organizational chart article winter 2010
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8/4/2019 Organizational Chart Article Winter 2010
http://slidepdf.com/reader/full/organizational-chart-article-winter-2010 1/26
CAPITAL
Marc \'V'eiswasse
What's In aTitle?ORGANIZAT IONAL CHART
Quite n lot Ius Ch:'Ulged in !Iv:
casillO industry since 1978 when
New Jersey lxaunc dle second
stl!te to legalize gaming: techno
I08iOO MV.tnCes in gacnl's and
plt)"er tracking,SIOt m'f1lue o..er
raking Table Games ' e n ~ , andbillion dollar Mega C'\Sinos are
the norm. I'm sure )'00 can think
of ()(her dunge> [00; however the one big dunge to be
here is the coosoliduion of gaming prqxrties
nrxl an interesting efft'Ct it rns on the Of!,"'alliz.1tiornl cnm.
A few casino co mpanies thac stand oU{ as the major
players are:
• HHr.lh's Entertainment- the wadd's largest g.\ming
comp.1.oy with 40 propenies and ownership
interests in another 5 Casinos, and more than
70,000 employees.
MGM Rcsons International- another powerhouse
with 17 properties in 4 states and Viet Nam, and a
50% ownership interest in 4 properties including
one in Macau , and also the $8+ billion Cit), Center
in las Vegas. All combined around 66,000 e m p ! ) ' r ePenn Nntionltl Gaming- 19 gaming facilities and
around 16,000 employccs.
• Boyd Gaming Corpor-.ttion- 16 propeuies in
6 different stn te'S, with around 1~ , ( ) ( ) ( ) employees.
GAMING & LE ISURE
• Isle ofC1pri- 14properties in 6different states, with
around 7,500 emplo}'ees.
• Pinn;\c!e Entertainment- 7 properties in 4 different
states, and more than 8,000 emp!o)'etS.
When industry consoLid.1tion happens due to a bu)'ou t
or merger, other changes occur too . Besides rebr.mding
and retraining toauain the consistcncy ofprodUCLS and
servicc(s), there is also a need to look at redundancy in
the various departments and to consider consolidating
respons ibilities for efficiency and cost savings. A good
example would be in the Purchas ing dep..mm cnt
there would not be the need for a Vice President (VP)
of Purch<tSil1g at 9 diHerent properties when 1Corporate VP cou ld handle the purchasing for all of he
properties, and due to the incrt'll.Se in bulk purchas ing
would gct stronger 5a\·ings.
As an Organizational (Org) Chart ('X.'Ullple, take a look
at The G=I Old D.,!" 0'8 a""" In "the g=l old
days," which were as recent:lS 4: }'catS ago, this may h.'\\'e
lx-en a typ ical Org chart at a li\rge O1.Sino with becwren
2,000 and 3,OOOS!ot machines. 'Ille structure consists of
more top byers at the upper level than we will see in the
other chart, but it was very common to sec a:
CEOlPresident reponing to the Bo.ud
• Genel'dl Manage r- reponing to the President
Vice Presidents- reporting to the Gener.l.1 Manager
Directors- reponing to the Vice President
WINTER 2010
Managers- reponing co the Director
• Supervisors- reporting to the Man.1ger
Also, depending on the compmy and their policies, the
n'tly nwe been an oiliho()( of these tides such as Seni
DirectorNice President or ExecUtive DirectorMc
President.TIlC::SC were usually giwn to to\l11 members wid
eicher longevity in the comp:Uly,or to entice new employ
I."CS onto the ream. 1lX'SC last [WO ritles are nO( JXU! r i h
"typical" org d'li.lIl cl the 2010's.
Now let's take 11 look ar the Present Day Org Char
'111is is at a property with around the $.1me number o
Slot machines, but wieh a struccure chat is leaner an
more consistent with the tough economic times o
coda)"s environment. Here we $("(' that it is possible fo
two whole la)'elS, the Director, and Gcneml Manage
titles. to be eliminated. As we have written about i
the lXISt, a Director's title ae onc property could be th
Vice President title at another property, so it mOl}' b
possible toeiimin.1.te the VP tide and have the Directo
repo rting to the President. Dutin
thislW1icul
aiosmna: the ~ l 1 n a g c r is n1:ortlng to the Vice Presiden
This property might use the title of l..rod Maooger o
Senior ~ f . 1 n ' B e r if there was a second in command in til
absence of the Vice President, or conversely just stick wit
the Managertide,which couJd occ as . M . ~ e r o n J)..I(MOD) in the VP 's ab;toce.
702 .547 .4545
8/4/2019 Organizational Chart Article Winter 2010
http://slidepdf.com/reader/full/organizational-chart-article-winter-2010 2/2
Present Day Org Char t __-- - - ---- - ---- I ,' , , • ( ,- - - - - - - ---------I
;!1 i '--------f we consider a small property with between 300-999
Slot machincs, we cou ld change the Vice President ride
and replace wich Director titles. Howe\,er some smaU
c( properties do utilize the VP tides to at[ r 'dct, !"Ceain,
lind reward thei r {,"1m member. 10 keep the salary
ranges in line with other competitors, it is probablymore prudent to utilize the DircctOr (itles. Whether
the small property is a River Bo.lt or a Native
American propcrt)', (his stnl(mrc would be the chart of
choice.
Due to space con5trdincs we weren't able to list all ci the
dcputmencs on our clnru, and ~ i b l y left OUt were:
• Management Information Systems (MISlIS)
• Assistant Geneml Manager ( A G ~ { ) o Food & BeverAge
o Facilities
o Hotel
o Legal
I hope this anidc clarifies that there is no perfect tem-
plate to an organiZAtiona l charc . Wh,'\( one prope rty
('ails a Manager, could ('asity be a Vice President at
another propert) . The Nets of ms ino life, especially
with the major gilming opemtors, arc [Q do much more
with fewer personnel. It is nor uncommon lor one
Director to ha\'e respons ibilities itt 2 or 3 diffeccn
properties, for che S:Ulle pay chey were making oversee-
ing just 1 property in "the good old days ."
lee's hope that the New Y('ar will see new opponunicy
of prosperity for us all, And if ),ou have any questionsor comments please feel free to contact me,
Afttrr W'eismwt'I' is a Afallaging Afember 0
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