Management Capability of Governmental and Non-Governmental Organizations Chief Executive: A Case study of the year 2005 fourth course on the New Wave Leader of Thai bureaucracy

Abstract

This study describes about management capability of chief executive at both levels of the governmental and Non-Governmental Organizations in the year 2005 fourth course on the New Wave Leader of Thai bureaucracy, using 26 attendants who gave in-depth interview between February 28^th and March 31^st, 2005. Focuses of the study consisted of self-control, human relationship, work potential, and social relationship.

Self-control, which is a basic need for confounded CEO's work, needs to have moral manners of systematic thinking, positive thinking, strategist, creativity, and accountability. Human relationship involves socio-cultural working environments: having moral incentive; having expertise in job plan and organization: fact-finding and figuring: change management; and stopping to learn and listen. Work potential is a main part of capacity building of the organization and individuals. Its productivity bases on developed potential staff, who can read a lot of books, work spiritually with value-added creation. team building, royalty and regulation, and Buddhisms dogmas of deep and broaden workload. Moral is an important element of social relationship that is required for the people to have positive aim of living, competitive advantage, and comparative advantage.