Rl Wolfe Case Study

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Roaring Dragon Hotel Managerial Communications Sullivan University MGT 510 Executive Summary Roaring Dragon Hotel is a three star hotel located in South West China. The Chinese Manager’s nominal concern for the profit and quality service of the Hotel forced the Government to take action for the better business. Hotel International (HI) which is an organization with good international reputation appointed the English General Manager to better prepare the Hotel for the transition. The process of transitioning the Chinese Organizational culture to International Organizational culture resulted loss and contract termination. The Hotel Staff had a secure job and the customers were happy until the hotel was taken over by the foreign management. The transitional period is very challenging in any company and should be handled in very efficient manner. It is vital that the top management people understand the culture, value employee satisfaction and have good strategic plan in order to be successful. . The transitional period is very critical so management should coordinate with employees rather than forcing them to adapt. Introduction: Chinese Management Guanxi means ‘Connections’ or ‘Relations’ The Roaring Dragon Hotel (RDH), a state owned enterprise established in 1950s is a highly reputed, three star hotel located in south-west China (Grainger, 2008). The job at RDH was secure and had many benefits which made the employees relaxed and satisfied. The Chinese Manager cared more for employees’ happiness than profit and service. The Guanxi practice which means relationship or connections in China despite its bad sides was well accepted culture in China. In order for one to be successful in business in China, one should be aware about the Guanxi culture. The RDH thought HI would bring improvements and they really disappointed the Chinese Government.
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