Effect of the Traditional Practices on Modernization

Effect of the Traditional Practices on ModernizationEffect Of The Traditional Practices On Modernization Roaring Dragon Hotel (RDH) and Hotel internationalist (HI)Executive digestIn this paper in work the proposal for smooth transition of nerve from tradition workspace acculturation in guinea pig of Roaring Dragon Hotel (RDH) and Hotel International (HI). I will address major issues which effected the modernization of the one of the largest and famous hotel in southwestern china. (Grainger, 2008).Transition of the well establish and tradition organization from the routine style of the work culture is difficult and necessitate well understanding of topical anesthetic sentiment and cultures, transition can successful when respect is compensable to local work culture and making the people to realize need of the this transition and make transition working together. In case of RDH well completed and well reputed hotel which had tradition and local custom kind of the work cultur e. When the HI tried to modernize RDH irrespective of the employees interest and without knowledge of the workflow of the hotel caused affliction (Grainger, 2008).Introduction Modernization of RDHThe RDH is famous and one of the original three start hotel in southwest china is a state owned enterprise (SOE). Employees atomic number 18 working for long time with hotel and new employees are transferred from other SOE, by following guanxi connections. determine culture is grounded to more toward native work culture, with lazy managers, unorganized work manners, unprofessional employees. State g everywherenment decide to modernize the hotel and they hired HI to implement the modernization (Grainger, 2008).Work environment was more relaxed and casual, with more benefits and slight stressful workload compare to other organization, and more leisure time for worker to relax and even some manager are running cliquish business by leaving the work adjust in mid of the shifts. With marke t economy slowly growing in china doesnt concerned the RDH management in fading reputation and slowing profits, still management doesnt want to practice new work culture, nor think how to meliorate hotel in growing competition. In 2000, Provisional government realizing the concern over RDH and declining the popularity and profit, decided to modernize the hotel and starting searching for well reputed and experienced international management for modernization of RDH. After deep research they decided the Hotel International is best choice for implementing this process. In 2001, after series of agreement they appointed HI to take over the management from 2002 (Grainger, 2008)..Background Knowing market is ImportantChina is one of the largest and fastest growing economies in the world, it is experiencing a great deal of change in the management style and organization culture (Yipeng, Woywode Yijun, 2012).Provisional government realizing this fact and concerned about the declining qual ity and profit, hoped that appoint international reputed and experiences HI can ferment modernization in to RDH (Grainger, 2008). Paul Fortune GM of HI has appointed for implementing the modernization of the RDH, after taking up management from SOE in 2002 (Grainger, 2008).Problem do ConnectionsFortune realized in modernization of RDH involve massive change in the current work practices, educate the employees for regulated work environment, increase the professionalism in the workplace and takeout the irregularity in the employees day to day activities. Major change he proposed to sidetrack the guanxi hiring process by introducing two month discipline and hiring process and reducing the staff size as demolition of part of hotel decrease the serviced rooms in hotel which caused over staff (Grainger,2008).This actions without proper understanding the local traditions and belief had cause dissatisfaction among the employees caused in decrease in productivity from employees. Failed t o retain longtime customers further decremented the profit caused the diddleage of money (Grainger, 2008). In the transformation influenced by culture may cause the misinterpretation among the management and employees being with the organization long time and well incorporated in current organization culture (Yipeng, Woywode Yijun, 2012).Guanxi rooted deeply in to RDH, which in positive side increase the satisfaction rate in employees and kept trust in the organization. Guanxi refers to personal ties between individuals as well as to an individuals whole network of personal relationships (Olwen Hwang, 2013). According to Bedford and Hwang guanxi turning key utilisation in career success, because it improve ability to maintain connection in and out of a circle which ultimately increase circle and contact with resources needed for development (p1). In case of the Guanxi this connection are ignored which broke the relationship factors (Grainger, 2008).Other factor which effect in this transformation is trust. While cutting down the resources, employees were mentioned about their destination after leaving the workplace, thinking they may steal the property of RDH in angry (Grainger, 2008). This broke the trust factor between the management and employees who are working trustfully for year with RDH.Opportunities Future is classicHI had started the implementing the modernization for change the status of the RDH with current reputation and putting it in to future economic market. It think on the improving in long term prospective, it motive was exactly the RDH needed but failed to see the consequences while this implementation. It made strict work place but lacked the motivation (Grainger, 2008). It had seen the negative effect of the guanxi, but it forgot see the positive side. While the factor of globalization coming in to picture connection play major role in flow of knowledge the across which help in the growing not only one domain but in all the prospect ive domain (Xiaoying, 2013). If you consider case of guanxi in RDH if it had enforced in efficient way it would have increase the reputation of the RDH across the globe. recommendation Communication, Teamwork, LeadershipCommunication is key factor is any organization. When we come across cross culture migration like case study of the RDH, it is important that the continuous dialogue is establish between the low level and high employees, where in this case it is lacking. Poor communication creates a gap vacuum between the layers and cause the rift in the flow (Malcolm Pegg, 2012).Utilizing the current guanxi process and building from the strong is important, in concept the guanxi builds strong relationship between the individuals breaks the barrier in the teams and bring everyone in to one roof. Guanxi serves as median team building and access to other group with strong relationships Guanxi should play a critical role in influencing team interaction processes and members militar y posture (Chou, Cheng, Huang Hung-Yueh, 2006).Leadership is other factor which is lacking the RDH case. RDH lack proper leadership which is ready take up the responsibility, they took the things for granted. RDH required an authentic leadership who have self-awareness, internal regulation, balanced information, authority, relational transparency (Kinsler, 2014). A strong leader who can integrate his idea in to impersonate system, able to express and pass the message strong across the organization and taking barrier away (Kinsler, 2014).Conclusion UnderstandingUnderstanding the process is important part, making every one understand the process is challenge task and important task. HI need to understand the importance of the interpersonal connection and utilize them to benefit of the RDH rather than pushing out. As Guanix is rooted deep in to the Chinese culture it cant be uprooted in a short span (Liu, Woywode Xing, 2012). HI need to incorporate the connection in and out circle.R eferencesBedford, O., Hwang, S. (2013). Building Relationships for Business in Taiwanese Hostess Clubs the Psychologicaland Social Processes of Guanxi Development.Gender, Work Organization,20(3), 297-310. doi10.1111/j.1468-0432.2011.00576.x.Grainger, S. (2008). Roaring Dragon Hotel. Western Ontario, Canada Ivey Publishing.Hill, M. L., Jones, P. (2012). Measures and Metrics Shape and Sustain a Cultural Change Initiative in aGlobal inquiry Division.OD Practitioner,44(4), 34-41.Kinsler, L. (2014). Born to be mewho am I again? The development of Authentic Leadershipusing Evidence-Based Leadership Coaching and Mindfulness. International Coaching Psychology Review, 9(1), 92-105.Li-Fang, C., Bor-Shiuan, C., Min-Ping, H., Hung-Yueh, C. (2006). Guanxi networks and members effectiveness inChinese work teams Mediating effects of trust networks.Asian Journal Of Social Psychology,9(2), 79-95.doi10.1111/j.1467-839X.2006.00185.xQi, X. (2013). Guanxi, social capital theory and beyond toward a globalized social skill Guanxi, social capitaltheory and beyond toward a globalized social science.British Journal Of Sociology,64(2), 308-324.doi10.1111/1468-4446.12019.Liu, Y., Woywode, M., Xing, Y. (2012). High technology start-up innovation and the role of guanxi an explorativestudy in China from an institutional perspective.Prometheus,30(2), 211-229. doi10.1080/08109028.2012.661558