Chinese companies have clearly defined their goals, aspirations, role, taking into account everything that involves economic reforms and its desire to be incorporated into the World Trade Organization. Maintain a continuing interest in the care market behavior, their needs, consumers and threats, plus take advantage of new economic openings, alliances that allow venture beyond its borders. Take into account what gives us the University of Knowledge Wharton newsletter, that as Chinese companies are increasingly interested in strengthening their capacity to compete in the global economy, they meet a new challenge: to develop international experience. One way is to go to Western executive education programs. Business education to managers who are used in the developed world is a relatively recent phenomenon for firms in China. It was not until 1979 when China, under the leadership of Deng Xiaoping, took the first steps toward free market.
A person with a long-term vision on the participation of multinationals and Western universities in coordinating programs for Chinese managers is Denis Simon, director and vice president for academic affairs of the Levin Graduate Institute of New York City, owned by State University of New York (SUNY). Simon, former dean of the Lally School of Management and Technology at Rensselaer Polytechnic Institute, has worked in training programs for Chinese executives for 25 years “In China, business education began in the mid-nineties,” says Hobbs Liu, director of Executive Education at the China Europe International Business School (CEIBS) in Shanghai, which provides programs MBA and executive education and is funded by the Shanghai Municipal Government and the European Union. “We were the pioneers in introducing Western business studies in China.” Importantly, as the bulletin says, the executive education market is thriving today because Chinese companies have much to learn in order to compete globally.
“The Chinese managers need a bit of everything, from strategy to marketing and finance,” said Liu, noting that CEIBS has worked with Wharton and other leading business schools in joint executive programs. “They’re thirsty.” Director of executive programs in the area of Wharton Executive Education, which also manages relationships with key customers in India and China, agrees with this view. “The management training is a relatively recent phenomenon in China,” he continues, “and there is some excitement around it.” As Liu points out that Chinese managers are seeking training at different levels. “We found, on one level, the need for functional programs, and other programs for senior management in order to meet the challenges of operating in a global market,” he says. “Chinese companies have been very successful in their market. But if they want to expand outside their borders, need access to people who are doing business around the world. Conclusion There is definitely a lot to consider organizational behavior, modus operandi of Chinese companies and of these guidelines are available that analyzed according to the characteristics of our culture could give feedback still some weaknesses that are manifested in the domestic firms, especially in relation to commitment, productivity, performance, quality.