A Brief Note On The Roaring Dragon Hotel

History of the Grand Mr. F.H. Chamberlain built the first Grand Hotel in 1847. It was a long rambling two-story building with 40 rooms. A separate building housed the dining room and kitchen while still another building held the bar named "The Texas" after the state ofTexas which, at the time, was separate from the other states Guests traveled to the hotel by steamboats and docked at what is now the marina During the Civil War, the 21st Alabama Regiment camped on the hotel grounds and the hotel was used as a base hospital In 1869 a fire broke out destroying the dining room, kitchen, and guestrooms. Approximately 150 guests and their personal belongings were saved along with hotel linen and furniture. However, the names of approximately 300 Union and Confederate Soldiers who died at Point Clear

After 15 years has passed, the general manager decided to retire and decided to sell this magnificent place to a large American hotel chain that was somewhat similar to what they have experience with their hotel thus far. The new American chain hotel decided to keep all 700 employees and promoted a few people in different positions. One of the spots filled was an American man named John Becker. He was promoted to general manager over this hotel because of his prior experiences. The hotels that John previously worked at was underprivileged, and in horrible shape when John took over. Then later he made it a successful hotel.

Roaring Dragon Hotel (RDH) was a three star hotel in South-West China since 1950 (Grainger,2008). Grainger(2008) observed that, RDH is a State owned enterprise(SOE) in which employees are appointed on the strength of their guanxi connections. According to Drucker (1997), the top priority for success in the current business environment is to harness. "The intelligence and spirit of people at all levels of an organization to continually build and share knowledge". The management of RDH was changed to Hotel International to make the RDH a five star hotel after defame. Employees of RDH felt proud to work for SOE and was admired by their friends and relatives.

Four Seasons Hotel and Resorts (FSH) always prided itself on being the choice for a luxury hotel experience. Since its inception date in 1960, FSH expanded its renowned services to include the current number of 67 hotels in 30 different countries with continued expansion in progress. FSH attributed its success to its organizational culture, which did, and continues to embody, the dedication to great service and luxury hospitality. Part of this culture is to recognize that the employees are the key to success, and that in following the "Golden Rule", do unto others, as you would have them do unto you, an atmosphere of fairness,

Failure to adapt culturally and keep the connections (Guanxi) based on which the Hotel was built which in turn led to lose connections between employees and contractors will result in dramatic failure of modernization and an effective business plan (Grainger, 2008).

Cindy is the director of human resources. She has been a working member of the

Due to the year of 2008, we have had two thousand eight hundred and five budget hotels in China. When we are surprised in the expending speed of budget hotels in China, they recruit too many employees without considering the high labor cost and management issue, which finally lead to a high employee turnover rate in the budget hotel industry. In the year of 2009, the average employee turnover rate in budget hotels even increased to 34.5%. So these budget hotels with high employee turnover are having an even more difficult time filling their open positions with qualified candidates who will not just leave or be fired in the future.

     In business, successful communication is the key to success, and being able to relate to a customer is the best form of communication. This is why cross-cultural communication is so important as the business world continues to globalize itself. Unfortunately, “A lack of awareness about the culturally prescribed rules and norms of communication behaviors can cause public relations projects to fail, or worse, backfire.” (Zaharna, 2001, p.135).

These days, because of globalization we can locate various individuals who work, contemplate and live in the outside nations, and this number is expanding. The globalization of business has come about expansive quantities of specialists living and working abroad, and in addition an undeniably multicultural residential workplace. Information and abilities means power in the worldwide commercial center, as well as mean survival. It is assessed that half of all universal joint endeavors fall flat inside of a few years, can be more than that. Most successive reason is the absence of social mindfulness and the absence of social competency not the absence of expert or specialized skill. In this manner, any administrator or specialist ought to comprehend the requirement for social mindfulness and affectability

As mentioned earlier in Chapter 1, China Lodging Group is a multi-brand hotel group which as per now manages seven hotels with each having a specific target of customers. These Hotels are Hi Inn, Han Ting Hotel, Elan Hotel, Star-way Hotel, JI Hotel, Manxin Hotel, and Joya Hotel. Its mission statement is to create great brands of hotels that guests love. The group predicts to be owning over a quarter of the hotel market share in the next five years to come. The two major objectives that the company has set for the next five years to ensure that they attain their goal is to build one large five-star hotel in the heart of China Capital’s serene outskirts and to ensure that they hire enough

The Four Seasons case explores how to manage the differences between the culture of a country and organizational culture. Four Seasons hotels are world renowned luxury hotels that specialize in blending a local, country specific, image with worldwide customer service practices. The seven common cultural standards that the Four Seasons have created and expect to be implemented all over the world include the following: (1) acting friendly toward and smiling at guests, (2) making eye contact with passers-by to acknowledge their presence, (3) creating a sense of recognition with guests by using their first names naturally but discreetly, (4) using a clear and unpretentious voice, (5) being well informed about the hotel, their

When dealing with businesses there are always going to be cultural barriers and obstacles. This is because no two countries are the same and each person is different. Cross cultural communication looks at how people from various backgrounds interact and communicate and this is what this report will cover. It will look at how people from different backgrounds pass information and make negotiations despite the barriers of culture between them. The case study ‘Journey to Sharahad’ displays the cross cultural exchange between the Americans who have just arrived in Sharahad are completely oblivious to the culture and people of Sharahad and what

This Project Schedule will follow a suitable schedule and phases of a project based from the recommendations for a project plan by Harvard Business Review in their 2016 article, The Four Phases of Project Management. These include Planning, Build Up, Implementation and Closeout. Following is

So what I see the most critical part is they have high turnover in the organisation and HR manger is always busy in selection process and training. And she was not getting good time to develop the coordination. So she was not been able to find out the actual cause of turnover from the origination. Every other manager has the department head to assist them but in HR section no HR focal person working in the department. So the staffing and the coordination part is lack.

He had a Chinese couple travelling with him, and together they visited in excess of two hundred hotels and restaurants. Remarkably, only one of the businesses visited refused to serve the Chinese couple. LaPiere wrote to the owner of each business he had visited 6 month earlier, and asked whether or not they accommodate for Chinese guests. 92% of replies stated they do not accommodate for Chinese guests. Clearly, the owners’ feelings or attitude towards the Chinese guests is not consistent with their behaviour. Despite the possibility that it may have been a different person who responded to the attitude question in LaPiere’s (1934) study to staff of the business who greeted the Chinese guests six months earlier (Dillehay, 1973), the results of this study seems to support the idea that people do not behave based on their attitudes.