英国论文代写：Shangri La group of Hotels

香格里拉酒店集团在亚洲以外的地区有几个扩张机会，特别是因为其商业机构面临经济危机，欧洲和美国已经解散了几家此类酒店。然而，这并没有影响到酒店和酒店业或事实上任何其他亚洲行业，因此他们的服务和业务扩展到亚洲地区以外的巨大空间。中国员工缺乏决策潜力长期与公司合作。即使是最小的关于是否将酒吧饮料的成本留给争吵的客户的决定，如果没有与上级部门协商，也不能由该部门的管理员或经理设想。因此，迫切需要在企业的所有层面做出更多决策，以确保顺利和及时地提供服务。决策延迟导致公司在时间和收入损失方面造成严重损失。尽管上级政权从未受到任何威胁或恐吓，但这种方面仍然存在于竞争对手的手中。这只是一种对相互指责和惩罚的潜在恐惧 - 这只是当局维持的形象，以便员工继续使用钟表机构精确工作传统的热情好客沉浸在这片土地的文化中。然而，中国和东南亚以外的扩张带来了一种新的学习方式，不得不被那些对它们了解不多的员工所吸收。与日常工作方式相关的仪式和特殊细微差别与亚洲地区文化上所规定的精确举止和仪式大不相同。虽然欧洲和美国的热情好客并没有要求他们的日常运作有任何这样的礼仪做法，但香格里拉热情好客的服务部门有一点点赞赏，因为他们打开了西方世界不常见的服务前景。这对传统服务形式如何进行改革和重新定位以迎合新机构的需求提出了新的挑战。中国前台管理人员在没有完全参与的情况下自己处理任何情况的整体缺乏信心。管理层或高级管理机构。当世界级的期望是当地人才的目标时，显然需要培训投入，以标准化和改善香格里拉酒店旗下的服务质量和数量。

英国论文代写：Shangri La group of Hotels

There were several opportunities of expansion for the Shangri La group of Hotels in areas beyond Asia especially since several such properties had been dissolved in Europe and America because of the economic meltdown faced by their business houses. However, this had not impacted upon the hotel and hospitality or in fact any other industry of Asia and thus there was tremendous scope for the expansion of their services and business beyond the Asian territories.Lack of decision making potential among the Chinese employees who had been working with the company since long. Even the smallest decision of whether or not to leave off the cost of a bar drink to a quarrelsome client could not be conceived by the barkeeper or the manager of that section without consultation with the higher authorities. Thus, there was a marked need for more decision making at all the levels of the enterprise to ensure smooth and timely delivery of services. Delay in decision making was costing the company heavily in terms of time and revenue losses. This aspect was playing into the hands of their competition.An underlying fear of recriminations and punishment despite there never being any threat or intimidation from the higher authorities – it was just an image that the authorities maintained so that the employees would continue working with clockwork precision.The traditional hospitality was steeped in the culture of the land. However the expansion outside China and southeast Asia brought with it a newer set of learning that had to be imbibed by employees who little understood them. The ceremonies and special nuances associated with the everyday manner of doing things differed drastically from the precise mannerisms and ceremony that was culturally ordained in the Asian areas. While the European and American hospitality did not demand any such ceremonial practices for their everyday functioning there was a modicum of appreciation for the service sector of the Shangri La hospitality as they were opening vistas of service not commonly experienced by the western world. This posed a fresh challenge of how the traditional form of services could be reformed and reframed to cater to the needs of the newer institutions.An overall lack of confidence among the Chinese front desk managers to handle any situation on their own without the total involvement of the management or the senior managing authority. When world class expectations were the goal from the local talent then there was a marked need for training inputs to standardize and improve the already available quality and quantity of services being carried out under the banner of the Shangri La hospitality.