A Report On The Roaring Dragon Hotel

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.

This case introduces the Regal Carnation Hotel in Guam. The perspective is from Steve McKenzie and how he details his experience with the Regal Carnation Hotel. In his depiction of the events that ensued, the fundamental issue consisted of the fact that the hotel followed a fundamentally unsound approach which is termed, “me too”. This decision by the management of the hotel proceeded to be a strong reason why he, as a customer, received poor service, and also why he was a victim of the hotel’s false representation. The “me too” approach coupled with poor timing on a global tourism scale in the territory of Guam, resulted in a pricing plan that did not match the value of the hotel. The hotel industry in Guam has

As we discussed in class, every business is faced with these issues and they are important to managers making strategic decisions. One of the first things learned about business is that if there is no demand for a good or service, the firm that provides it will not continue to exist. Over time the hotel industry has continued to change with market conditions and make itself attractive to business

The comparison of performance is possible for the bed and breakfast hotel to consider the implementation of smooth changes. The maintenance of the specific database is expected to provide the clear view of the accomplished aspects. The important influence of any sort of changes is on the organisational staff. For evaluating this aspect, it is recommended for the organisation under consideration is considering the importance of possible changes. In case the organisations are growing quicker as compared to the expected company structure, the change is required to be planned for easing the tasks regarding the employees. In the opposite case, the organisation should consider the expected growth with the reduction in employees. All such aspects are required to have a specific back up plan in case of the emergency. The plan of projected

This proposal explains a thorough analysis on the good management qualities of organization. Major issue in the organization was the conflicts between management and their employees, which can be solved to get better performance and profits. These conflicts occur between management and employees are due to many reasons like cultural conflicts, inadequate training, and lack of understanding and strict management policies. Roaring Dragon Hotel (RDH) was state owned hotel in southern part of China and guanxi was integral part of RDH and its business. RDH was facing a strong competition from its competitors who had more westernized corporate oriented culture. The major issues of RDH management responsibilities are understating the different culture; employees, customers, market trends and effectively executing the good management qualities are addressed in the proposal. By understanding and adopting to the different cultures is the new way to develop management skills effectively is suggested. This method eliminates any unwanted miscommunications within the team and provides a platform to understand the how employee works in different cultures and thereby increasing the productivity of the organization.

was a good work unit - danwei’, and ‘you were lucky if you worked there’3.

This proposal provides the history of Roaring Dragon Hotel (RDH) and consequences faced by Hotel International Management and RDH employees to sustain in competitive business environment. It is one of the original three-star hotels in southwest China and a state owned enterprise (Grainger, 2008).

Suggestion for both hotel groups has been included in this report. It seem that both hotel group have something that they can be proud of and something that they didn’t proud of. Some of the things like their ratio performance through those years. There is going to be up and down percentage among the years.

The majority of the employees had hard time adapting to the much sophisticated management style, especially the older employees. Many employees with important guanxi resigned or transferred to other hotels. Moreover, along with this process RDH lost one of its important client, the travel agency Nu Fu, because of lack of cultural understanding. Overall, the new management disregarded the Chinese business culture, and lacked communication with its employees.

Majestica Hotels Inc. was one of the world’s leading operators of luxury hotels. The expansion into mainland China had been on management’s agenda since 1999. The opportunity emerged in late 2003 when a close friend of Majestica’s chief executive officer (CEO) revealed that CPS was looking for an operator for its new luxury hotel under construction in Shanghai. Majestica immediately

At the end of this proposal recommendations were provided to help any business that is in similar situation as Roaring Dragon Hotel was to help to gain back its reputation and survive the current market.

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). This proposal helps to find out the factor which causes the RDH to lose all the customer popularity and decrease the revenue in the competitive market. The main concerning points behind this miserable downfall are the cultural conflicts between the staffs of the hotel and new management committee, newly implemented strict organizational policy, complete organizational restructure, change in management committee, and lack of proper training to the

HI administration when it took over in 2002 fizzled not just to communicate with the RDH administration and its staff additionally they did not try to see if the employees understood the directions and policies, since it was a whole new scenario. In order to reach the international status or five star Hotel status. Hotel International started taking changing few established policies of Roaring Dragon Hotel, though the intention was to succeed, but those policies resulted in loss and also did not help to improve the quality standards, main cause being conflict between the employees of RDH and HI management.

As the new appointed Quality manager or known as quality assurance manager in a four-star hotel, there are several roles or function of my position. Before this, quality management exist in manufacturing and engineering sector, but today it is more well-known in industry sector such as hospitality. Most of all the quality management in hotel requires the quality standard which is to deliver service for customer or clients so that can meet customer needs and expectations to gain their satisfaction. There are many role of Quality Manager of four-star hotel such as quality standard, quality project management, business process documentation, document control and audit, quality communications, people management and team player, problem solving, and quality purchasing management.

By handing over the hotel to the efficient management they can chalk out many programs and methods to develop the new system brushing away the old methods which stood as hurdle for the progress. If the new methodology and the progressive steps with new thoughts by the scholars may put an end to the unemployment problems.