In the contemporary globalized and competitive business environment, the increased number of corporations have expanded the opportunities of growth and development in the business internationalization context. However, operating the business in other countries rather than host country is not easy and carries the vast number of challenges. for one, entering the business into other country requires the owner of enterprise to posses sufficient knowledge regarding to legal regulations, the unique features of the targeted labor market, characters of the current economic and political condition, the traits of the national culture. Hence, these differences between the targeted country and host country demands the international business to carry out certain changes from the previous approach of conducting and managing business, along with some organizational design perspectives, which ensures the more successful opportunities for their business. The national culture is defined as the collective and shared system that profoundly lays the foundations for values, attitudes and behaviors of the members of the society(Hayton.et.al,2002). It is also perceived as the dominated determinant for legal, political, social and economic system of that country. As the result, it is indispensable for business to take national culture as one of critical consideration when they are willing to enter to the international market. For most of international companies, the reasonably sense toward the national culture differences and capability to establish national measurements in the rules, regulations and procedures forms and method to operate the business can enhances the confirmatory for the competitiveness presence within the market(Smith.et.al,1996). This paper will deeply investigate the national culture concepts and introduce several relevant models to assess the national culture of China. Apart from this, the relationship between such national culture of China and organizational design, management practices will be identified and analyzed.