Roaring Dragon Hotel

Positive Approach for Positive Results:

Break the Cultural Clash at Work

Shakinah Twinkle Chellappa

Sullivan University

MGT 510

EXECUTIVE SUMMARY

This proposal is being made to open up the cultural tent that has enclosed the organizational working atmosphere of the Roaring Dragon Hotel (RDH). Hotel International (HI) was brought on-board to help restore the hotel’s original potential. HI implemented several promising changes to the system, however, not neglecting the traditional and local norms of the hotel. This hurt the hotel to a great extent. The organizational culture definitely required a much-needed makeover, maintaining the hotel’s integral practices to make it into a fine establishment that stood out for its fame as a three-star

The current system focused on a laid-back domain cultural system following guanxi practices, ordinary quality of services and a culminating loss of revenue. HI sought to bring about a more structured and professional system (Grainger, 2008). One of the many changes brought about, was removing old and well-experienced staff with many years of experience. As Johnston (1992) explains in his paper, “even though changes in quality and quantity of work force are critical issues, attention has to be paid in the way people are being used and managed” (p.1). Thus said, this cost HI a hefty loss, as they were loosing some very capable and dedicated staff on their team. Creating an environment that retained the staff and providing them with sufficient training clubbed with effective understanding and communication served to be the missing

Involving them would help to understand the pros and cons of the current system and enable them to take wise choices than having them completely neglected. HI also needs to maintain an atmosphere of good camaraderie amongst all so that everyone feels connected and comfortable to put in their best at work.

A particular article (HR Briefing, ) reports that “familial closeness to co-workers and managers, not only creates benefits for the workers themselves but, it leads to higher morale and loyalty, lower turnover rates and much improved productivity”. Thus, HI needs to implement new training methods to buck up the workers and communicate with them, as well as be reasonable with the changes they expect the RDH to adapt to. It makes more sense that instead of customizing the system to fit a business, it is better that the business makes the necessary changes to fit into the system (Dean, Dvorak & Holen, 1994).

CONCLUSION: The right blend for best