The Different Managerial Efficiency and Effect in Chinese Manufscturing Enterprises* A positive study in suznou District of HOW the China's Mainland Managers and the Non-mainland Managers Use Their Managerial Competencies Based on Competing Values Fr

摘要

Since adopting the open policy, China has witnessed a dramatic increase in the number of international joint ventures in recent years. Consequently, multi-national managers with varied country's backgrounds have being poured into the nation, which highlighted the phenomenon that the managers with no China's mainland backgrounds often manage more efficiently and effectively than those China's mainland counterparts. The phenomenon is being hotly discussed, researched, but no rooted causes can be discovered in a scientific way. This paper deplores the phenomenon by a positive study in Suzhou district based on the Competing Values Framework developed by Quinn, et al, and some deep causes have been discovered that China's mainland managers manage less effectively than those non-mainland managers is because they lack some kind of managerial competencies or they can not use some kind of managerial competencies in a proper way in everyday entrepreneur life than those non-mainland counterparts, which calls for our mainland managers to use the managerial competencies properly when they work in an enterprise, otherwise, their management performance and effect will still keep in a wrong track.