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Palgrave Macmillan

How Chinese Managers Learn

Management and Industrial Training in China

  • Book
  • © 1992

Overview

Authors:
  1. Malcolm Warner

    1. Fellow of Wolfson College, Cambridge, UK

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Part of the book series: Studies on the Chinese Economy (STCE)

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Table of contents (8 chapters)

  1. Front Matter

    Pages i-xv
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  2. Introduction and Background

    1. Front Matter

      Pages xvii-xviii
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    2. Introduction: Setting the Scene

      • Malcolm Warner
      Pages 1-11

    3. The Economic Background of Chinese Management

      • Malcolm Warner
      Pages 13-22

    4. The Infrastructure of Chinese Management Training

      • Malcolm Warner
      Pages 23-34

  3. Management, Education and Training in China

    1. Front Matter

      Pages 35-35
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    2. Senior Executive Training in China

      • Malcolm Warner
      Pages 37-58

    3. China’s University-Level Management Schools

      • Malcolm Warner
      Pages 59-84

    4. Industrial Training in Selected Chinese Enterprises

      • Malcolm Warner
      Pages 85-99

  4. Comparisons and Conclusions

    1. Front Matter

      Pages 101-101
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    2. Comparisons with Other Countries

      • Malcolm Warner
      Pages 103-142

    3. Summary and Conclusions

      • Malcolm Warner
      Pages 143-159

  5. Back Matter

    Pages 161-211
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Keywords

About this book

How do Chinese managers learn to do their job? Management training has become a vital necessity for China under the economic reforms. This book, based on empirical study of the institutions involved, is the first to examine in depth the industrial and management training in China. It covers the period 1979 to 1989 during the 'Open Door' policy operated by the government. A period marked by the modernization attempts of industry.

Authors and Affiliations

  • Fellow of Wolfson College, Cambridge, UK

    Malcolm Warner

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