Paper Topic:

Case: Shangri-La Hotels

Question 2

What kind of structure does Shangri-la have ? Does it support or hinder the

implementation of its strategy ? Explain

Shangri-La operate under a traditional organizational structure , with a general

Chairman , Board Chairmen for each zone , and Chief Executive Officers manning the

daily operations of their continental portfolios . The Executives are given high levels of

autonomy to allow them to execute the strategies , and allow the organization to develop

and expand globally . This is inclusive of the necessary financing which can come from as

far as

Bermuda or Malaysia

The goals , objectives , and strategies are relayed to each zonal leader , who interprets

them , so that their efficient and motivated subordinates can employ the tactics necessary

to the customers

The structure therefore has not hindered the organization , because great progress

developmentally are being made . the organizations has schedule to open 14 new hotels

in China , an done each in London , England and Doha , Qatar by 20111 . it has also made

entrance into the North American market with new property being acquired in Vancouver , Canada , and a new hotel are expected to be complete by the same time as the others . So

development and growth on all continents indicate beyond any doubt that the structure

has not , and is not hindering the implementation of its strategy

The structure has only enhanced the strategy , because the CEDO of Shangri-La has

recently topped the corporate hotelier of the world award , between 2007 and 2008 the

organization has received a Business Hotel

Brand in Asia-Pacific , Top Chain Worldwide for luxury , Golden Circle Awards in

Europe , Middle East , and Africa 's Freddie Awards . The strategic roles played by the

holding company to financially drive the expansion of the company on all fronts , has

made sure that all strategies are effectively implemented

Question 3

What are the...

4 pages

52.5 KB

Free sing-up