Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor | Department of Management | en_US |
| dc.creator | Fan, Chi-ming Paul | - |
| dc.identifier.uri | https://theses.lib.polyu.edu.hk/handle/200/4003 | - |
| dc.language | English | en_US |
| dc.publisher | Hong Kong Polytechnic University | - |
| dc.rights | All rights reserved | en_US |
| dc.title | The impact of the organization changes on the Hong Kong Trade Development Council China Section and the conflicts caused by the changes | en_US |
| dcterms.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. | en_US |
| dcterms.extent | vi, 95 leaves : ill. ; 30 cm | en_US |
| dcterms.isPartOf | PolyU Electronic Theses | en_US |
| dcterms.issued | 1994 | en_US |
| dcterms.educationalLevel | All Master | en_US |
| dcterms.educationalLevel | M.B.A. | en_US |
| dcterms.LCSH | Hong Kong Trade Development Council | en_US |
| dcterms.LCSH | Organizational change -- China -- Hong Kong -- Case studies | en_US |
| dcterms.LCSH | Hong Kong Polytechnic -- Dissertations | en_US |
| dcterms.accessRights | restricted access | en_US |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| b11525435.pdf | For All Users (off-campus access for PolyU Staff & Students only) | 2.75 MB | Adobe PDF | View/Open |
Copyright Undertaking
As a bona fide Library user, I declare that:
- I will abide by the rules and legal ordinances governing copyright regarding the use of the Database.
- I will use the Database for the purpose of my research or private study only and not for circulation or further reproduction or any other purpose.
- I agree to indemnify and hold the University harmless from and against any loss, damage, cost, liability or expenses arising from copyright infringement or unauthorized usage.
By downloading any item(s) listed above, you acknowledge that you have read and understood the copyright undertaking as stated above, and agree to be bound by all of its terms.
Please use this identifier to cite or link to this item:
https://theses.lib.polyu.edu.hk/handle/200/4003