Thesis (M.P.A.)--University of Hong Kong, 2005.

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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.

published_or_final_version / Public Administration / Master / Master of Social Sciences

Thesis (M.P.A.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 96-101).

Thesis (M.B.A.)--University of Hong Kong, 1996. / Includes bibliographical references (leaf 183-189).

Thesis (M.B.A.)--University of Hong Kong, 1996. / Includes bibliographical references (leaves 183-189). Also available in print.

Thesis (M.P.A.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 96-101). Also available in print.

Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2018. / Much debate has been going on about the ability of women to lead in the large organisations around the country. The call for women to be given senior leadership positions appears to have run global as more and more women seek to get into powerful positions. Whilst the population of women is generally higher than that of men, women still remain in small numbers relative to men getting the positions. Research findings do not seem to have agreed on generalisations as to why women remain in few numbers even where they are in the majority. The hotel industry, the nursing field, etc. even in such establishments the number of women in leadership has remained low. Many theories have been advanced, including the allegation that men prefer male leaders to female leaders, women cannot stand pressure in the boardroom, and men stand on the progress of women in organisations. The researcher decided on getting information from subordinates in the organisation on their perception of good leadership as perceived by them. The questions were derived from existing theory on women leaders’ characteristics and standard behaviour for effective leadership. The respondents measured from the Likert scale their perception about certain characteristics deemed to be the strengths of women. This was done to avoid using gender as this would influence some responses to the questions. The findings indicate that not all ‘feminine’ positive attributes are necessarily accepted as leading competencies with some of the male characteristics considered ‘abhor able.’ Convenience sampling, which is a non-probabilistic sampling method, was used in this research study. The benefits of this method are that the individuals are readily available and are easy to recruit. It was easier to distribute the questionnaires to the sample by means of e-mails and clarify issues as they arose.

Thesis (M. Hous. M.)--University of Hong Kong, 2001. / Includes bibliographical references.