The Roaring Dragon Hotel

Introduction According to Grainger (2008), The Roaring Dragon Hotel is wholeness of the three start hotels in south-west China and it is a evoke owned enterprise (p.1).Background Potential of the Roaring Dragon Hotel is not recognise and provisional government decides that Roaring Dragon Hotel requires modernization (Grainger, 2008). According to Grainger (2008), The organizational agri finale was relaxed with many employees managing to find time to read newspapers, drink tea leaf and some managers even conducting private business and leaving the premises during do working(a) hours(p.1).Problem According to Grainger (2008), The challenge was to transform a large group of relaxed family base employees, working under an ad-hoc management style, into a professional group of high-powered employees operating within a structured internationalist organizational culture(p.2). There are huge modifications in Roaring Dragon Hotels organizational culture and number one guanxi holder is going to work 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 piece of tail be named as Hotel International Roaring Dragon Hotel (Grainger, 2008).Recommendations According to FakhrElDin (2011), cultural Intelligence is very important to any multinational company and it is a significant factor for employee in the international hotel, training to improve socialization intelligence is needed in this sector. Internal communication is the first family 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.