|Author:||Fan, Chi-ming Paul|
|Title:||The impact of the organization changes on the Hong Kong Trade Development Council China Section and the conflicts caused by the changes|
|Subject:||Hong Kong Trade Development Council|
Organizational change -- China -- Hong Kong -- Case studies
Hong Kong Polytechnic -- Dissertations
|Department:||Department of Management|
|Pages:||vi, 95 leaves : ill. ; 30 cm|
|Abstract:||With the importance of China to Hong Kong approaching 1997 and China being Hong Kong's largest trading partner, China market is surely the top priority market among other countries of the world for Hong Kong to break into. The Hong Kong Trade Development Council (HKTDC) China Section needs to re-organize the structure in order to cope up with the expanding market. Under the significant changes in organization structure, the number of staff in HKTDC Head Office is greatly increasing. Some officers are needed to be posted in HKTDC Mainland Offices. On the other hand, regular training programme and on-the-job training are conducted for China counterparts including government officials and managers of enterprises. Due to different in working style, communication, culture, norm and value, conflicts on both parties are being created. Deviants tend to irriate and embarrass them and make them uncomfortable. Consequently, scheduled project is deferred and morale of staff and quality of works are eroded; the entire operation in China Section is degraded to a certain extent. A survey has been conducted with 13 officiers from TDC Head Office and Mainland China to look into the problem of conflicts and also the conflict management. Some details recommendation for future development to resolve the intergroup conflict among local staffs and Mainland China trainees at HKTDC China Section are presented.|
|Rights:||All rights reserved|
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