Roaring dragon hotel case study on Characteristic Restrictions

Question

Task: Answer the question based on case information and what you have learned from the course. (1500 words totally and you should follow APA Style).
1. Chen identified that the Chinese culture has traditionally been marked by collectivism and Confucianism, with an emphasis on respect for hierarchy, in group harmony, reciprocity and loyalty. How are these characteristics restricting the speed of change at the RDH as it adapts to a market economy?
2. What were the critical errors the RDH general manager made after the departure of HI in 2000?
3. At the urgent meeting of government officials and the RDH board, stakeholders decided to request the PHS leaders be allowed to address the RDH board and explain how they thought they could solve the RDH service problems. As the senior project manager for PHS, what issues would you want to discuss during this meeting?
5. The RDH board has asked you to design a new program to encourage an increase in loyalty among new employees. What activities, issues and characteristics do you believe should be included in this program?
6. You have been asked to take the role of GM for the RDH for the next three years and to make the important strategic changes to the hotel you believe are necessary. What would they be if your goals are to return the RDH to financial success and restore its damaged reputation!

Answer

1. Introductionto the Roaring dragon hotel case study
The Roaring Dragon Hotel was established in the 1950s at the south-west of China. It was known as a state-owned enterprise where most of officials and dignitaries of the communist party visited. The hotel was trying for modernisation in the year 2000 with the help of the provincial government. However, there were some issues due to the development of the Chinese economy and hence modernisation could not be done. The second attempt was made by RDH in the year 2005. They had hired PHS for training the employees. However, some service issues were clearly taking place and RDH was unable to handle their reputation.

According to this report on Roaring Dragon Hotel case study, the main focus will be on the characteristic restrictions at RDH. The errors by the general manager of RDH will be highlighted properly. There will be a discussion of issues in the meeting. Some activities and characteristics will be incorporated for improving the loyalty of the employees. Lastly, strategies were made so that RDH could improve their reputation and financial success.

2. Characteristics restricting the change of speed at RDH
As per the Roaring Dragon Hotel case study, Roaring Dragon Hotel was having certain characteristics of technology, overstaffing, work practices, the production system is not systematic and motivation system is dysfunctional. The performance of the hotel was not good. The attempts of modernisation were being done in the year 2000 by the provincial government and the board of RDH. However, the process of internationalization was failing due to various problems. There is a collision between the characteristics of culture like mianzi and guanxi (Cheer & Lew, 2017). There were some disastrous outcomes due to which the RDH stakeholders and provincial government had lost the motivation and momentum for modernization. There was some development in the economy of China after the year 2000. Hence a second attempt was made by the hotel in the year 2005.

According to Chen, the culture of China was marked by collectivism and hence the main emphasis was on loyalty, group harmony and hierarchy respect. During the late 1990s, the major area of concern was profit for RDH. The speed of change was restricted through the above characteristics. According to the first attempt as mentioned in the Roaring Dragon Hotel case study, the government had invited the Hotel International group. This experiment was a failure and hence it converted RDH from a state-owned hotel to a hotel in the competitive market.

3. Critical errors done by RDH general manager
There were some issues as identified from the given Roaring Dragon Hotel case study which were raised by PHS staffs for the development in RDH. The conditions were quite interesting and were having the potential of creating a problem in future. It was noted that the developments were taking place in the Chinese market. The labour policies were changed by the government and hence the employees were having the flexibility of changing jobs and the employment place from one city to the other. RDH was having a lot of rivals in the market. It was becoming difficult for the recruiters to retain the staffs and train them. The next common issues were the generation of one child in China (Zhang, 2017, p.62). The generation was not facing any issues due to the planned economy of China. The attitude of the young generation was changing.

All the above concerns provided in the Roaring Dragon Hotel case studyaalysis were bringing some changes in RDH. Although the human resource departments were working hard for retaining the staffs all was going in vain (Nankervis et al., 2019). They were unable to attract young talent. It is because the young talent was not concerned about having a secure position in hotels like RDH. The demands of HR team were increasing and the older managers were not having the capability of handling the outcomes of five stars (Dwesini, 2019, p.2). According to the general manager, all the concerns would be handled properly and with care. He thought the issues to be light ones and so he failed in raising it as a priority among the departmental managers and fellow directors. Further due to this reason discussed from the Roaring Dragon Hotel case study, the status of RDH was being impacted and the quality of services was reducing.

4. Discussion of issues in the meeting
There are certain issues faced by RDH in the service line. According to the PHS project manager, some changes had to be done and hence it required some presence of mind by the staffs and proper training. The first issue was with the cleaning of the room. The staffs at RDH were not coordinated properly and hence when the Japanese guests arrived, no proper services were given. Being a five-star hotel, it is the duty of the manager to assign bell-boys for various guests so that proper check-in of the guests can be done. The housekeeping department was not alert regarding a new check-in of the guest and so no cleaning was done. The overall waiting time for the guests was increasing. The paper works were not completed by the employees before the day the guests checked-in. The hotel staffs cannot keep saying that there was an increase in the number of check-ins.

Further, it is noted in the Roaring Dragon Hotel case study analysis thatthere was confusion between the staffs and hence wrong deliveries were given to the rooms. It is seen that the supervisor comes into the role always and this is not the way of handling the situation. Due to all the issues discussed from the Roaring Dragon Hotel case study, the guests had to wait for more than 90 minutes for the food. The management of RDH was not being handled properly. There was no guidance provided to the various team and the importance of customer needs in a five-star hotel (Yilmaz, 2018, p.18). Although the management tried to handle the damage the reputation was completely at stake. It was seen that one of the companies had cancelled all their bookings and gave it to the competitors. There was the intensifying situation of employee turnover taking place. The PHS manager also felt that there was a lack of motivation among the employees at RDH. They were not concerned with their long-term jobs at RDH. Most of the employees were seen looking for short-term jobs at different hotels which paid a higher salary.

5. Activities, characteristics and issues in the new program
A new program will be developed for improving loyalty among the staffs of RDH. The program will be addressing all the issues and the characteristics which are important.The employees were looking for opportunities and development in their jobs. Hence, there need to be activities which can help in growing the career of the employees. The employers should make the employee feel comfortable and less pressure should be given to them. In a positive work environment, the staffs will be able to work efficiently. The common issue outlined from the Roaring Dragon Hotel case study is that the young generation of people in China is not looking for a secured job. They are looking for making more money through short term employment. Hotels like RDH should increase the salary of the employees and should provide motivation to work hard through communicative activities.

Apart from this, there should be continuous training provided to the employees so that they can gain knowledge of the latest technologies. This will make the employees realise that the company is concerned about the personal growth of the employees. The readings of Roaring Dragon Hotel case study signifies that it is also important to assign higher positions to the young employees to show them that RDH is confident for their future performance. RDH needs to provide some unique advantages to the employees so that it can stay in the competitive market. They should provide added advantages and bonus along with the salary. Holidays should be given to the employees for around 20 days in a year. There needs to be a feedback system through which the needs of the employees can be addressed by the hotel properly.

6. What are the important strategic changes for RDHbasis the Roaring Dragon Hotel case study?
There are some strategic changes which will be made by the general manager for the future of RDH. The aim is to get back the damaged reputation and some financial success. Firstly, new technologies would be installed in the hotel. Analytics would be used in the hotel so that revenue management would be possible easily. It would also predict the results of revenue in the coming three years. RDH will be getting the opportunity to optimise by taking some important actions so that revenue performance can be delivered. It will also help in the decision making process for many departments, segments, rate codes and types of rooms. If the data source is expanded then competitive performance and reputation will be achieved.

Restructuring should be done by the management of RDH. This means that new processes will be required for active engagement. A new direction will be provided to the employees. This means that new leaders need to be added and the job roles and responsibilities will be redesigned. A higher standard should be developed for skills and capabilities (Konovalova et al., 2018, p.241). It will be essential for the hotel to take a proactive approach and this will be helpful in negating the risks to the acceptance and the morale of the employees. However, there will be some need for planning so that organisational changes can take place. It will be expected that comprehensive developments will take place. The process of restructuring will be having active communication and involvement of the management.

7. Conclusion
As per theroaring dragon hotel case study the culture and economy of China play an important role in future developments. RDH was trying to modernise, however, their first attempt was a complete failure. Later again they went in for a second attempt but saw many issues in the service provision to the customers. This had damaged the reputation of the hotel and the employee turnover was increasing rapidly.

PHS was there to provide some training and they also highlighted all the issues with RDH. According to this study, there is a requirement for including some characteristics and activities which will be improving the loyalty of the employees. Further, some strategies were identified from the given Roaring Dragon Hotel case studyfor making some changes and improvement in RDH so that damaged reputation could be improved along with financial success. They were mainly restructuring of the organisation and inclusion of some latest technologies for improving the financial status of RDH. ?

Reference List
Cheer, J. M., & Lew, A. A. (Eds.). (2017). Tourism, resilience and sustainability: Adapting to social, political and economic change.Roaring dragon hotel case studyRoutledge. [Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=OxIwDwAAQBAJ&oi=fnd&pg=PT21&dq=changing+economy+of+china+hospitality+industry&ots=YuzenwOvQB&sig=MitXq2KytxCIspQVEbkUrhh_DBE]

Dwesini, N. F. (2019). Causes and prevention of high employee turnover within the hospitality industry: A literature review. African Journal of Hospitality, Tourism and Leisure, 8(3), 1-15. [Retrieved from: https://www.ajhtl.com/uploads/7/1/6/3/7163688/article_38_vol_8_3__2019.pdf]

Konovalova, E. E., Yudina, E. V., Bushueva, I. V., Uhina, T. V., &Lebedev, K. A. E. (2018). Forming approaches to strategic management and development of tourism and hospitality industry in the regions. Journal of Environmental Management & Tourism, 9(2 (26)), 241-247. [Retrieved from: http://search.proquest.com/openview/4ce4e2ff1d1dc05859cf560aa1d76e91/1?pq-origsite=gscholar&cbl=466419]

Nankervis, A., Baird, M., Coffey, J., & Shields, J. (2019).Human resource management.Cengage AU. [Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=DdnYDwAAQBAJ&oi=fnd&pg=PR1&dq=human+resource+management&ots=8mdjaJI-pO&sig=ue_-CDdrtTiYDzLZNfHwEaErikE]

Yilmaz, Ö. D. (2018). Revisiting employee-guest interactions in hotels: An analysis of critical incidents.Journal of Tourism, Heritage & Services Marketing, 4(2), 17-23. [Retrieved from: https://www.ssoar.info/ssoar/handle/document/66429]

Zhang, J. (2017). The evolution of China's one-child policy and its effects on family outcomes.Roaring dragon hotel case studyJournal of Economic Perspectives, 31(1), 141-60. [Retrieved from: https://www.aeaweb.org/articles?id=10.1257/jep.31.1.141]