Roaring Dragon Hotel Proposal
Cross Cultural Communication Problems and Solutions: Roaring Dragon Hotel
Executive Summary
This proposal draws the clear picture of the reasons behind the downfall of the very popular ancient hospitality organization with the 60 years of glorious history of The Roaring Dragon Hotel (RDH). This proposal helps to find out the factor which causes the RDH to lose all the customer popularity and decrease the revenue in the competitive market. The main concerning points behind this miserable downfall are the cultural conflicts between the staffs of the hotel and new management committee, newly implemented strict organizational policy, complete organizational restructure, change in management committee, and lack of proper training to the existing employee to prepare the RDH hotel for the competitive market. In order to overcome those issues management should understand the cultural and communication gap exists from the side of the employees and build up friendly relationship with them. Also management should focus on providing adequate training to the employees so that every individual actively involve and understand the value of this change and how much this is necessary for the growth of RDH to sustain the position in the competitive market and keep the revenue intact.
Cross Cultural Communication Problems and Solutions: Roaring Dragon Hotel
Introduction The Roaring Dragon Hotel (RDH) is a three star state owned hotel in South-West China, had a very glorious history since 1950 till before it had been acquired by Hotel International (HI) (Grainger, 2008). To capture the growing tourism market and compete with other international branded hotels Chinese authority decided to upgrade the hotel into international standard and given full permission to HI to renovate RDH as required. Starting from May 1999 through December 2002 researched were made to achieve guanxi as a four star hotel (Park & Luo, 2001). The total renovation was invited for almost all the sectors
Executive Summary
This proposal draws the clear picture of the reasons behind the downfall of the very popular ancient hospitality organization with the 60 years of glorious history of The Roaring Dragon Hotel (RDH). This proposal helps to find out the factor which causes the RDH to lose all the customer popularity and decrease the revenue in the competitive market. The main concerning points behind this miserable downfall are the cultural conflicts between the staffs of the hotel and new management committee, newly implemented strict organizational policy, complete organizational restructure, change in management committee, and lack of proper training to the existing employee to prepare the RDH hotel for the competitive market. In order to overcome those issues management should understand the cultural and communication gap exists from the side of the employees and build up friendly relationship with them. Also management should focus on providing adequate training to the employees so that every individual actively involve and understand the value of this change and how much this is necessary for the growth of RDH to sustain the position in the competitive market and keep the revenue intact.
Cross Cultural Communication Problems and Solutions: Roaring Dragon Hotel
Introduction The Roaring Dragon Hotel (RDH) is a three star state owned hotel in South-West China, had a very glorious history since 1950 till before it had been acquired by Hotel International (HI) (Grainger, 2008). To capture the growing tourism market and compete with other international branded hotels Chinese authority decided to upgrade the hotel into international standard and given full permission to HI to renovate RDH as required. Starting from May 1999 through December 2002 researched were made to achieve guanxi as a four star hotel (Park & Luo, 2001). The total renovation was invited for almost all the sectors
References: Grainger, S. (2008). Roaring Dragon Hotel, Western Ontario, Canada: Ivey Publishing. Jackson, A., Keenan, P., & Sirkin, H. (2005). The hard side of change management. Harvard business review. Jones, J., & Aguirre, D. (2004). Ten principles of change management. Retrieved from http://www.strategy-business.com/article/rr00006?pg=all Park, S. H., & Luo, Y. (2001). Guanxi and organizational dynamics: organizational networking in Chinese firms Wursten, H. (2010). Culture and change management. Retrieved from http://www.itim.org/articleonchangemanagement.pdf