Harmon Hotels must make a choice between using home country managers (American) or local country managers (French) for their new acquisition in France. Half of the acquired company will be sold for asset value, the other half will have the properties converted to the Harmon brand. There are a number of things that Harmon must take into consideration when making this decision.
The first thing is that there is a significant cultural gulf between the United States and France. The French workers will have zero experience working for an American company, and therefore are likely to find the American business culture and the American way of doing things quite challenging. They will expect to retain their jobs if they hotel is going to be kept -- even during remodeling they will expect to be paid. It is possible that all of the old staff will be let go, because the company was performing poorly to become an acquisition target, but new employees are going to be predominantly French as well.
Language is actually a very important consideration here. There are two...
The first is that the American managers do not speak French, which will hinder their ability to communicate considerably. With an American brand, however, the hotel staff will be expected to be halfway functional in English, because that is what the American customers will expect. So at least the staff with customer service positions will be able to speak English with an American manager, even if communication will be smoother in French. Language, therefore, calls for a local manager who is fluent in English, but can communicate with non-frontline staff in French out of necessity, and other staff for greater clarity. The local manager will also be able to navigate French culture better than an American manager.
Operationally, however, an American manager -- an internal candidate -- is best suited to set up an overseas subsidiary, knowing how Harmon operates its business and knowing the organizational culture of Harmon. The American manager will be seeking to instill the Harmon culture and operating systems on the French hotel and…
Harmon Hotels The main problem that Harmon Hotels is facing is that of cultural differences. As a corollary of this problem, the organization has no experience as a global company: all its hotels are in the United States and the expansion to France is the first part of a larger expansion project to Europe. As a consequence, the company will face communication and integration problems as it moves to the European
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