Sullivan University |
Roaring Dragon Hotel: Intercultural Communication |
Bader Ali |
This is a proposal for the Roaring Dragon Hotel case study. It Includes an Executive Summary for the whole paper starting from introduction down to the conclusion. This will also include out-sourced researches to help clarify the dilemma of lack of communication along with the ignorance of Guanxi. |
In this proposal, you will read briefly about the history of the Roaring Dragon Hotel and where does it stand in its industry. There will be emphasis on how relationships, Guanxi, were a major source of income and interest. This proposal will focus on the ...view middle of the document...
An expert team flew in upon request to apply changes, yet the empty rooms at the hotel stated that they didn't achieve what they came for.
China became one of the top leading countries in the world in production and services. Hotels in China are a successful sector from the range of services offered (Hung, 2013) .Thus, there is always a common interest in this kind of business from across the globe, add to that the huge competition china already experiences. In this proposal, one of the old famous hotels “Roaring Dragon Hotel" in China is spotted the light on.
Most of the old established hotels in China started when there was not much competition on the table .When those hotels grew in time , their connections and relationships with authorities and other businesses grew along with them .The discussed hotel in the case-study points out how those relationships , Guanxi , were the leading factors of success and profits .
At some point , the Roaring Dragon Hotel needed to step up to the hotel standards . For an unrecognizable reason, an outside organization was requested to come overseas with a professional team to monitor the shift. The Team landed safely. The change sequence was launched along with human-resources changes and downsizing steps .A lot of employees were let go while few others were trained (Grainger, 2008).
The hotel throughout the past years before the update, was working just fine. It was said that the management was not really focused on higher profits nor accurate high quality services. Although before the change, the hotel's waiting list of reservations was quiet busy, unlike competition .The management's target was leveling up to international the solitude they experienced few month after the experts team flew in (Grainger, 2008).
Background: Future target
The Guest-House hotel was pretty functional and famous, until they decided to upgrade. The new management caused losses instead. The overseas team was not cultural sensitive nor speakers of the Chinese language. But are they to blame?
The "Guest House" was the given reputation to the Roaring Dragon Hotel in China. A 3-star hotel that was established back in the 1950s, somewhere in the south-west of the country. It was a state held enterprise that ran mostly on their connections. In other words, all friendly businesses and individuals would enjoy privileges of the hotel on first hand by paying less or offering a valuable favor in return. Which leads us to the definition of their common used system, Guanxi. With old managerial practices and no tracking of labor productivity, the hotel's employees were pretty much satisfied (Grainger, 2008).
The business later decided to upgrade to a 5-star hotel. This leveling up meant higher profits, higher quality and international recognition. Yet, all that only confirmed that there should be changes applied before the transformation. Few of the major changes would be human resources filtering, downsizing, training and eliminating...