Question

1. What were the critical errors the RDH general manager made after the departure of HI in 2000?
2. 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!

please review "roaring dragon hotel a second attempt at modernization" case study online and answer

Answer 1

The Red Dragon Hotel or RDH had suffered a lot under the management of Hotel International(HI), primarily because of the unhealthy relationship between the management and the employees and also because of the cultural differences that management had with their employees.

As the Senior Manager for PHS I would discuss the primary reason for the fall of RDH which was management's inability to understand its employees, and help work on solutions, which included focusing more on building Management employee relationships to achieve international standards and a better workplace environment.

The employees of RDH lacked the support from their management both in terms of in house facilities and on job training and guidance. Employees were being laid off, salaries were not on time, wages were very less, and employees were being employed on contract, which reflects zero importance was given to the employees. ON top of that the management and the employees had a language barrier which created communication gaps and more misunderstanding.

AS a part of the new program a more employee oriented approach should be followed. An " Employee first Customer second", approach would make the system more strong and build more trust amongst employees for the management. The other objectives of the new strategy to restore financial success should be:

* Removing the language barrier between management and employees, either by keeping translators or by giving employees and management training on the foreign languages that they don't have in common.

* Permanent employees rather than contractual, and also giving timely wages along with regular pay hikes, to give more stability to employees.

* Provide training to both the management and the employees so that they can start working as a team, and focus on achieving same company goals and customer success.

* The policies and procedures should be revamped after taking feedback from employees, so that a common ground is achieved in favour of both the parties.

* Regular training and feedback sessions should be conducted for employees to make sure the policies are followed properly.

* Finally, to become a strong competitor in the global market, RDH should work both on the internal and external environment at the same time so that a stronger system is built for a long run.