officer of Shangri-La Hotels and Resorts, was thinking about a number of organizational issues that presented challenges to Shangri-La's rapid expansion strategy. There werethree major issues at hand: (1) the company was expanding into high-wage economies in Europe and North America; (2) the company was expanding its presence in China-a country where front-line employees were not used to exercising decision-making authority; and (3) newcomers in the Chinese hotel market were poaching Shangri-La's staff
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Performance Review Corporate Debt and Financial Conditions Treasury Policies Investment Properties Valuations Financial Assets Held for Trading – Trading Securities Development Programmes Disposal and Dilution of Interest Management Contracts for Hotels Owned by Third Parties 30 30 Prospects Human Resources 185 186 90 92 85 86 87 32 33 62 81 83 CORPORATE SOCIAL RESPONSIBILITY REPORT OF THE DIRECTORS CORPORATE GOVERNANCE REPORT INDEPENDENT AUDITOR’S REPORT CONSOLIDATED STATEMENT OF FINANCIAL POSITION
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MEDICAL TOURISM IN THAILAND Table of Contents Medical Tourism What is Medical Tourism Why Thailand? Medical Tourism in Thailand Why Thailand is No.1 in Medical Destination? What makes Thailand a prime Medical Destination? History of modern medical services Medical and health services currently provided Present policy of medical tourism of Thailand Medical treatments that Thailand offer Additional services for your recover period Medical standards of Thailand Rules and regulations 4 4 5 5 6 7
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The Manager’s Role in Strategic Human Resource Management The role of the Human Resource Manager is evolving with the change in competitive market environment and the realization that Human Resource Management must play a more strategic role in the success of an organization. (Mintzberg, H, Quinn, J B, Ghoshal, S (1989) Organizations that do not put their emphasis on attracting and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them in the strategic
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2. Overview of Shangri-La Hotels & Resorts ----------------------------------------- 1 3. Board environment analysis -------------------------------------------------------- 2-3 4. Organizational resources of Shangri-La ----------------------------------------- 4-5 5. Hotels’ Strategies -------------------------------------------------------------------------6 6. Key issues confronting the Shangri-La --------------------------------------------7-8
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Figure 8 13 Figure 9 14 Figure 10 14 Figure 11 16 Figure 12 19 List of table Table 1 17 Executive summary This report mainly focus on the current market situation of Shangri-la Hotel Company, providing evaluations and recommendations for marketers of the company to get more involved in the hotels in the Chinese market. A brief introduction of the
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Question 1 The managers of Shangri-La believe that superior service is key to their differentiation strategy and they work to build a strong, service-based culture to ensure that each employee delivers service the “Shangri-La Way.” This culture encourages employees to go the extra mile and emphasizes the importance of acknowledging and fixing mistakes when made. The culture also encourages employees to take responsibility for customers’ satisfaction. Shangri-La Philosophy was to develop local
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Shangri La Cairns offers many services and facilities within the hotel. Some of these include a business centre which includes Meeting Rooms / Boardrooms , 1 restaurant and 2 bars, a shopping arcade and a foreign exchange counter. Shangri-la Cairns offers 255 spacious guest rooms and suites overseeing the Marlin Marina. First built in 1989 Shangri-la Cairns experienced re-development in 2004 which improved the quality of the facilities available. With the hotel being located by the marina where
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1.0 INTRODUCTION: SHANGRI-LA HOTELS & RESORTS [pic] The hospitality industry constitutes an economic sector with the fastest growth worldwide. At present, the industry continues to receive recognition as a profitable and progressive industry. The hospitality industry offers diverse opportunities for employees and varied services and features to customers. This means that overall industry actual and potential provisions are unlimited, which accounts for continuous shifts or adjustments
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Total Pages : 2 Page : 1/2 PROGRESS REPORT FOR OCTOBER 2012 Date of joining : 1st October 2012 (Day of Meeting) Customers : Five Star Hotels - 5 Four Star Hotels - 5 3 & 2 Star Hotels - 8 Clubs - 1 Catering - 3 Coffee Shops & Rest. - 5 Apartments & Residence - 3 Food Stuff & Traders - 1 Cash Customers - 6 --------------------------------------------------------- Total No. Of
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