Introduction:-Roaring Dragon Hotel, a state owned enterprise, was one of the reputed 3 start hotels in China. Hotel International was given the responsibility to run the hotel. Background:-Due the Management practices Roaring Dragon hotel is not living up to its vibrant history and reputation as a premium hotel in south-west China. In order to help realize its potential and to do the much needed modernization, Hotel International was given the responsibility to run the Hotel. Problem:-Though Paul fortune, the New GM has identified the Problem Areas of the Organizational culture and has the understanding of the changes to be brought about. He failed to take into account the Cultural Differences of Expatriate Managers and employees and the source of the revenue through connections. Opportunities:-
The change in Management has brought an excellent opportunity to change the deeply entrenched non-productive work behavior and modernize the Hotel to international standards. It gives an Opportunity to make sure the hotel Generates profit and delivers the quality of service which the hotel was reputed for. Recommendations:-Inculcating Expatriate Managers with Chinese Culture and including the Locals in the Management, Taking the Employees into confidence by salary hikes, Promotions and identifying their hard work , identifying the source of Revenue through Connections and also make sure the change is properly communicated to the Employees through right channels without hurting the Employee sentiments. Conclusion:-
Strategy was good initiative but they failed to capitalize it by not taking into account Locals Culture and improper communication between Expatriate Managers and Employees.
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