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Rotana Company’s Culture: Being Lean, Not Mean Case Study


How would you describe the corporate culture of Rotana and how is it aligned with the Rotana company values? Justify your answer with examples

It is safe to assume that the corporate culture of Rotana is centered on its employees. According to the information on the official website of the establishment, Rotana’s company values focus on four main principles, which can be observed in the described case. Firstly, this brand is determined to create long-term relationships with partners, guests, and colleagues (“Rotana Values”). The case displays Rotana’s commitment to providing employees with options to stay in the company, which aligns with the described principle.

For example, the management’s decision to not only retain all existing employees but also offer them a full revision of their position shows dedication to the workers and their needs. Moreover, the relationships with suppliers and other partners were also reevaluated rather than terminated. Finally, new employees were taken into account as well, as their hiring process was carefully monitored and evaluated. These actions of the company show its desire to build strong relations with all existing members of the team.

Secondly, Rotana’s values center on innovation, which can explain the approach that the company took during the financial crisis of 2008 (“Rotana Values”). While most companies focused their efforts on reducing staff, this organization’s decisions differed significantly. During the crisis, Rotana chose to renegotiate the prices of various supplies in order to reduce expenses. This method can be considered rather innovative. Thus, the company’s values aligned with this particular choice.

The third and fourth principles of the company deal with creating and supporting amicable relationships and being ethical in every action (“Rotana Values”). This particular aspect is possibly the primary driver behind the company’s decisions as the management wanted to maintain their corporate culture above all else. Therefore, the determination of the business to highlight employee retention and reevaluation of internal processes is based on the company’s values of friendliness and integrity.

Would you consider that the financial crisis had a positive impact on Rotana?

The financial crisis had a mainly positive impact on Rotana for a number of reasons. First of all, the pressing issue that concerned the whole region allowed the company to revise its resources and create a plan that would use every opportunity and maximize everyone’s efficiency. The company took advantage of the crisis, which gave the management a chance to strengthen the morale of the employees. Secondly, the fact that the company’s competition did not attempt to implement the same reforms affected Rotana’s place on the market.

Therefore, the company was able to advance further and prosper in the field where other establishments failed. While these difficult circumstances put the management in a challenging position, the course of action taken by the company led to its success in the end.

If you were to take action during this critical period, what would you have done differently and why? The base you answer on findings from the market situation of the Middle East region during this period

Rotana chose to act according to the values of the company which positively influenced its operation. The decision to focus on lean tactics is what allowed the business to stay profitable. However, the unstable environment that surrounded the companies during the financial crisis of 2008 could have some adverse effects on businesses that would fail to implement the same changes. According to Mashal, Arab countries found solutions to mitigate the effects of the crisis quickly, which significantly lowered the amount of damage that the economy of some nations suffered (102). Moreover, most states focused their efforts on maintaining local growth trends.

It is possible that the strategy of Rotana could be implemented partially. For example, the decision of this business to renegotiate prices to lower expenses is a viable option. Moreover, the choice to use existing employees as mentors rather than hiring additional staff for training is also valid. However, the decision to expand further during the economic crisis was dangerous. Thus, I would take this chance to create a more stable basis without trying to invest in future projects.

Works Cited

Mashal, Ahmad Mohammad. “The Financial Crisis of 2008-2009 and the Arab States Economies.” International Journal of Business and Management, vol. 7, no. 4, 2012, pp. 96-111.

“Rotana Values.” Rotana Hotels and Resorts, 2017. Web.

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IvyPanda. (2020, November 6). Rotana Company's Culture: Being Lean, Not Mean. Retrieved from https://ivypanda.com/essays/rotana-companys-culture-being-lean-not-mean/

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"Rotana Company's Culture: Being Lean, Not Mean." IvyPanda, 6 Nov. 2020, ivypanda.com/essays/rotana-companys-culture-being-lean-not-mean/.

1. IvyPanda. "Rotana Company's Culture: Being Lean, Not Mean." November 6, 2020. https://ivypanda.com/essays/rotana-companys-culture-being-lean-not-mean/.


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IvyPanda. 2020. "Rotana Company's Culture: Being Lean, Not Mean." November 6, 2020. https://ivypanda.com/essays/rotana-companys-culture-being-lean-not-mean/.

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IvyPanda. (2020) 'Rotana Company's Culture: Being Lean, Not Mean'. 6 November.

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