Zhejiang Shipping Management System Management Capabilities And Human Resource Development

This study focused upon the model of managerial competence in transportation organizations and its relationship with organizational effectiveness, based on human resource management of the Zhejiang transportation system. We found that team culture and career development played an important role in developing and maintaining managerial competence. This provided some evidence for further research on managerial competence in Chinese transportation administration.Data were collected using semi-structured interviews, questionnaires, and case analysis. The results of studies confirmed most of hypotheses. The main findings are shown as follows:1. The main components of organizational managerial competence are leadership ability, team coordination ability, strategic management ability and innovation management ability. Team culture composes of team management, team satisfaction, continuous commitment and responsibility. Career development includes career skill, career promotion, career condition. Organizational performance is composed of task performance and contextual performance.2. Administration managers thought that managerial competence, such as policy making skills, question-making, team coordination, technological skills, quality management, played an important role in achieving their tasks.3. We found that most of managerial competence were related with organizational performance(including task performance and contextual performance), team culture, and career development.4. Task performance is affected by leadership, team management, innovation and strategic ability, contextual performance by team management, innovation and strategic ability. Team culture and career development had significant effects on managerial competence.5. Managerial competence significantly differed on different demographic factors. Leadership and innovation ability differed on most demographic factors, team management on job levels & classification, gender, strategic management on every demographic factors except age, job classification and gender.6. We found that almost managerial competence were significantly interacted with those background factors. As an example, all demographic factors interacted leadership competency.