title: The freshwater aquarium trade as a vector for incidental invertebrate fauna

authors: Duggan, Ian C.

subjects: pet trade

abstract: The aquarium trade has a long history of transporting and introducing fish, plants and snails into regions where they are not native. However, other than snails, research on species carried “incidentally” rather than deliberately by this industry is lacking. I sampled invertebrates in the plankton, and from water among bottom stones, of 55 aquaria from 43 New Zealand households. I recorded 55 incidental invertebrate taxa, including copepods, ostracods, cladocerans, molluscs, mites, flatworms and nematodes. Six were known established non-indigenous species, and eight others were not previously recorded from New Zealand. Of the latter, two harpacticoid copepod species, Nitokra pietschmanni and Elaphoidella sewelli, are not native to or known from New Zealand, demonstrating the aquarium trade continues to pose an invasion risk for incidental fauna. The remaining six species were littoral/benthic rotifers with subtropical/tropical affinities; these may or may not be native, as research on this group is limited. A variety of behaviours associated with the set-up and keeping of home aquaria were recorded (e.g., fish and plants in any home were sourced from stores, wild caught, or both, and cleaning methods varied), which made prediction of “high risk” behaviours difficult. However, non-indigenous species had a greater probability of being recorded in aquaria containing aquatic plants and in those that were heated. Methods for disposal of aquarium wastes ranged from depositing washings on the lawn or garden (a low risk for invasion) to disposing of water into outdoor ponds or storm-water drains (a higher risk). It is recommended that aquarium owners be encouraged to pour aquarium wastes onto gardens or lawns—already a common method of disposal—as invasion risk will be minimised using this method.

text: The freshwater aquarium trade as a vector for incidental invertebrate fauna The aquarium trade has a long history of transporting and introducing fish, plants and snails into regions where they are not native. However, other than snails, research on species carried “incidentally” rather than deliberately by this industry is lacking. I sampled invertebrates in the plankton, and from water among bottom stones, of 55 aquaria from 43 New Zealand households. I recorded 55 incidental invertebrate taxa, including copepods, ostracods, cladocerans, molluscs, mites, flatworms and nematodes. Six were known established non-indigenous species, and eight others were not previously recorded from New Zealand. Of the latter, two harpacticoid copepod species, Nitokra pietschmanni and Elaphoidella sewelli, are not native to or known from New Zealand, demonstrating the aquarium trade continues to pose an invasion risk for incidental fauna. The remaining six species were littoral/benthic rotifers with subtropical/tropical affinities; these may or may not be native, as research on this group is limited. A variety of behaviours associated with the set-up and keeping of home aquaria were recorded (e.g., fish and plants in any home were sourced from stores, wild caught, or both, and cleaning methods varied), which made prediction of “high risk” behaviours difficult. However, non-indigenous species had a greater probability of being recorded in aquaria containing aquatic plants and in those that were heated. Methods for disposal of aquarium wastes ranged from depositing washings on the lawn or garden (a low risk for invasion) to disposing of water into outdoor ponds or storm-water drains (a higher risk). It is recommended that aquarium owners be encouraged to pour aquarium wastes onto gardens or lawns—already a common method of disposal—as invasion risk will be minimised using this method.

year: 2010

title: Making sense of diversity’s complexity:  Leadership’s agency for diversity management

authors: Chua, Shireen Wei Yuin

abstract: This research examines leadership’s role in their organisation’s diversity management efforts. The management of a diverse workforce in today's organisations is becoming increasingly complex. It needs to go beyond considering not only the surface-level dimensions of diversity, but also the hidden and dynamic deep-level diversity dimensions in organisations, that are considered complex systems. Surface-level diversity dimensions include gender, age, race, ethnicity, and accessibility. Deep-level diversity dimensions are the hidden values, worldviews, personality, and experiences of individuals in organisations. In today's socio-cultural context, the heightened awareness and interest in matters relating to equity, diversity, and inclusion (EDI) is driving organisations to seek ways to address how to manage their diverse workforce that will unlock the benefits that diversity has promised. Diversity management approaches that only consider surface-level dimensions are no longer adequate. To unlock further the benefits of diversity consistently in organisations today, diversity management approaches must include deep-level diversity characteristics. This shifts diversity management approaches that have managed the various surface-level diversity characteristics to approaches of managing for diversity that require an organization-wide approach. Diversity management today requires the senior leadership team to play a strategic role. As organisations adopt a more holistic and systemic approach to their diversity management efforts, it requires the leadership to strategically manage their organization’s diversity management efforts. This goes beyond the diversity initiatives such as creating policies, initiatives, events and programs that celebrate diversity to  behaviours that foster a diverse and inclusive workplace. However, the strategic diversity leadership in their organisation's diversity management efforts has not been fully explored. This thesis seeks to explore two research questions. Firstly, it seeks to identify the factors that influence the three leadership dimensions of diversity management and the factors influencing the leadership’s strategic role in their organisation’s diversity management efforts. Secondly, it seeks to map the three leadership dimensions into an emergent model of leadership agency for diversity management. 
	Drawing from the literature review, three dimensions addresses leadership’s strategic inclusive leadership. Leadership accountability, leadership approach and leadership focus for diversity management describe different facets of the leadership’s strategic role. Central to addressing leadership’s strategic role is to further the understanding the factors that influence leadership in their organisation’s diversity management efforts. Leadership agency describes the capacity and authority of senior leadership team to influence, to make strategic decisions and take action to meet their organisation’s outcomes and goals. In the case of diversity management, leadership agency describes identifying and understanding the factors that influence leadership in their strategic inclusive leadership.  
The research questions of this study identified the factors influencing leadership agency in three dimensions of diversity across the different levels of the organisation. It also proposes an emergent model that maps an organisation's leadership agency for diversity management that provides a visual and practical model of leadership’s agency for diversity management. The study uses complexity theory as its theoretical base within an interpretive philosophical base and constructivist paradigm to examine leadership agency for diversity management. This research provides insights into leadership agency for diversity management in today's organisations through a multiple case study method. Using qualitative methodology, ten organisations participated in this research to determine leadership agency for diversity management. 
	This study makes original contributions by addressing the leadership’s strategic role in diversity management through the lens of complexity. It also contributes to the research into organisational diversity management theories by developing a practical emergent model that highlights the crucial role of leadership agency in achieving positive diversity management outcomes, especially addressing the complexity of diversity. The study uses a multilevel lens to explore how leadership approaches managing their diverse workforce. It proposes an emergent model of leadership agency for diversity management as a tool that can help organisations gauge their level of agency. This study underscores the importance of intercultural sensitivity development in future research on leadership’s agency for diversity management. Further theoretical development is necessary to enhance these findings' validity and reliability and identify leadership agency practices that support effective diversity management in organisations.

text: Making sense of diversity’s complexity:  Leadership’s agency for diversity management This research examines leadership’s role in their organisation’s diversity management efforts. The management of a diverse workforce in today's organisations is becoming increasingly complex. It needs to go beyond considering not only the surface-level dimensions of diversity, but also the hidden and dynamic deep-level diversity dimensions in organisations, that are considered complex systems. Surface-level diversity dimensions include gender, age, race, ethnicity, and accessibility. Deep-level diversity dimensions are the hidden values, worldviews, personality, and experiences of individuals in organisations. In today's socio-cultural context, the heightened awareness and interest in matters relating to equity, diversity, and inclusion (EDI) is driving organisations to seek ways to address how to manage their diverse workforce that will unlock the benefits that diversity has promised. Diversity management approaches that only consider surface-level dimensions are no longer adequate. To unlock further the benefits of diversity consistently in organisations today, diversity management approaches must include deep-level diversity characteristics. This shifts diversity management approaches that have managed the various surface-level diversity characteristics to approaches of managing for diversity that require an organization-wide approach. Diversity management today requires the senior leadership team to play a strategic role. As organisations adopt a more holistic and systemic approach to their diversity management efforts, it requires the leadership to strategically manage their organization’s diversity management efforts. This goes beyond the diversity initiatives such as creating policies, initiatives, events and programs that celebrate diversity to  behaviours that foster a diverse and inclusive workplace. However, the strategic diversity leadership in their organisation's diversity management efforts has not been fully explored. This thesis seeks to explore two research questions. Firstly, it seeks to identify the factors that influence the three leadership dimensions of diversity management and the factors influencing the leadership’s strategic role in their organisation’s diversity management efforts. Secondly, it seeks to map the three leadership dimensions into an emergent model of leadership agency for diversity management. 
	Drawing from the literature review, three dimensions addresses leadership’s strategic inclusive leadership. Leadership accountability, leadership approach and leadership focus for diversity management describe different facets of the leadership’s strategic role. Central to addressing leadership’s strategic role is to further the understanding the factors that influence leadership in their organisation’s diversity management efforts. Leadership agency describes the capacity and authority of senior leadership team to influence, to make strategic decisions and take action to meet their organisation’s outcomes and goals. In the case of diversity management, leadership agency describes identifying and understanding the factors that influence leadership in their strategic inclusive leadership.  
The research questions of this study identified the factors influencing leadership agency in three dimensions of diversity across the different levels of the organisation. It also proposes an emergent model that maps an organisation's leadership agency for diversity management that provides a visual and practical model of leadership’s agency for diversity management. The study uses complexity theory as its theoretical base within an interpretive philosophical base and constructivist paradigm to examine leadership agency for diversity management. This research provides insights into leadership agency for diversity management in today's organisations through a multiple case study method. Using qualitative methodology, ten organisations participated in this research to determine leadership agency for diversity management. 
	This study makes original contributions by addressing the leadership’s strategic role in diversity management through the lens of complexity. It also contributes to the research into organisational diversity management theories by developing a practical emergent model that highlights the crucial role of leadership agency in achieving positive diversity management outcomes, especially addressing the complexity of diversity. The study uses a multilevel lens to explore how leadership approaches managing their diverse workforce. It proposes an emergent model of leadership agency for diversity management as a tool that can help organisations gauge their level of agency. This study underscores the importance of intercultural sensitivity development in future research on leadership’s agency for diversity management. Further theoretical development is necessary to enhance these findings' validity and reliability and identify leadership agency practices that support effective diversity management in organisations.

year: 2024

title: Ngā takenga o te riri

authors: Murphy, Ēnoka

subjects: Pakanga

abstract: Ko te kaupapa ake o tēnei tuhinga, ko te whakawhāriki i ētahi kōrero mō te takenga mai o te riri, o te pakanga ki tā rā ngā kōrero a te Māori. Ko aua take mai rā kei ngā kōrero o tua whakarere, e hokia ana ki a Ranginui rāua ko Papatūānuku me tā rāua hūnuku. Ko tāna e pātai ake nei, nō hea ake te riri Māori, otirā, te pakanga a te Māori? Nō hea anō hoki āna tikanga? He aha ā ērā kōrero tauiratanga mai ki te toa o te Māori ki te whawhai. Ka mutu, ko te wāhi uaua pea o ngā pātai nei, ko te āhua ki ngā kōrero a te Māori kāore nei i te tapatahi mō te oroko hīmatanga. Ahakoa rā, tērā ōna rite, ōna rerekē. Kua tuhia nuitia te kaupapa o te oroko tīmatanga mai o te ao e ngā momo o te kaituhi Pākehā, ā, tērā anō hoki ko ngā tuhinga a te Māori ake. Inā te rerekē o ngā kōrero mō te oroko hīmatanga mai o te ao, tērā noa ētahi kōrero kua tīkina hei mātaitanga mō tēnei rangahau, mō tēnei tuhinga. Ka mutu, ko tā tēnei tuhinga, he whakaatu i te takenga mai o te riri, o te matawhāura Māori.

text: Ngā takenga o te riri Ko te kaupapa ake o tēnei tuhinga, ko te whakawhāriki i ētahi kōrero mō te takenga mai o te riri, o te pakanga ki tā rā ngā kōrero a te Māori. Ko aua take mai rā kei ngā kōrero o tua whakarere, e hokia ana ki a Ranginui rāua ko Papatūānuku me tā rāua hūnuku. Ko tāna e pātai ake nei, nō hea ake te riri Māori, otirā, te pakanga a te Māori? Nō hea anō hoki āna tikanga? He aha ā ērā kōrero tauiratanga mai ki te toa o te Māori ki te whawhai. Ka mutu, ko te wāhi uaua pea o ngā pātai nei, ko te āhua ki ngā kōrero a te Māori kāore nei i te tapatahi mō te oroko hīmatanga. Ahakoa rā, tērā ōna rite, ōna rerekē. Kua tuhia nuitia te kaupapa o te oroko tīmatanga mai o te ao e ngā momo o te kaituhi Pākehā, ā, tērā anō hoki ko ngā tuhinga a te Māori ake. Inā te rerekē o ngā kōrero mō te oroko hīmatanga mai o te ao, tērā noa ētahi kōrero kua tīkina hei mātaitanga mō tēnei rangahau, mō tēnei tuhinga. Ka mutu, ko tā tēnei tuhinga, he whakaatu i te takenga mai o te riri, o te matawhāura Māori.

year: 2017