Roaring Dragon Hotel Proposal

Topics: Cross-cultural communication, Hotel, Organization Pages: 7 (1331 words) Published: May 23, 2015


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 of RDH. The renovation also demands environmental changes which interlink human involvement of the organization for the cultural changes (Jackson, Keenan & Sirkin, 2005). For a successful transformation, the employee participation is a very essential step to walk forward. It also demands acceptance of the new cultural changes among the employees, follow the new vision with the management of the organization (Jones & Aguirre, 2004).

Background
The Roaring Dragon Hotel (RDH) is a state owned Enterprise (SOE) and most popular hotel in South-West China in the mid 60’s economic era. Due to its SOE connection it used to privileged with any government delegates, officials and state guest visit. The hotels staff also used to get benefit of all the facilities for being a SOE employee (Grainger, 2008). After being enjoying long 40 years of prestigious SOE privilege and glory, RDH started facing difficult time at the year of 2000 with the competitive market with other international Hospitality brand. After the organization handed over to International hospitality brand HI it is decided to complete restructures of the organization which potentially cause an employee laid-off and new work culture adoption (Thomas, 2004). The HI management hired the new group of management people and replaces the old committee members. The existing staff stared facing challenges deal with the new management and work environments with the newly implemented set of rules. It gradually increases the dissatisfaction among the employees with ultimately degrade to poor service quality of the hotel. Due to these cultural gaps between the hotel staffs and management committee it decreases the reputation and caused high turnover (Grainger, 2008). In 2003, the provincial government decided to terminate the contract with HI to recover the reputation of RDH and decide recruit back the previous management committee.

Problem
Few of the major problems with HI management are highlighted...

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
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