• Refine Query
  • Source
  • Publication year
  • to
  • Language
  • 25
  • 3
  • Tagged with
  • 25
  • 25
  • 25
  • 25
  • 7
  • 7
  • 5
  • 4
  • 4
  • 3
  • 3
  • 3
  • 3
  • 3
  • 2
  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

Managerial styles of Chinese managers in Hong Kong

Yeung, Wing-shun, Vincent., 楊永順. January 1986 (has links)
published_or_final_version / Business Administration / Master / Master of Business Administration
2

Local terms of employment for expatriate civil servants

Butt, Yiu-ming, Brian., 畢耀明. January 1995 (has links)
published_or_final_version / Business Administration / Master / Master of Business Administration
3

A comparison of the conflict behaviour between the Chinese and Westernsenior executives in Hong Kong

Tang Cheung, Fung-yee, Sara., 鄧張鳳儀. January 1985 (has links)
published_or_final_version / Management Studies / Master / Master of Business Administration
4

Quality management system and job satisfaction of supervisors

Fung, Wai-yee, Judy., 馮蕙儀. January 1996 (has links)
published_or_final_version / Business Administration / Master / Master of Business Administration
5

Study of business elite in Hong Kong

Leung, Ka-keung, Edwin., 梁家強. January 1990 (has links)
published_or_final_version / Management Studies / Master / Master of Business Administration
6

Organizational influencing strategies of Hong Kong women executives.

January 1992 (has links)
by Lin Y L Wendy, Cheung Y L Joseph. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.iv / LIST OF TABLES --- p.v / LIST OF APPENDICES --- p.vi / ACKNOWLEDGEMENTS --- p.vii / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 2. --- BACKGROUND OF STUDY --- p.5 / Chapter 2.1. --- The Environment --- p.5 / Chapter 2.2. --- The Literature Review --- p.11 / Chapter 3. --- METHODOLOGY --- p.24 / Chapter 3.1. --- Literature Review --- p.24 / Chapter 3.2. --- Personal Interview --- p.24 / Chapter 3.3. --- The Questionnaire Design --- p.24 / Chapter 3.4. --- Type and Nature of Study --- p.25 / Chapter 3.5. --- Study Setting --- p.25 / Chapter 3.6. --- Time Horizon --- p.25 / Chapter 3.7. --- Unit of Analysis --- p.25 / Chapter 4. --- THE PERSONAL INTERVIEW FINDINGS --- p.26 / Chapter 4.1. --- Influence Over Boss/Superior --- p.26 / Chapter 4.2. --- Influence Over Co-workers --- p.32 / Chapter 4.3. --- Influence Over Subordinates --- p.33 / Chapter 4.4. --- Perceived Sexual Differences --- p.35 / Chapter 5. --- THE QUESTIONNAIRE SURVEY FINDINGS --- p.37 / Chapter 5.1. --- The Questionnaire Survey --- p.37 / Chapter 5.2. --- Analysis of Strategy --- p.39 / Chapter 6. --- "SUMMARY, DISCUSSIONS, AND RECOMMENDATIONS" --- p.47 / Chapter 6.1. --- Summary --- p.47 / Chapter 6.2. --- Discussions --- p.49 / Chapter 6.3. --- Limitations --- p.50 / APPENDCIES --- p.53 / BIBLIOGRAPHY --- p.63
7

The Managerial activities of managers in Hong Kong.

January 1992 (has links)
by Chan, Yee-tim, Ivor. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references (leaves 57-60). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / ACKNOWLEDGEMENTS --- p.vii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / People as a Strategic Resource --- p.1 / Management Practices --- p.1 / Cultural Elements in Forming Strategies --- p.2 / Hong Kong as a Cultural-Mixed Society --- p.3 / Objectives of the Study --- p.4 / Chapter II. --- THEORETICAL FRAMEWORK OF ANALYSIS --- p.6 / Managerial Activities --- p.6 / Prioritising Activities --- p.7 / Theories of Managerial Functions --- p.8 / Theories of Managerial Roles --- p.9 / Corporate Culture --- p.13 / Definition of Culture --- p.13 / Elements of Organisational Culture --- p.14 / Framework of the Study --- p.15 / Chapter III. --- METHODOLOGY --- p.17 / The Sample --- p.17 / The Instrument Used --- p.18 / Variables --- p.21 / Measurement --- p.21 / Analysis --- p.21 / Chapter IV. --- RESULTS --- p.23 / Managerial Activities --- p.23 / The Male and Female Managers' Perception of the Relative Importance of Various Activities --- p.27 / Senior and Middle Managers' Perception of the Relative Importance of Various Roles --- p.30 / Managerial Roles --- p.33 / Management Practices --- p.36 / Statistical Testing --- p.44 / Chapter V. --- DISCUSSION AND CONCLUSION --- p.45 / Managerial Activities in Hong Kong --- p.45 / Management Practices --- p.47 / Conclusions --- p.50 / APPENDICES --- p.53 / Chapter I --- DISTRIBUTION OF QUESTIONNAIRES --- p.53 / Chapter II --- RANK CORRELATION COEFFICIENT --- p.54 / Chapter III --- F - TEST FOR THE TESTING OF DIFFERENCES OF MEAN SCORES OF MANAGEMENT PRACTICES EXISTING IN ORGANISATIONS IN HONG KONG --- p.56 / BIBLIOGRAPHY --- p.57
8

A comparative study of job satisfaction patterns of tool makers & executives

Tam, Yiu-cho., 談耀祖. January 1985 (has links)
published_or_final_version / Management Studies / Master / Master of Business Administration
9

Mission impossible?: the dual accountability of the chief executive of Hong Kong SAR. / CUHK electronic theses & dissertations collection

January 2005 (has links)
The study concludes that the Chief Executive's dual accountability need not be an impossible mission, either from a theoretical or an empirical perspective. That said, the practice of dual accountability must take into account the significance of the liberal notion of accountability that has emerged in Hong Kong. Despite the possibility of further demarcating its functions and roles, the smooth functioning of the office of the Chief Executive depends on the willingness and the ability to negotiate solutions between the contending parties. It also depends on the participants to internalize the values in both responsiveness and responsibility. (Abstract shortened by UMI.) / This dissertation examines the dual accountability of the Chief Executive of the Hong Kong Special Administrative Region in the People's Republic of China. As stipulated in Article 43 of the Basic Law of the Hong Kong Special Administrative Region, the Chief Executive "shall be accountable to the Central People's Government and the Hong Kong Special Administrative Region...." The Basic Law, thus, creates a situation where one agent serves two principals, while raising a theoretical question for the liberal notion of political accountability. With its emphasis on sanction as the indispensable tool for reinforcing responsiveness, the liberal notion of political accountability implies that one agent cannot possibly serve two principals, unless the two principals seek identical goals and conceptualize the role of agent in the same way, and exercise sanctioning powers with full agreement. The dual accountability experiment hence puts the logic and limits of the liberal accountability theory to the test. / This study begins with the assumption that the Chief Executive's dual accountability is an impossible mission, as liberal accountability theory would imply. In searching for a remedy, different connotations and models of accountability are examined, the politico-legal framework of the office of the Chief Executive is reviewed and the dynamics among the competing, players---the people in the Hong Kong SAR and the Central People's Government as the principals, and the Chief Executive as the agent---are analyzed. The possibilities of the construct are then evaluated and remedies to it deliberated. / Poon Kit. / "August 2005." / Adviser: Kuan Hsin-chi. / Source: Dissertation Abstracts International, Volume: 67-07, Section: A, page: 2746. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2005. / Includes bibliographical references (p. 230-236). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstract in English and Chinese. / School code: 1307.
10

The "accountability" system of the HKSAR Government a misnomer for thepolitical officials "incapability" system

Mo, Wai-ying, Brenda., 巫惠英. January 2005 (has links)
published_or_final_version / Public Administration / Master / Master of Public Administration

Page generated in 0.1093 seconds