Successions of new zealand

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  • Frontispiece: The shorelines of Kawhia Harbour, a large embayrnent on the north-westem coastline of the North Island of New Zealand, have been the prime sources of Late Jurassic ammonites since the first collections by Hochstener in 1859. The illustrations show representative views ofthe south side of the harbour.

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  • Second, China is a developing country, and lacks strong purchasing power for foreign goods. Expanding exports to China depends on the healthy development of Chinese economy and the country's balance of payments situation. China' wool imports, for example, made a record of NZ$ 522 million in 1988, then fell to a low of NZ$ 70 million in 1990 because of the economic retrenchment in China, but subsequently recovered in 1991. Demand from China depends very much on the domestic economy. Third, some of New Zealand products are not fully suitable to the needs of China.

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  • Tokyo is one of the world's leading metropolises, and certainly one of the most orderly and fascinating with its mixture of ancient Japanese traditions and the modern Japan's success and use of technology – as a tourist you won't find anything like it anywhere else in the world. 30 million people live in the region of Tokyo, and everywhere you go there are people - the Japanese seem to be out and about 24 hours a day, but somehow it's never too crowded or chaotic.

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  • As regional leaders grapple with these design questions, they learn to become more trusting of one another. As these relationships grow, leaders’ capacity to think and act quickly on complex strategic issues can increase dramatically. Stronger, more focused leadership networks emerge that are capable of taking on the challenges of transforming a regional economy. Successful regions build stable, pragmatic partnerships composed of people who share important qualities. These individuals possess the personal integrity needed to strengthen the bonds of trust within the team.

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  • High skill and talent levels are crucial for economic success. The skill levels of both the current overall workforce and people entering the workforce from the education system are important. Management and leadership skills impact substantially on organisational performance. According to the Management Matters study, management practices in New Zealand manufacturing rank 10th of 14 OECD countries covered. People management is particularly weak. A skilled and educated workforce is also important.

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  • This framework and tool helps regional leaders prioritize public investments in economic development. For a region to prosper, a relatively small number of well-placed public investments can unlock the region’s strongest economic potential. They can open up and leverage new possibilities for private sector investment, the key driver of any region’s success. Leaders in successful regions think and act strategically, but they do not necessarily follow lockstep a traditional strategic planning process. Instead, they improvise within a clear strategic framework.

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  • Globalisation GSM is now in more countries than McDonalds. Mike Short, Chairman MoU Association 1995±1996 GSM was initially designed as a pan-European mobile communication network, but shortly after the successful start of the ®rst commercial networks in Europe, GSM systems were also deployed on other continents (e.g. in Australia, Hong Kong, and New Zealand). In the meantime, 373 networks in 142 countries are in operation (see Section 1.3).

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  • Serving New Zealand’s future needs means we have to make sure that the education system performs well for Māori and that the needs of Māori children in education are met. This report describes the history of education policy and developments for Māori, sets out some leading research and statistics, and describes the role of the various government agencies involved in education. Under the Ministry of Education’s Ka Hikitia – Managing for Success strategy, there are many initiatives and programmes to lift Māori participation, engagement, and achievement.

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