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Evaluations to Chinese Public
Evaluating the Managerial Competences of the China Mainland Managers in Public and Private Sectors Based on Competing Values Framework
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102 b
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This book is consisted of 7 chapters. Except §preface, introduction to the Competing Values §Framework and the close words, the rest four §chapters are actually four separated studies based §on Competing Values Framework. In spite of the §separating, they all have the same purpose to §evaluate the managerial competences of China §mainland managers whether they work in private or §public sectors. Chapter 1 is the introduction that §introduces why I write this book. Chapter 2 offers §us a managerial competence evaluation instrument §that will be used in this book. Chapter 3 explores §the phenomenon that the managers with no China§mainland backgrounds often manage more efficiently §and effectively than those China mainland §counterparts. I try to find why the non-mainland §managers use the 24 managerial competences §more efficiently than the China mainland ones in §chapter 4. Chapter 5 focuses on how the Chinese §public leaders and their subordinate public servants §perceive the latter s managerial competences. In §chapter 6, managerial competences of the local §government leaders have been evaluated. Chapter 7 is §a short conclusion to the book.
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