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uragement, innovation, competition, confidence, determination and so on.
(A) Three dimensions of Chinese entrepreneurs team distribution
According to the China National Bureau of Statistics, at the end of 1993, there are 72 800 state-owned enterprises, 302 500 collective enterprises, 23 100 private enterprises, a total of 398,400 enterprises. China Enterprise Management Association shows that, only 160 outstanding entrepreneurs were awarded with top entrepreneurs in June 1995, since 1989, there are only 355 business operators were awarded the working models by the State Council in total 3,000 people working models (Liu Shuyi, 1998). Most of these outstanding entrepreneurs concentrated in large state-owned enterprises, a small number of were generated from the collective enterprises, foreign-funded enterprises and private enterprises since the reform and opening up. So we can be divided Chinese entrepreneurs divided into three levels according to growth processes:
First level: entrepreneurs. (Liu Shuyi, 1998), in ‘China's development mode’ features, they can cast a multi-wheel drive system with ‘public ownership dominant and diverse economic sectors develop aside’ principle for China's rapid economic development, it is a strong vitality group. These people have a capacity of entrepreneurs control power, high overall quality, but current with a few quantity;
Second level: Prospective entrepreneur. (Liu Shuyi, 1998), these people have the basic qualities of entrepreneurs, have a certain ability to innovate, such as if they encounter social problems in real life, they can unite all people without compliance, as well as take people’s interests as their own interests. This group has a large number of quantity, but the main defection is they can not well control the changes from market, they lack of feeling about ‘gradual transition’, sometimes they can not practice with market economy mechanisms according to market demand consciously, especially in current global financial crisis, adaptation mechanism and resilience capability are always in a relatively passive position. Ups and downs of Hong Ta Group in the reform and opening up also illustrate the problem. Former general manager of Hongta Group Chu Shijian said, ‘people should not live up high expectation to too much things, don’t need to care so much, they should work done-to-earth, but must have ambition, no ambition with work is tedious. This ambition must be based on something; it can’t be deviated, and should not violate basic morals’.
These large quantities of prospective entrepreneurs have rich experience in production management, have very strong organization and coordination ability, and have strong sense of professionalism and responsibility. As long as they are being cute and proficient in controlling market economy rules and strengthening the learning of laws and regulations, they are be bound to become real entrepreneurs in the near future.
Third level: backup type (reserve) entrepreneurs. (Liu Shuyi, 1998), they are a large number of promising young groups with vitality, high level of knowledge, new ideas, quick thinking, but lack of management experience. It becomes a sense of responsibility to care about them, train them with great concentration in this society. China’s today can light up the beacon on the path of economic development for them, so that they will hold dreams. Therefore, Chinese economy stepping into