These hotels were operated by international management corporations and enjoyed the advantage of recruiting their employees based on qualifications, appearance, efficiency and ability with no concern for guanxi relationships.
As the only four-star hotel in the city for more than thirty five years there had never been a problem as far as low occupancy was concerned. A few months later, problems began to surface. The attitude of HI towards the well-connected employees and revenue-generating agents should have been much better keeping in mind the business sense involved.
Another reason given was that when a parent retired or passed away their son or daughter legally had the right to secure a position as a replacement in the SOE. To staff the Hotel at its commencement, employees had been transferred in from other SOE or government departments primarily on the strength of their guanxi or connections.
As none of the employees had ever experienced a redundancy program before, many were unsure as to how this exercise was going to be handled. There were two guarded entrances to the Hotel, one on each level. Once HI took over the management, they entrenched this non-productive work behaviour.
HI was looking at transforming this relaxed family based employees working under ad hoc management into a professional group of dynamic employees operating within a structured international organisational culture. Entrenched guanxi practices, the poor quality of customer service and at times significant annual losses had to be converted into more accountable, quality service practices with employees who were prepared to strive for excellence.
This illuminated the difference in standards of professionalism between the old and the new methods of HR management of the Roaring Dragon Hotel. For example, the firing of older and redundant staff is obsolete, and using their knowledge as senior employees would help advance and stabilize the morale of the company.
Proper feedback collection from employees could have been conducted. However, that began to change from late when the number of hotels with the capacity to receive government and four-star accommodation guests increased from one to three, with a further two more competitors due for completion in mid Thomason, remained the only Nothill employee at the Hotel during that period.
Thomason, remained the only Nothill employee at the Hotel during that period. After ten months, Harvey returned to Australia. These hotels were operated by international management corporations and enjoyed the advantage of recruiting their employees based on qualifications, appearance, efficiency and ability with no concern for guanxi relationships.
The ideal eight steps required for implementing the change were not followed and there were flaws in almost each of the eight steps.
The hotel employed more than people. That seemed to signal an inauspicious beginning and was perhaps, an indicator of the troubles to follow. The Story Bythe provincial government had again become dissatisfied that the potential of the Hotel was not being realised, especially as the Roaring Dragon was situated in a famous tourist location.
As a result, in the provincial government was again tempted to contract an international management company to arrest the declining fortunes of the Roaring Dragon. The organisational culture was very relaxed with many employees finding time to read newspapers and enjoy a green tea during working hours.
In addition they would arrange meetings with them to drink tea and offer to assist them in resolving any problems they might have. Guanxi cliques in the Hotel resumed operation and the re-establishment of relationships with the local tourist agents resulted in the occupancy levels returning to their former levels.
The Roaring Dragon Hotel The Red Dragon2 Hotel had been the first four star hotel in the city and since the early s had enjoyed a reputation as the most famous accommodation-provider in the region.
Visiting government officials and higher-end customers on the other hand felt more comfortable in the newer and naturally more expensive section.
In addition they would arrange meetings with them to drink tea and offer to assist them in resolving any problems they might have. The kitchen had more than 70 chefs, many of whom did very little productive work. Any employee who failed to meet the new higher standards would be asked to leave.
For Wen and his former management staff, the change of management was an issue of great concern as most of the privileges they had previously enjoyed had been discontinued.
Precedent solutions can only be used as a reference in the business world and I highly believe that that each situation cannot be dealt with the same way. Government officials and those who could afford it now had the choice of staying at a hotel that could offer them modern facilities and services at a competitive price.
Harvey faced the challenge of transforming a large group of relaxed family-based employees, working under an ad-hoc management style into a professional group of employees operating under a structured international commercial culture.
This change meant the loss of local Chinese business clientele who did not prefer the lack of privacy in the restaurants of modern section. Also the manner in which the layoffs were carried out was essentially non-traditional, no prior notice or reasons were given for firing people.
This illuminated the difference in standards of professionalism between the old and the new methods of HR management of the Roaring Dragon Hotel. The original Hotel was a four-storey, rectangular, grey structure built in in a dull Russian style.
Roaring Dragon Hotel Tina Hunt Sullivan University MGT The Roaring Dragon Hotel This case looks at the take over the Roaring Dragon Hotel (RDH) which is located in south west China, and was one of the original three star hotel and is a state owned enterprise.
RDH is very rich in culture and the employees relied on their guanxi or connections. The Roaring Dragon Hotel The Red Dragon2 Hotel had been the first four star hotel in the city and since the early s had enjoyed a reputation as the most.
Below is an essay on "Roaring Dragon Hotel" from Anti Essays, your source for research papers, essays, and term paper examples. Introduction: Roaring Dragon Hotel (RDH) is a state-owned enterprise in the southwest of China, which was taken over by a western based global hotelier Hotel International (HI).
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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).
Roaring Dragon Hotel Tina Hunt Sullivan University MGT The Roaring Dragon Hotel This case looks at the take over the Roaring Dragon Hotel (RDH) which is located in south west China, and was one of the original three star hotel and is a state owned enterprise.Roaring dragon hotel essay example