by Leung Sze Man Evon. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 51-54). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.v / ACKNOWLEDGEMENTS --- p.vi / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Aims of the Study --- p.1 / Rationale of the Study --- p.3 / Organization of the Study --- p.4 / Chapter II. --- MANAGEMENT IN CHINA --- p.5 / Chapter III. --- CROSS-CULTURAL DIFFERENCES -LITERATURE REVIEW --- p.8 / What is Culture ？ --- p.8 / Two School of Thoughts Concerning Managerial Performance --- p.10 / The Practical School of Thought --- p.10 / The Cross-Cultural School of Thought --- p.11 / Conclusion --- p.13 / Chapter IV. --- CULTURAL NOVELTY BETWEEN HONG KONG AND CHINA --- p.14 / Hofstede's Four Dimension Model --- p.16 / Power Distance --- p.16 / Uncertainty Avoidance --- p.17 / Individualism versus Collectivisim --- p.18 / Masculinity versus Femininity --- p.20 / Conclusion --- p.21 / Chapter V. --- HYPOTHESIS --- p.22 / Environment --- p.23 / Customer --- p.24 / Staff --- p.25 / Government and Regulations --- p.26 / Conclusion --- p.27 / Chapter VI. --- METHODOLOGY --- p.28 / Chapter VII. --- FINDINGS AND DISCUSSION --- p.32 / Reasons for Poor Reponse Rate --- p.33 / The Nature of the Consumer Market in PRC --- p.33 / Modification of the Hypothesis --- p.36 / The Actual Practice of Companies in Selecting and Deploying Managers --- p.38 / What Kind of Managers are Culturally Most Appropriate to be Deployed to PRC ？ --- p.41 / Conclusion --- p.44 / Chapter VIII. --- CONCLUSION --- p.45 / APPENDIX --- p.48 / BIBLIOGRAPHY --- p.51