Hotel International and the Roaring Dragon Hotel

Abstract This proposal clarifies the Roaring Dragon Hotel (RDH) organization and the International Hotel (HI) organization in 2002. RDH is internationally famous and is a 3-star hotel and state guarantee association that does not consider progress or improve business. In addition to its own competitors that provide higher quality organizations to reduce costs, RDH still does not focus on strengthening business practices to expand more customers.

Roaring Dragon Hotel is a state enterprise, one of three famous hotels in China. Hotel International will manage the hotel. Background: - By management practice, Roaring Dragon Hotel has responded to a lively history and reputation as a luxury hotel in southwest China. Hotel International will manage the hotel to help realize that possibility and modernize it. Question: - Despite Paul 's wealth, the new GM identified the problems of organizational culture and understood the change. He did not consider cultural differences between foreign managers and employees and the sources of income gained through relationships.

In this paper we propose a proposal for smooth transition from traditional workspace culture to organization in case of Roaring Dragon Hotel (RDH) and International Hotel (HI). I will address key issues affecting the modernization of one of the most famous hotels in southwest China. (Granger, 2008). Established traditions and traditional organizations are difficult to change from everyday workplace culture and it is necessary to fully understand local emotions and culture. If you set up a renowned famous hotel RDH, there are traditional culture and local customs. When HI tried to modernize RDH regardless of employee's interest and did not know that hotel workflow would lead to failure (Grainger, 2008)

Roaring Dragon Hotel (RDH) sponsored by RDH is one of the 3 star hotels in the southwestern part of China and is a famous state enterprise (SOE) with more than 40 years history. The reputation of RDH is very good, but the hotel's popularity gradually disappeared as management was changed to International Hotel (HI). The hotel's international organizations are highly acclaimed and are considered to be appropriate institutions to take over RDH management. The hotel's international management took steps to change the internal and external RDH policy to meet international standards that failed to raise the quality standards and resulted in serious losses. The root cause of this problem is the systematic conflict between managers and employees. The HI management team was unable to understand the culture and could not deepen the relationship with employees' trust. According to Drucker et al.