Cultural Differences in New Zealand: A Cross-Cultural Management Perspective

Running head: CULTURAL DIFFERENCES IN NEWZEALAND
CULTURAL DIFFERENCES IN NEWZEALAND
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1CULTURAL DIFFERENCES IN NEWZEALAND
Introduction:
This report discusses the idea of cross cultural management between China and New
Zealand. As these two countries have many differences in their value system and perspectives
(Mackenzie, Golembiewski & Rahim, 2018). The report has discussed cultural differences
through Hofstede’s cultural dimension, analyses five strategies and Manaakitanga as the core
values of New Zealand’s tourism strategy.
Discussion:
Power distance:
In this index New Zealand scores low. The hierarchy is recognized for convenience
and the superiors are easily accessible. The mangers rely on the individual employees as well
as team for expertise. The communication is participative and informal. On the contrary the
society in china is very hierarchical. There is no way to defense against the abusing behavior
of the higher authorities.
Individualism:
New Zealand is highly individualist where the people are brought up to fulfil their
personal ambition rather than doing task for a team or community. China on the other hand
has a highly collectivist society. The chines people do not work or make decision for
themselves but for their groups.
Masculinity
Both the countries score high in the masculinity dimension. The New Zealanders are
proud of their success. Achievements in both the societies measured by the recognition as
winner. The Chinese workers come to the urban places to work hard so to them the ranking
and recognition are important (Jiang, Gollan & Brooks, 2015).

2CULTURAL DIFFERENCES IN NEWZEALAND
Uncertainty avoidance:
New Zealand scores 49 in uncertainty avoidance dimension therefore, it shows no
preference but for China it is low. Truth in this society can be relative and adherence to law a
regulations are flexible as per the suitability to the actual situation (Moore, 2015). These
people are comfortable with ambiguity.
Long term orientation:
New Zealand scores low in this dimension. It is seen to be a normative country.
People in this societies tend to establish absolute truth. The people in this society show great
respect for their traditions and focus to achieve quick results. On the contrary the Chinese
employees believe in the pragmatism. They believe that the truth depends on the time,
context and situation these people have abilities to adapt traditions quite easily with the
changed condition. They achieve results through their strong propensity to invest and save
(Stahl et al., 2017).
Indulgence:
In this dimension, China scores very low which means the society is highly restraint.
The society tends to be cynic and pessimist. In contrast to the indulgent society, the society of
China do not pence much time for leisure. They tend to control gratification of inner desires.
The people of New Zealand possess a positive attitude therefore, have tendency towards
optimism.
Issues:
Chinese managers regard age and experience to be important and use them to show
authority. Hence a young New Zealander employee may be denied instead of being right thus
gradually get frustrated. Individualism issues can occur when assigned for a group task, the