This paper is based on the findings of a combined field research study and historical-comparative research analysis. It was undertaken by the researcher during 2003/2004, whilst working for a State Owned Enterprise (SOE) engaged in tertiary visual arts education, in South East China. The research focuses on the premise that Chinese cultural values shape the decision-making process, inter-personnel communication and relationships within a Chinese visual arts organization; specifically in terms of decision making, conflict management and consensus. Three significant characteristics dominated the research findings: a strong adherence to a vertical chain of command (VCC), highly restrictive and controlling forms of information sharing, and a strong dependence and emphasis on relationships. These characteristics are considered by the researcher to reflect the strong contextual framework in which the Chinese arts manager operates, and suggest a direct link to traditional Chinese cultural values.