CHAPTER 10 PRODUCT – ORGANIZATION

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Transcript CHAPTER 10 PRODUCT – ORGANIZATION

CHAPTER 10 PRODUCT: ORGANIZATION

Marilyn Riley CTC, Inc.

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Casino Organizational Structures & Amenities Casino Managers

G eneral manager (GM) is accountable for overall day-to day operations of the entire casino.

 Oversees the daily operations of each department and is responsible for the casino’s win percentages.

Slot Department

Slot Manager is responsible for direction and administration of controls with regard to personnel and operations within the department.

 Slot shift managers report to the slot manager, are responsible for overseeing the same responsibilities as the slot manager but only during their assigned shifts. Hashimoto: Casino Management: A Strategic Approach © 2008 Pearson Education, Upper Saddle River, NJ 07458.

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Table Games (TG)

TG manager reports to GM; responsible for overall operation of table games department.

TG shift managers report to TG manager and have same responsibilities as the TG manager, but only during their assigned shifts.

Pit managers or pit bosses report to the TG shift managers and are responsible for the operation of their assigned pit.  Allocate dealers to games and tables and assign supervisors to section of tables within the pit.

Dealers are the “base line” hourly employees and report to the supervisors of the department.

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Casino Cage

Referred to as the heart of the casino; responsible for all monies. Main function is to handle all cashiering functions; handles all incoming cash.

Cage manager reports to the GM; is responsible for managing all operations of the casino cage.   Cage shift managers report to the cage manager; have same responsibilities as manager, but only during assigned shift. Cage supervisors assign cashier duties, (with manager); are responsible for authorizing and overseeing these functions along with other large financial transactions.

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Security

Security director reports to GM; responsible for overall security of the entire property.    Includes: casino assets, hotel possessions, external grounds, and customer and employee safety.

Oversees all accident reports; should be equipped with first aid training.

Acts as escort for transporting cash and chips.

Security manager reports to director. Supervisors report to the manager.  Each member of the management team receives extensive training on common casino crimes, hotel.

Security officers responsible for money transfers including slot drops, table game fills, and credits.

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Surveillance

Director responsible for all staff activities.  Surveillance manager reports to director; responsible for creating training programs, hiring employees, enforcing policies, offering suggestions for the department, completing daily reports, and ordering and purchasing supplies.

One of the most important departments; ensures that operations run smoothly and honestly. Located secured area with many tv monitors. Surveillance personnel are not allowed to fraternize with employees. Not on the same level as casino gaming area.

Departments Outside the Casino

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Food and Beverage (F&B)

Includes: fast food outlets, coffee shops, bars, lounges, dining areas, other restaurants.  Typically open same hours as casino operations.

F&B managers have considerable responsibilities  Supervisors responsible for resolving guest complaints, interviewing, hiring, training.

Lodging

Rooms vary dramatically depending on the type of customer the casino hopes to attract .

 Most luxurious suites are not available to rent, but are reserved for use for the high rollers .

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Entertainment and Recreation

Entertainment has always been an integral part of a casino’s atmosphere

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Recreational amenities draw people to spend time at resort complex:  Includes: swimming pool, saunas, workout areas, bowling, ice skating, movie theatres, dancing. Retail has long been a part of the grand hotel tradition.  The most dramatic retail operation associated with a casino is the Forum shops at Caesars – an indoor shopping mall that has become a must-visit attraction on the Las Vegas Strip. Hashimoto: Casino Management: A Strategic Approach © 2008 Pearson Education, Upper Saddle River, NJ 07458.

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Marketing

Techniques that draw customers into a casino.

   Commonly used marketing strategies:  Free or reasonably priced entertainment; free beverages; discount hotel accommodations Radio, television, and newspaper advertising reaches a large audience.

Players’ club cards are offered to customers   Make guests feel important Increase the chance of their returning Hashimoto: Casino Management: A Strategic Approach © 2008 Pearson Education, Upper Saddle River, NJ 07458.

Customer Service: Making Sure the Guest Is Happy

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Why should a customer visit one casino rather than another?

Many factors affect a customer’s decision:  Prices, locations, promotions, accommodations, and comps are all strategies.  Customer service is one of the most important factors – a win, win situation.   Customers want to be treated with respect and recognition.

High quality of customer service results in a higher percentage of repeat business.

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How Casino Departments Work Together Game Protection

All departments work together to ensure everyone follows procedures and guidelines to protect assets. Layers of positions and departments prevent casino cheats from stealing.

All parties need to be involved in each process because of the large sums available.

Dealers monitor games; supervisors monitor dealers. Pit managers monitor suspected cheaters; security personnel monitors dealers, supervisors, customers; surveillance monitors everyone.

Service Management: Making Sure the Employees Are Happy

   It is important for casinos to evaluate the quality and type of work they supply for employees. First: Improve the quality of work for dealers, cage cashier, security, and surveillance to promote and enforce lifelong learning. Second: Create a democratic work environment.   Managers need to work together to promote a cooperative society within the organization.

Imperative to understand that employees have opinions, thoughts, and ideas that need to be included in the decision-making process.