The Roaring Dragon Hotel

Introduction According to Grainger (2008), The manna from heaven Dragon Hotel is unrivalled of the three start hotels in south-west China and it is a defer owned enterprise (p.1).Background Potential of the Roaring Dragon Hotel is not recognized and provisional government decides that Roaring Dragon Hotel requires modernization (Grainger, 2008). According to Grainger (2008), The organizational civilization was relaxed with many employees managing to find time to read newspapers, drink tea and some managers even conducting private business and leaving the premises during working hours(p.1).Problem According to Grainger (2008), The quarrel was to transform a large group of relaxed family based employees, working under an ad-hoc management style, into a professional group of dynamic employees operating within a structured international organizational culture(p.2). There are huge modifications in Roaring Dragon Hotels organizational culture and number one guanxi holder is going to w ork with opposite competitor (Grainger, 2008).Opportunity The contract between Chinese provincial governments and Hotel international would have been worked if all the problems have been solved and Roaring Dragon Hotel can be named as Hotel International Roaring Dragon Hotel (Grainger, 2008).Recommendations According to FakhrElDin (2011), Cultural Intelligence is very important to any multinational attach to and it is a significant factor for employee in the international hotel, training to improve Culture intelligence is needed in this sector. Internal communication is the first birth to organization and for strong relationship they should be assigned with rules and responsibilities (Abdullah & Antony, 2012).Conclusion Organizational culture and relationship between international manager and employees is important.