title: Utilising matauranga Maori to improve the social functioning of tangata whaiora in Maori mental health services

authors: Wirihana, Rebecca

subjects: Maori

abstract: Maori mental health services under the Auckland District Health Board (ADHB) have been utilising Matauranga Maori as a key community based intervention since the closing of the kaupapa Maori inpatient service (Manawaanui) in 2003. Kapa haka has been a central component in the provision of the marae based recovery programmes. The following paper is a review of the development and progress.

text: Utilising matauranga Maori to improve the social functioning of tangata whaiora in Maori mental health services Maori mental health services under the Auckland District Health Board (ADHB) have been utilising Matauranga Maori as a key community based intervention since the closing of the kaupapa Maori inpatient service (Manawaanui) in 2003. Kapa haka has been a central component in the provision of the marae based recovery programmes. The following paper is a review of the development and progress.

year: 2008

title: Te Whanake Online: An interactive resource for Māori language learning

authors: Ka'ai, Tānia M.

subjects: New Zealand

abstract: The promotion of the Māori language is regarded by Māori as essential to the survival of Māori culture, arts, history and identity. The goal of the Te Whanake Online project is to develop a series of online interactive modules to complement an established Māori language learning set of texts and related resources, called Te Whanake. Te Whanake Online supports an immersion or game-style approach to language learning. Currently the fifteen modules for the first book in the series, Te Whanake 1 Te Kākano, have been completed. Each module begins with an animated movie introducing the new language of the module. Between nine and sixteen activities in each module provide practice in a wide range of spoken and written language skills, including listening with comprehension, speaking, reading with comprehension, writing and activities to help learn grammatical structures and vocabulary. The project means that Māori language learners will have access to an online resource which is at the forefront of current thinking and practice in language learning online and firmly grounded in a successful and well-established Māori language series of texts, study guides, audio-visual resources, a dictionary-index, and teachers' manuals. This article outlines the project background, its design, evaluation and the outcomes.

text: Te Whanake Online: An interactive resource for Māori language learning The promotion of the Māori language is regarded by Māori as essential to the survival of Māori culture, arts, history and identity. The goal of the Te Whanake Online project is to develop a series of online interactive modules to complement an established Māori language learning set of texts and related resources, called Te Whanake. Te Whanake Online supports an immersion or game-style approach to language learning. Currently the fifteen modules for the first book in the series, Te Whanake 1 Te Kākano, have been completed. Each module begins with an animated movie introducing the new language of the module. Between nine and sixteen activities in each module provide practice in a wide range of spoken and written language skills, including listening with comprehension, speaking, reading with comprehension, writing and activities to help learn grammatical structures and vocabulary. The project means that Māori language learners will have access to an online resource which is at the forefront of current thinking and practice in language learning online and firmly grounded in a successful and well-established Māori language series of texts, study guides, audio-visual resources, a dictionary-index, and teachers' manuals. This article outlines the project background, its design, evaluation and the outcomes.

year: 2006-09

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