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G.F. 324
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significant number of small businessmen were more progressive and more enterprising than at first sight appeared.
This was
because they were often unable to finance serious development
from within their own resources and could not get outside support. On the whole firms tended to follow the family type of firm pattern but the practice of floating a public company was perhaps growing.
5.
The University had a considerable interest in using small surveys both as a teaching tool and for acquiring general information. Everybody agreed that schemes such as, for example, inter-firm comparative performance reports would be all but impossible because of the assumption that in Hong Kong no matter what precautions were taken it would be possible to identify particular firms. In addition management tended to be perhaps somewhat more secretive even for inoffensive information than would be the case in, say, Britain or America. Folytechnic Flanning Committee
6.
On Wednesday 29 October a formal meeting was held with the Polytechnic Planning Committee. A full record of that meeting including the business preceding Mr. Marsh's session, is available. The session was short but comparatively intensive. Its main purpose, which appears to have been successfully achieved, was to introduce to the Members of the Committee (half of whom are
senior officials and half non-officials) a whole range of new ideas and starting points rather than to settle any particular
issues.
Informal Meetings
7.
Informal meetings with S.F. Bailey were held on Tuesday 28 October, Wednesday 29 October, Thursday 30 October and Friday 31 October. In addition a luncheon was organised by Mr. P.Y. Tang, Chairman of the Polytechnic Planning Committee, at which a number of interested parties were present and some very general matters discussed across the table.
8.
Once again most of these informal discussions were useful because they produced ideas and starting points mainly in relation to the types of person needed firstly for staffing and secondly for advisory and similar services.
9.
it
J
Being
dded by TETOR.
On staffing it seemed probable that if a salary anywhere in the region of a Vice-Chancellor's salary or four-fifths of
were offered, it would be possible to obtain a very good man as Principal or Director of the Polytechnic. There was of course always a case for aiming at a man who already had much experience of running an existing institution; but as the Polytechnic field in its present form is a relatively new development and as the / Hong Kong...
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