Sullivan University | Roaring Dragon Hotel: Intercultural Communication | Bader Ali | | | 10/25/2015 |

This is a proposal for the Roaring Dragon Hotel case study. It Includes an Executive Summary for the whole paper starting from introduction down to the conclusion. This will also include out-sourced researches to help clarify the dilemma of lack of communication along with the ignorance of Guanxi. |

Executive Summary:
In this proposal, you will read briefly about the history of the Roaring Dragon Hotel and where does it stand in its industry. There will be emphasis on how relationships, Guanxi, were a major source of income and interest. This proposal will focus on the setback of internal cultural communication in the hotel and how it affected the hotel’s evolution.
The hotel decided to grow, from a 3 star to a 5 star hotel. A foreigner team of specialists were requested for the change procedure. The team was not made aware of the culture they are stepping foot in; add to that, they did not speak the language.
The Management excused themselves from explaining to the foreigners what inner value does their employees hold; Guanxi. The employees were not told about the change and its phases. The employees did not understand the language of the outsiders nor their unfairly perceived actions.
The evolution team should have invested some time in researching the culture of China, the culture of the hotel, and its business routine.
The management members must have translated the message of the transformation along with facilitating communication between the outsiders and the employees.
Making the employees aware of the downsizing and the hotel’s evolution, would have made them express their hidden values towards the business. If they were told what’s going on in the hotel, they would’ve reacted in hotel’s favor.

Introduction: Based in China
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