The Roaring Dragon Hotel

Introduction accord to Grainger (2008), The Roaring Dragon Hotel is one of the leash start hotels in south-west China and it is a state owned enterprise (p.1).Background Potential of the Roaring Dragon Hotel is not recognized and provisionary government decides that Roaring Dragon Hotel requires modernization (Grainger, 2008). According to Grainger (2008), The organisational elaboration was relaxed with many employees managing to find time to read newspapers, drink tea and roughly managers even conducting private business and leaving the premises during operative hours(p.1).Problem According to Grainger (2008), The challenge 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 operational within a structured international establishmental gardening(p.2). in that location are huge modifications in Roaring Dragon Hotels organizational culture and number one guanxi holder is go ing to work with other competitor (Grainger, 2008).Opportunity The contract between Chinese provincial governments and Hotel international would call for 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 password information is very important to any multinational company and it is a probative factor for employee in the international hotel, training to improve Culture intelligence is needed in this sector. Internal communication is the first relationship 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.