Cross-Cultural Communication Strategy:
The Roaring Dragon Hotel and Hotel International
Prasanna Baganagarapu
Sullivan University
MGT 510 Executive Summary
This proposal is meant to provide a cross-cultural communication strategy between the Roaring Dragon Hotel (RDH), and the Hotel International (HI). RDH is one of the original three-star hotels in southwest China and a state owned enterprise (Grainger, 2008). This proposal will address the issues that come when failing to recognize cultural differences. In addition, the proposal will address the importance of involving the employees in important management decisions. These recommendations will provide a win-win situation, thus a healthy work
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163). In addition, Guanxi is “personal, reciprocal and more long-term oriented” (Yang, 2011, p. 164). RDH depended on their social connections when conducting business.
In 2002, Paul Fortune, the HI general manager was assigned to take over RDH management. Fortune’s challenge was to transform laid-back family-based employees, into professional, dynamic employees working under an international organizational management style. Fortune’s goal was that within two years the local Chinese employees could be transformed to world-class hotel employees. He introduced a two month training to search for employees that could handle these changes (Grainger, 2008).
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.
Problem: Lack of Cultural Understanding
The organization culture of RDH and HI were completely different. RDH’s organizational culture was constructed by guanxi. The employees did not have work professionalism and lacked discipline. They did not show any effort to beat competition.
The continuous growth in global business interactions and partnerships constitute the necessity for business partners to understand the cultural differences in society. This growth has led to increased competition and customer expectations which drives the need for innovation from a variety of human resources (Saray, Patache, Ceran (2017). The importance of understanding the international business culture and how to properly communicate is extremely crucial to form a strong relationship. The driving force behind human behavior is culture (Moran, Abramson, and Moran, 2014, pp.11). Behaviors, attitudes, productivity, and morals are all driven by culture (Moran, Abramson, and Moran, 2014, pp.11). The ability to recognize the cultural differences, emphasize employees’ roles, drive empowerment and make the necessary accommodations is a key measure to achieving strategic goals (Saray, Patace, Ceran (2017).
1. Why did Japan Airlines Development Company decide to develop a hotel company in the mid-1980s?
For example, employee loyalty can be described and improved by reciprocating favors. Developing business relationships are expected to take more time in the Chinese culture as opposed to how they are developed in the united States. In the U.S., businesses and clients typically meet in a formal setting and focus on the business requirements and solutions whereas, in China, first, second and even third meetings might be in informal settings where business is not expected to even be discussed.
In this paper we will discuss the case of Singhania and Partner. We would examine the case of Singhania and Partners and evaluate the organization’s strategy. Next we would evaluate each of the five IHRM practices with respect to recruitment and selection, training for cross-cultural adaptation, management development, evaluation, and compensation. Later we will discuss which of the five practices can be approved. Afterwards, we would make recommendations to management to successfully improve the current IHRM strategy. Finally, we would explain how the recommended changes impact the
The main differences between the U.S. and China in the national culture is individualism and long term orientation. Individualism on the other hand means that the individual is honest and take care of problems at hand and shows no fear of conflicts (Trompenaars, 1993). Long-term orientation for China is that they have patience, perseverance and a feeling of duty towards a larger good. The U.S. culture is individualism because they are more centered on individuals and when it comes to business, they are more outspoken, eloquent and are very effective communicators. The China culture is not as individualize as the U.S. because they are more centered on relationships and when it comes to business for them, they are quiet, reserved and clumsy
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.
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).
With the rise of the people´s republic of China and more and more international hospitality companies do business in China it is of high importance to understand the relation between leadership styles, organizational cultures and the performance of the Chinese employee.
The turnover rate at RDH should have be reduced, HI should have taken care of the staff with little more respect. They should also have appointment managers who at least had done their education in the west but whose roots are
Guanxi actually means ‘courting’, and is a gadget of social networks and influential relationships that facilitate commercial enterprise and different dealings. When one has successfully built guanxi with some other, he can be quick to do a favor and act on another’s behalf. Crucially, this is arrangement is give and take, meaning that both parties can assume such favors. This frequently-misunderstood concept is vital in Chinese business tradition, and evidently it takes time for the parties construct guanxi. Now not surprisingly, the procedure for Chinese enterprise people to believe a foreigner and broaden guanxi can frequently take up to at least one-2 years.
Dawson, M., Madera, J. M., & Neal, J. A. (2011). Worldwide Hospitality and Tourism Themes. Managing bilingual employees: communication strategies for hospitality managers, 3(4), 319-334.
Human Resources approach performs an extremely essential function in creating and maintaining competitive advantage; many organizations disregard the importance of HR in creating competitive advantage. The three priorities will require a major transformation in the organization. HR strategy should support the conversion, and help the workforces to acclimatize in a different environment. One major objective of the innovative HR strategy will be to create a healthy organizational culture that supports innovation, collaboration, and intercontinental operation. Leadership plays an enormously important role in developing a healthy organizational culture. (Dessler, 2013)
This paper is a report on cross-cultural management, with the issues related to cross-cultural management being discussed in the paper. Additionally, the report has produced the future way of cross-cultural management, including how it can be improved in offices relying much on this strategic approach.
In the leadership paper, I want to talk about the manager of The Peninsula Hong Kong, Najia, Chen. People may not familiar with Najie, chen. But The Peninsula Hong Kong is famous around the world, they are limited edition five-star hotel, it is also a gathering place for the celebrities bright. The Peninsula Hong Kong was ranked 1st in the Hong Kong best hotel competition, people called it “Far east lady” to show their love. People maybe curious about the Najie Chen who is the one looks neither offensive nor deliberately creating a mystery woman, in this world-famous hotel, is how to win respect and lead this hotel to successed.
Hrm is the way of managing the human resource so that they can be directed to the achievement of the overall goal of the company. InterContinental Hotels Group PLC, informally known as InterContinental Hotels, a multinational hotel company which headquarter is in Denham, United Kingdom, has over 700000 rooms in almost 5000 hotels across approximately one hundred countries. Being a multinational company, managing employment relation and handling the employment laws that affect InterContinental Hotels Group PLC are both necessary. The role of human resource management, employment relation, employment laws in InterContinental Hotels Group PLC are discussed further.