SummaryThis proposal clarifies the organization of the Roaring Dragon Hotel (RDH) and the Hotel International (HI) in 2002. The RDH has thus been celebrated internationally by being a tri-hotel stars and been association guaranteed that the organization has not thought about the progression or improvement of the business. Divided from distinct competitors who offered higher quality organizations at lower expenses, RDH still did not have the concern to improve working practices to extend more clients. Subsequently, the common government decides that RDH forces modernization and offers it to Hotel International (Grainger, 2008). Because HI was unfamiliar with Chinese society and refused to agree on past courses of action undertaken with the Nu Fu, it makes a journey into all aspects of the movements towards RDH have been declining. This led to the cancellation of further reservations and the dismissal of various workers resulting in the loss of guanxi associations. Despite how HI tried its best to achieve its goals, it failed to manage agents and customers. A strong organization A team is the key to success. Introduction: The Roaring Dragon Hotel (RDH), a state-owned enterprise (SOE), was one of the authoritative three-star inns in southwest China (Grainger, 2008). This proposal concerns the loss of activity and notoriety of RDH due to the disappearance of administrative and relational capabilities. Context: According to Grainger (2008), the Roaring Dragon Hotel was built in the 1950s in the southwest of a piece of China. The administrative practices of the head general, Mr. Tian Wen, had been planned since the days of the economy, with insignificant concern for the progression or advancement of the hotel's business. RDH had the pleasure of presenting...... half of the paper...... Impact of training on employee development and performance in the hotel industry of Lahore, Pakistan. Journal of Business Studies Quarterly. 4(4), 68-82. Retrieved from Business SourceComplete database.Adler NJ (1983). Intercultural management: problems to address. International Management and Organization Studies, 13(1/2), 7-45. Retrieved from AcademicSearch Premier Database.Fang, Y. (2011).The Importance of Guanxi for Multinational Corporations in China. Asian Social Science, 7(7), 163-168. Retrieved from the Academic Search Premier database. Grainger, S. (2008). Roaring Dragon Hotel. Richard Ivey School of Economics. The University of Western Ontario, IveyPublishing, London, Ontario, Canada.Wilder, J. (2001). What is the future of the hotel industry? Hotel & Motel Management, 216(18), 19. Retrieved from BusinessSource Comprehensive Database.