Hotel International Team Case Study

The Hotel International team (HI) has not been culturally sensitive to the Chinese culture in order to implement and develop a correct strategy to fulfil the different goals. The leaders’ team did not have a clear understand and knowledge of the Chinese culture and their way of doing business. It means that they didn’t have a clear understanding of the norms, habits and behavior in the work environment. More particularly, leaders did not take into account the Guanxi principle. China is a collectivism society thus the leaders should take care of business relationships and their relation with their work team. The fact that the Chinese culture was based on collectivism it is correlated to the Guanxi principle. Guanxi is based on building relation

HI did not take the advantage of his understanding and knowledge of the Chinese culture. More importantly they didn’t take into account it high Guanxy. The presence of the Chinese general manager would have helped them to communicate effectively with the hotel employees. For the takeover, it was highly important to communicate effectively in order to make the employee involve in the organizational change. Due to Tian Wen knowledge of Mandarin the communication of the new process and organization will be an advantage because they will be sure that the employees clearly understand their message.

Thus, by reading the case it is obvious that the major issue of the takeover is based on communication and how effective is the communication between the leaders and the employees. The first problem of communication in this case is the lack of understanding the need for change in organizational management. In China communication is highly driven by context since it is a high context culture which is link to the fact that China is a collectivism culture. It should have impact the way of communication of the mangers of HI since the Chinese employee are more concentrated on the context rather than on the