MGT510 A Paper 2 3 
Executive Summary This proposal provides a guide to properly integrating culturally diverse business models to international business acquisitions. When the Roaring Dragon Hotel (RDH) needed improvements, Hotel International (HI) was brought in to make the changes. HI’s approach was not sensitive to local customs and cultural norms. While employees needed to become more productive, HI’s motivation methods were not as successful as expected. This proposal will address this issue while providing recommendations on improving communication with HI managers and current employees at the RDH. It will also analyze the importance of including current RDH leaders in the new management style. Breaking language barriers and taking current RDH leaders’ opinions into consideration will provide for a well-rounded administration. By keeping these recommendations, HI can provide a working environment where RDH staff feels empowered and a part of the team.
Introduction: A Company Stems from its Culture
The Roaring Dragon Hotel (RDH) was a historical three star hotel owned by the state of China and located in southwestern region of the country (Grainger, 2008). In 2001, “the provincial government was concerned that the potential of the hotel was not being realized” so they invited Hotel International (HI) to modernize and manage the RDH (Grainger, 2008, p. 1).
HI sent representatives to China to begin the refurbishment of the RDH. Over time, the managers implemented their business models in the hotel with negative results (Grainger, 2008). Lack of communication and cultural sensitivity created an adverse working environment for staff. With improvements in communication, HI management will become more culturally responsive to the local working community.
Background: The Roots of Electronics Refurbished
The government-owned business was in need of updating, and in 2001, Hotel International (HI) was chosen to manage Roaring Dragon Hotel (RDH) beginning in 2002. With
Introduction: A Company Stems from its Culture
The Roaring Dragon Hotel (RDH) was a historical three star hotel owned by the state of China and located in southwestern region of the country (Grainger, 2008). In 2001, “the provincial government was concerned that the potential of the hotel was not being realized” so they invited Hotel International (HI) to modernize and manage the RDH (Grainger, 2008, p. 1).
HI sent representatives to China to begin the refurbishment of the RDH. Over time, the managers implemented their business models in the hotel with negative results (Grainger, 2008). Lack of communication and cultural sensitivity created an adverse working environment for staff. With improvements in communication, HI management will become more culturally responsive to the local working community.
Background: The Roots of Electronics Refurbished
The government-owned business was in need of updating, and in 2001, Hotel International (HI) was chosen to manage Roaring Dragon Hotel (RDH) beginning in 2002. With
References: Egan, M., & Bendick, J. (2008). Combining multicultural management and miversity into one course on cultural competence. Academy Of Management Learning & Education, 7(3), 387-393. doi:10.5465/AMLE.2008.34251675 Grainger, S. (2008). Roaring Dragon Hotel. Western Ontario, CA.: Ivey Publishing. Selmier, W., & Oh, C. (2012). International business complexity and the internationalization of languages. Business Horizons, 55(2), 189-200. doi:10.1016/j.bushor.2011.11.006 Tyler, K. (2011). Global ease. HR Magazine, 56(5), 41-48. SPECIAL REPORT. Retrieved From Small Business Resource Center.