Since time immemorial, human beings have been communicating through a multitude of channels, expressing themselves in different languages, sharing ideas and discovering faraway foreign cultures. However it seems that, despite all these new developments and technologies wherein, communication is made easier and more effective, some rules have to be considered as far as cross cultural communication is concerned. Indeed, Geert Hofstede has highlighted five dimensions of cultural differences providing us with a better understanding of the culture itself and thus also allowing us to communicate in a more efficient manner. The country under consideration in this dimensional era is New Zealand. First and foremost, New Zealand is said to have a low power distance. This results in the hierarchical structure in the country being less strong thereby preferring a more egalitarian system. Following this concept, New Zealanders place and base values on independence and integrity. In this situation, the employee can be expected to have his/her say in decision making and serve in the capacity of a consultative leader. In this role as a consultative leader, the employee can participate in settlements throughout the business cycle. Nevertheless, most of the decisions are individually made especially in conditions where the management is authoritative and competition among the employees is current.
[...] H., Pecotoch, A. et al. Helsen, K. (2008). Cultural environment: Hofstede's classification scheme. (Second Asia-Pacific Edition). International Marketing (p140-141) John Wiley & Sons Australia, ltd. [...]
[...] (Wright, 2009), (Nouvelle Zélande) As far as Hole's context model is concerned, New Zealand is said to be a low context culture. Indeed, New Zealanders are expected to express themselves directly, even if sometimes they can be seen as crude or rude people. To them, the message is more important than the way it is transmitted and therefore very little is embedded in the context or in the participants. They speak assertively, tackle matters or hardships they meet and are not afraid of engaging in a conflict if necessary. [...]
[...] As far as decisions and incentives are concerned, they are both delegated to the individual. They consider society not as something as above them but as a collection of individuals.(Wright, 2009) Besides, community is judged by how it assists the individuals' interests. They appear to be self confident, decision- makers and rely upon their own efforts and hard work rather than the others. They achieve alone and assume personally responsibilities. In business, they aim at quick deals, focused on the “here and now” rather than the “there and then”. [...]
[...] Thus, first of all we can assert that New Zealand is a Universalist country. Universalism is the degree to which people believe that various ideas and practices can be effective in all circumstances. Indeed, Universalist cultures believe that they can apply appropriate rules and standard for everyone in every situation. Universalists tend to use contracts, formal systems and procedures in order to convey what they expect from others. (Wright, 2009) Furthermore, we may notice that everyone tends to be treated in the same way; thus New Zealanders hate people considering themselves as superiors even if it's obviously true, and in order to manage it, they are said to resort to the “tall poppy syndrome” that is to say that they would get someone down if he or she try to stand out too much from the group. [...]
[...] Since people achieve in groups they would take join responsibilities and share the reward. (Wright, 2009). Moreover, having established common goals they would rely on standardized guidelines, always put their team before themselves, and respect the social norms and their loyalty towards each member of the group. (Cross Cultural Understanding, 2006) According Status In every society, communities or groups we found a place, give the individual a status. We obtained this status depending on what we do (achievement) or what we are (ascription). [...]
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