published_or_final_version / Business Administration / Master / Master of Business Administration

by Onda, Shigejiro. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaf [52]). / Chapter I --- Introduction --- p.1 / Chapter II --- Methodology --- p.3 / Chapter III --- Background of the Target Company --- p.4 / Chapter IV --- Description of the Operations --- p.5 / Workers --- p.6 / Each Section at the Cebu Factory --- p.5 / Chapter V --- Manufacturing Processes --- p.9 / Vanguard --- p.9 / Mensou and Henkei --- p.11 / Engraving --- p.13 / Chapter VI --- Problems Identified --- p.16 / Delays --- p.16 / Material Management --- p.20 / Quality Control --- p.21 / Chapter VII --- Recommendations --- p.24 / Scheduling and Control --- p.24 / Material Control --- p.27 / Organizing Materials --- p.33 / Partnerships with Suppliers --- p.34 / Partnerships with Subcontractors --- p.38 / Minimizing Setup Time --- p.40 / Quality Control --- p.42 / Chapter VIII --- Conclusions --- p.45 / Appendix / References

by Huang Zilong, Mok Gar Lon Francis, Yip Kin Keung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 66-67). / Introduction / Forward --- p.1 / Methodology --- p.3 / What is Process Management --- p.4 / Definition of process --- p.4 / An overview of process management --- p.5 / Goals of process management --- p.6 / Benefits of process management --- p.6 / Process Assessment --- p.7 / Process Analysis --- p.12 / Process Improvement --- p.16 / Process Assessment Tools/Techniques --- p.18 / Process Analysis Tools/Techniques --- p.19 / Different Performance / Process Improvement Tools --- p.20 / TQM --- p.20 / IS09000 --- p.20 / Business Process Reengineering --- p.20 / Process Management --- p.21 / Comparison --- p.22 / Company Experience with Process Management --- p.23 / IBM experience --- p.23 / Background --- p.23 / Methodology --- p.24 / Current development --- p.26 / MTRC experience --- p.28 / Background --- p.28 / Methodology --- p.29 / Current development --- p.31 / Application of Process Management at CRC --- p.32 / Background --- p.32 / History of merging --- p.32 / Restructure --- p.33 / Difficulties encountered --- p.34 / Current Situation analysis --- p.36 / Structure --- p.36 / Practices --- p.38 / Human issues --- p.41 / Attitude --- p.41 / Motivation --- p.43 / Knowledge and Skills --- p.43 / Selecting the key process --- p.43 / Customer Service --- p.44 / Purchasing Management --- p.44 / Process Assessment --- p.44 / Process Analysis --- p.49 / Process Improvement --- p.58 / Key learning / Conclusion / Further discussion --- p.61 / Management Issues --- p.62 / Human Issues --- p.63 / "Integrating TQM, Process Management and BPR" --- p.64 / References --- p.66 / Appendices / Appendix I An example of Process Map / Appendix II Retail Information & Management Systems

Pang Chun-bor. / Summary in Chinese. / Thesis (M.B.A.)--Chinese University of Hong Kong. / Bibliography: leaves 97-99.

This study is an examination of the hypothesis that selected contemporary American novels offer vivid illustrations of modern problems and practices of management as seen in business and industry. Too often, university management courses treat management processes as isolated cases in limited and static settings. Novelists, on the other hand, treat these same processes in a broader context and often deal quite subtly and perceptively with everything from the mammoth corporation to the single proprietorship. Students proposing to become businessmen, therefore, should benefit from this novelistic perspective so frequently overlooked.

by Chan Kong Wah. / Bibliography: leaves 112-115 / Thesis (M.Ph.)--Chinese University of Hong Kong, 1983

by Lee Sai-yin, Patrick, Wong Kim-man. / Bibliography: leaves 173-174 / Thesis (M.B.A.)--Chinese University of Hong Kong, 1985

by Mok Shun-ha, Shirley and Lau Kim-Tim, Brian. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1990. / Bibliography: leaves 156-160. / table of contents --- p.ii / acknowledgement --- p.v / list of illustrations --- p.vi / list of tables --- p.vii / Chapter I. --- introduction --- p.1 / General Organization of the MBA Research Project --- p.1 / Broad Problem Area --- p.2 / Preliminary Data Collection --- p.3 / Initial Literature Survey --- p.4 / Problem Definition --- p.5 / Chapter II. --- methodology --- p.6 / Research Design --- p.6 / "Type of Investigation and Purpose of ""study" --- p.6 / Study Setting --- p.6 / Extent of Researcher Interference with the study --- p.7 / Unit of Analysis --- p.7 / Time Horizon --- p.8 / Data Collect ion Method and Process --- p.8 / Interviewing --- p.8 / Observational Survey --- p.9 / Chapter III. --- LITRERATURE SURVEY & A CONCEPTUAL FRAMEWORK TOR ANALYSIS --- p.10 / Literature Survey --- p.10 / Organistional Adaptation --- p.11 / Planned Organisational Change --- p.13 / Chinese Style of Management and Organization Behavior --- p.15 / Development of a Conceptual Framework for Analysis --- p.15 / External Environment --- p.17 / "Transactional, Contextual and Enacted Environment" --- p.17 / Environment Dimensions --- p.18 / The Change Relationship Between an organisation and its External Environment --- p.20 / Internal Environment --- p.20 / The Technological Approach --- p.22 / The Behavioral Approach --- p.23 / Expectancy-valence Theory of Motivation --- p.25 / Resistance to Change --- p.25 / "Personalism and ""Face""" --- p.27 / Management Training --- p.28 / The Structure Approach --- p.29 / Structural Dimensions of Organizational change --- p.31 / Structural Characteristics of Chinese Organizational Culture and Management style --- p.32 / Power Distance and Centralization --- p.34 / Process of Organizational Change --- p.37 / The Integrative Model --- p.37 / Chapter IV. --- COLLECTED --- p.39 / Ccmpany Background --- p.39 / The informal Production Agreement Between Company DR and Canpany CH --- p.40 / The Internal Organization of Company CH --- p.42 / The Internal Working of Ccmpany CH --- p.44 / Lack of Specific Cammunication Channel and Work Procedure --- p.44 / The Influence of Personal Relationship --- p.46 / Informal Communicaion...............: --- p.47 / Lack of Co-ordination Among Department --- p.47 / Centralized Decision-Making Powers --- p.47 / The Importance of Seniority --- p.48 / The Producer Mentality --- p.49 / Change in Ownership of Company DR --- p.50 / The Change Process and Efforts of Company CH --- p.55 / Resistance to Change --- p.57 / Individual Resistance to change --- p.57 / Organizational Resistance to Change --- p.60 / Chapter V. --- ANALYSIS AND INTERPRETATIONS --- p.62 / External Environment --- p.62 / External Transactional Environment --- p.62 / The External Contextual Environment --- p.62 / The External Enacted Environment --- p.63 / The Fit Between the Organzation and its External Environment --- p.65 / The Internal Environment --- p.68 / The Technological Approach --- p.68 / The Behavioral Approach --- p.69 / Low Motivation to Change --- p.70 / Resistance to Change --- p.71 / "Personalism and ""Face-Giving""" --- p.73 / Producer Mentality --- p.74 / Management Training and Development --- p.75 / Change Strategy --- p.76 / The Structural Approach --- p.77 / Structural Dimensions for Organizational Change --- p.77 / The Positive and Negative Cultural Considerations of the Structural Dimensions --- p.79 / Familism and owners' interests --- p.79 / Informality and efficiency --- p.80 / Power Centralization and the facilitation of intended organizational changes --- p.82 / General Analysis on the Change Efforts --- p.84 / Process of Organizational Change --- p.87 / Chapter VI. --- CONCLUSIONS AND IMPLICATIONS FOR MANAGERS --- p.88 / An Organization's Strategic Relationship with its External Environment --- p.88 / Blending of Two Cultures within the internal Environment --- p.91 / Formalization and Standardization --- p.92 / Input and Output Control --- p.93 / Strategic Consideration for Centralization --- p.94 / The Importanceof Planning for Change --- p.96 / APPENDIX / Chapter Appendix 1 : --- Good Manufacturing Practices --- p.98 / Chapter Appendix 2 : --- FDA's Requirement Checklist --- p.119 / BIBLIOGRAPHY --- p.156

by Gerald Fong Chung-Leung and Harmon Lo Wai-Chuen. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES/LIST OF FIGURES --- p.v / ACKNOWLEDGEMENTS --- p.vi / Chapter I. --- INTRODUCTION --- p.1 / Overview --- p.1 / Case --- p.1 / Objective --- p.2 / Analytical Framework --- p.3 / Methodology --- p.5 / Literature Review --- p.6 / McGregor's Theory X and Theory Y --- p.7 / Maslow's Need Hierarchy Theory --- p.8 / Herzberg's Two Factor Theory --- p.9 / Hofstede's Four Dimensional Model of Cultural Difference --- p.10 / Chapter II. --- CULTURAL CHARACTERISTICS --- p.12 / National Culture --- p.12 / Japan --- p.13 / South-East Asian Countries --- p.14 / Organizational Culture --- p.16 / Japanese Organization --- p.16 / South East Asian Chinese Organizations --- p.21 / Chapter III. --- CASE STUDY --- p.25 / Management Practices of NCS --- p.25 / Management Effectiveness of NCS --- p.29 / Questionnaire --- p.29 / Demographic --- p.31 / Life time employment --- p.33 / Job Satisfaction Level --- p.34 / McGregory's Theory X and Theory Y --- p.36 / Maslow's Need Hierarchy Theory --- p.37 / Herzberg's Two-Factor Theory --- p.37 / Corporate Effectiveness --- p.38 / Chapter IV. --- CONCLUSION --- p.42 / Adoption of Japanese Management Style in NCS --- p.42 / Limitation --- p.45 / Management Implication --- p.46 / Recommendation --- p.47 / APPENDICES / BIBLIOGRAPHY

Made available in DSpace on 2015-12-03T18:33:16Z (GMT). No. of bitstreams: 1 Clodoir_Gabriel_Vieira.pdf: 1123012 bytes, checksum: 7c74f0cab08816d281791b7b8daa018e (MD5) Previous issue date: 2015-08-18 / This research, based on qualitative analysis, proposes to investigate the relationship between the shareholder management and value creation, seeking to collaborate with the Business Administration studies. Therefore, the Harisson et al. (2010) model considered, raising a discussion around the influence of management for value creation. The specific goals of this work are: (a) expanding the proposed model by Harisson et al. (2010), evaluating its applicability in the Brazilian scenario, focusing on the supplier stakeholder management; (b) analysing a real case, which is recognized as a successful one, towards the relationship of company and stakeholders; (c) Demonstrating how an Information Technology (IT) company focused on supplier can apply the model of Harison et al. (2010) model, looking to increase its competitive advantage by managing the stakeholders; (d) raising propositions about the theme for future development by other researchers. This investigation was made by studying the case focused on the supplier stakeholder, i.e., that one interested in optimizing its clients' business as a way to guarantee the relationship continuity for supplying products. The perspectives of members from the company used for this research, such as the President, Finance Director, Sales Director, and supplier, considered along this work. From these interviews, relevant data created for using in this research / Esse estudo, de natureza qualitativa, se prop??s a investigar como se d?? a rela????o entre a gest??o de stakeholders e a cria????o de valor, buscando contribuir para os estudos do campo da Administra????o. Para isso, foi considerado o modelo de Harrison et al. (2010), que prop??e uma discuss??o se a gest??o do stakeholder gera valor. Os objetivos espec??ficos deste estudo s??o: (a) aprofundar o modelo proposto por Harrison et al. (2010), avaliando sua aplicabilidade ?? realidade brasileira, com ??nfase na gest??o do stakeholder fornecedor; (b) analisar um caso real, na rela????o empresa e stakeholders; (c) investigar como uma empresa do setor tecnologia da informa????o com foco no fornecedor pode aplicar o modelo de Harrison et al. (2010), para aumentar sua vantagem competitiva por meio da gest??o de stakeholders; (d) levantar proposi????es sobre o tema, que possam ser testadas por outros pesquisadores. A investiga????o foi realizada por meio de um estudo de caso com ??nfase no stakeholder fornecedor, ou seja, aquele que se interessa pela otimiza????o1 dos neg??cios de seus clientes como forma de garantir a continuidade do fornecimento de seus pr??prios produtos. Participaram desse estudo stakeholders integrantes da empresa, quais sejam: diretor presidente; diretor financeiro; diretor de vendas; e fornecedor. Estas entrevistas geraram dados para a elabora????o do presente estudo