societal level, managers rated the corresponding scale, Family Collectivism, much lower (3.67). It appears that New Zealanders are more comfortable expressing pride in others’ achievements and developing loyalty in the work setting than in the family arena. The lowest rating scale for all firms was Gender Egalitarianism (2.26 - 3.01). These low scores indicate a strong male orientation, particularly in the food industry. The scores are lower than the societal level rating for this dimension (3.22). The telecommunications managers rated Uncertainty Avoidance slightly higher than the food and finance managers (4.49 compared with 4.38 and 4.32). They also sought a larger reduction in Uncertainty Avoidance than the other two industries (“Should Be” score of 3.81,
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26compared with 4.38 and 3.98 for Food and Finance). The telecommunications sample included managers from Telecom New Zealand, the largest listed company in New Zealand and the privatised descendant of the old New Zealand Post Office. This firm is actively seeking to become more responsive and less bureaucratic. The sample also included a number of smaller entrepreneurial companies, new to the New Zealand market. The standard deviation for this scale (1.25) was the highest of all the organisational culture scales, and this may be a function of this spread of companies. Some managers (perhaps from the smaller companies) saw themselves as operating in a relatively unstructured context, tolerating very high levels of uncertainty, while others considered the degree of structure, control and rules to be quite high. All three industries sought significant increases (in excess of one standard deviation) in Performance Orientation, with telecommunications managers wanting the biggest shift (from 4.56 to 5.91). Similarly, all three industries wanted to increase their level of Future Orientation, with telecommunications managers again wanting the biggest change (from 4.33 to 5.51). These desired changes are coupled with a desire to reduce Humane Orientation. In terms of cultural shift, all three industries are looking to extend their planning horizon, and seek greater performance improvements while reducing the level of friendliness, sensitivity to others, and tolerance for mistakes. All three industries want to markedly increase the level of Organisational/Group Pride and Loyalty (by more than one standard deviation). For all three industries, this “Should Be” scale was rated highest out of all the cultural scales (with means ranging from 5.96 to 6.11). The low standard deviations suggest a high level of agreement among the respondents. In light of the desired reduction in Humane Orientation, this suggests a shift towards recognising and valuing people more on the basis of their ability to contribute to the group, than for their essential humanity.
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