findings have illustrated that the perspectives of Maori land owners in the Tai Tokerau can be described by a complex amalgam of factors. These factors include cultural, social, political, financial, physical, and operational concerns. Many of these concerns have the potential to be at variance with each other. The research has also revealed the many differences in thinking between various sub-groups of Maori land owners. The results suggest that successful management is likely to be about managing the tensions that arise between the different types of success Maori are seeking. Managing Maori land to meet the aspirations of success held by large numbers of owners is an increasingly complex matter. The findings of this research contrast with the limited literature in relation to Maori land management and success. Most written material emphasizes the importance of financial considerations, and relies heavily on western concepts and perspectives of business success in terms of profit, growth in share value, and dividends. It is hoped that the findings will act as a stimulus for debate among Maori and lead to the identification of a series of key factors that contribute to success and failure. Unless those people managing Maori land have the necessary training and experience, management will not be successful. However, without knowledge of what Maori land owners consider to be successful management, training is not likely to be well designed and targeted. This research will enable strategies to be identified to ensure that Maori land managers and custodians have the best training and advice available to them to increase their chances of success in Maori terms.
