Chapter 7 is a short conclusion to the book. 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. Chapter 3 explores the phenomenon that the managers with no China mainland backgrounds often manage more efficiently and effectively than those China mainland counterparts. 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. In chapter 6, managerial competences of the local government leaders have been evaluated. Chapter 2 offers us a managerial competence evaluation instrument that will be used in this book. Chapter 1 is the introduction that introduces why I write this book.
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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