Postoperative CABG depression
Case Study: Cultural Diversity at Nikko Hotels International
1. Why did Japan Airlines Development Company decide to develop a hotel company in the mid-1980s? It was developed to strengthen the company’s marketing and financial position. JAL is known for its aggressive global marketing and application of new technology in hotel operations, the company is determined to establish a worldwide network of hotels comparable in number to Hilton, Sheraton, and inter-Continental.
2. Why did Nikko Hotels International choose the Essex House in New York City as its first property in the United States? The chose the Essex hotel to be the first hotel Nikko to be a springboard for Nikko’s future growth. Nikko’s executives believed that if they could do well with the Essex house in the competitive NY market, then they would do well in other markets within the United States.
3. Can you describe the cultural diversity of the management team at the Essex House? When Nikko took over the Essex house they invited all of the on site Marriott managers and staff to stay with the new company, since they were being replaced by Nikko to manage the Essex. Six managers decided to stay and they were all a very culturally diverse group. A Austrian, Irish, Lebanese, Japanese, and a manager from North America. This group of executive managers represented a highly diverse cultural group. 4. What was the purpose of the executive retreat? The purpose of the retreat was to create a Nikko mission statement
5. When did Miura join the managers at the executive retreat? The retreat was held in May 1981 in Ithaca in upstate New York. Miura who was the president of the company, showed up at the retreat after the group sessions and attended the presentations and started to comment on them.
6. How did he annoy the non-Japanese managers during their presentations? Miura annoyed the non Japanese executives, because they felt that his comments were
1. Why did Japan Airlines Development Company decide to develop a hotel company in the mid-1980s? It was developed to strengthen the company’s marketing and financial position. JAL is known for its aggressive global marketing and application of new technology in hotel operations, the company is determined to establish a worldwide network of hotels comparable in number to Hilton, Sheraton, and inter-Continental.
2. Why did Nikko Hotels International choose the Essex House in New York City as its first property in the United States? The chose the Essex hotel to be the first hotel Nikko to be a springboard for Nikko’s future growth. Nikko’s executives believed that if they could do well with the Essex house in the competitive NY market, then they would do well in other markets within the United States.
3. Can you describe the cultural diversity of the management team at the Essex House? When Nikko took over the Essex house they invited all of the on site Marriott managers and staff to stay with the new company, since they were being replaced by Nikko to manage the Essex. Six managers decided to stay and they were all a very culturally diverse group. A Austrian, Irish, Lebanese, Japanese, and a manager from North America. This group of executive managers represented a highly diverse cultural group. 4. What was the purpose of the executive retreat? The purpose of the retreat was to create a Nikko mission statement
5. When did Miura join the managers at the executive retreat? The retreat was held in May 1981 in Ithaca in upstate New York. Miura who was the president of the company, showed up at the retreat after the group sessions and attended the presentations and started to comment on them.
6. How did he annoy the non-Japanese managers during their presentations? Miura annoyed the non Japanese executives, because they felt that his comments were