These dimensions were developed after conducting a study at IBM. These four dimensions help understand workplace behavior. Taking the example of New Zealand and China, the comparison can be made for Hofstede's (Eileen Crawley) four dimensions. The power distance is 80 in China and 22 for New Zealand. In China, society accepts inequality and believes that power is centered on top management, but in New Zealand hierarchies are structured only for convenience, there is an informal relationship between managers and employees. New Zealand has a score of 79 and is known as an individualistic culture; here people are attentive to themselves and self-sufficient in their work. China with a score of 20 is a collectivist country. People prefer to act according to the interests of the group (family) and because of this there is always distorted behavior. Both China and New Zealand are male societies with a score of 58 and 68 respectively. Both these societies work towards their goal and the success of the same. China has a low uncertainty avoidance score of 30 and New Zealand has an intermediate score of 49. This reflects the importance of rules and regulations to control risk in society. Long-term or short-term orientation was another concept added to Hofstede's study. New Zealand has a low score of 33, implying that people are more focused on achieving quick results and saving less for the future. China has a high score of 87, implying that it is a very pragmatic culture. ("Greetings-