|
|
|
Press Releases & Articles
|
(Print,
PDF) |
|
Ellis Communications, Inc. - NEWS STORY
|
|
Casino Managers Require Strong Support to
Roll Out Organizational Improvement |
For Immediate Release:
March 12, 2008 |
Contact: Tom Ellis
Ellis Communications, Inc.
Phone (417) 881-5635
E-Mail tellis@casinocustomerservice.com
www.casinocustomerservice.com
www.advcoatedevelopmentsystem.com
|
|
|
|
|
Strong, effective managers
are at the heart of efforts to implement organizational
improvement at casinos.
“The success of any organizational culture and a casino’s
ability to undergo constant and effective change depends upon
the abilities of the casino’s leaders,” says Jennifer Privitera,
manager of client service for Annapolis, Maryland-based Robinson
& Associates, Inc. “This success will rely upon a focus on the
development of strong managers.”
Privitera offers the following five tips about managers and
organizational improvement at casinos.
Tip No. 1. Managers must show their commitment to change,
Privitera says. “It is vital for management to consistently
demonstrate and advertise their commitment to the improvement of
the entire organization,” Privitera says. “Caring for the
culture and providing for the focus of casino improvement is a
manager’s job.”
Tip No. 2. Effective managers set the goals for improvement,
Privitera says. “In an ideal situation, senior management will
define the broad parameters of the goals of improvement and the
direction of the casino,” Privitera explains. “A fluid vision
that allows employees, managers and supervisors to contribute
their input helps foster an environment of openness and,
ultimately, success.”
Tip No. 3. Specific leadership practices are important to
improvement, Privitera says. “Many casinos face the challenge of
determining how management can plan for improvement,” Privitera
notes. “Leadership practices – including communication,
opportunities for open dialogue and group and individualized
employee recognition – are important in organizational
improvement.”
Tip No. 4. Leadership practices lead to management partnerships,
Privitera says. “These practices can help move the casino to a
culture that supports partnership among management and
employees, as well as an environment in which exemplary employee
contributions are expected, recognized and shared within the
entire organization,” Privitera says.
Tip No. 5. Effective managers motivate employees, Privitera
says. “The very best casino managers will motivate their
employees and find the right fit for each one,” Privitera points
out. “This requires analyzing employees’ strengths, rather than
identifying and focusing on their weaknesses.”
Robinson & Associates has published a white paper that helps
casinos understand what is involved in rolling out
organizational improvements that can result in greater success
in the future. Those interested in obtaining a copy of the white
paper should e-mail Lydia Baird at lbaird@casinocustomerservice.com
or call her at 206-774-8856.
Robinson & Associates, Inc., is a global customer service
consulting firm for the gaming industry. It helps casinos
determine their Advocate Index, a number that indicates the
extent to which properties have guests who are willing to be
advocates. The company then implements its Advocate Development
System in combination with the proven methodology of Advocate
Index and best business practices to help casinos create more
guest advocates and chart a course for growth and profitability.
Robinson & Associates may be reached by contacting Lydia Baird
or via its Web sites at www.advocatedevelopmentsystem.com and
www.casinocustomerservice.com. Robinson & Associates is a member
of the Casino Management Association and an associate member of
the National Indian Gaming Association. |
|
|
