Liang family, experienced hoteliers family in China, was forced to leave the mainland under the pressure force of Chairman Mao and the CPC in 1949. They moved to Taiwan resumed the hotel business and now, two generations later, he returned to Nanjing to find old guest house his family was allowed to run down and worse, as China's state-owned enterprises (SOEs). They bought the old guest house with the intention to rebuild. How will they deal with this privatization and the inevitable bureaucracy purchase, demolition and reconstruction of a guest house? How they will convert the existing state of the environment of human resources (training within the planned conditions of the economy) in a dynamic staff in a market economy, while at the same time take into account the cultural characteristics and problems of the Mainland workplace? With more than 6,000 Chinese state-owned enterprises are still being targeted for privatization, this case is very relevant and provides a real opportunity for the students of the world to carry out their research, analysis, international management, entrepreneurship and cross-cultural management skills.
this case it is best to use the device after the topics of international human resource management, international management and culture were covered. This position may include: 1) as a closure of the case in the international management units of study 2) as the case of the human resource management in international human resource management or international management units of study 3) as a call to the business unit of study or 4) in the middle of the block or close cases in strategic management research unit. "Hide
by Steven Grainger Source: Richard Ivey School of Business Foundation 6 pages. Publication Date: March 8, 2011. Prod. #: 910C29-PDF-ENG
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