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aschramm aschramm
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Posts: 599
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6 years ago
With high rollers and frequent-guest programs, the hotel itself is the A-folio.
 
  Indicate whether the statement is true or false



Management should consider doing what if registration lines are long and irritating?
 
  a. Adding directional signs
  b. Increasing the number and character of the staff
  c. Creating distractions (clowns, for example) in the lobby
  d. Redesigning the physical structure of the front desk
  e. All of the above



Explain some of the key topics that will be discussed in upcoming chapters of this text.
 
  What will be an ideal response?



When management wants to review the number of room requests denied, they would look at the Regrets report.
 
  Indicate whether the statement is true or false



The Residences at the Atlantis Hotel in the Bahamas sounds to be a:
 
  a. Member of a joint venture
  b. PGP, preferred guest program
  c. Modified American Plan
  d. Condominium hotel
  e. None of the above



Except for two unusual circumstances, every folio must have a zero balance at the time of departure.
 
  Indicate whether the statement is true or false



Detail the various leaders who define casino culture, including the old-time casino boss, and the big-name developer.
 
  What will be an ideal response?



Conventions may be so large that a number of hotels as well as the publicly owned convention center may need to combine to service the group.
 
  Indicate whether the statement is true or false



The night audit reconciles the hotel's accounts receivable nightly whereas most other business types do that monthly or even less frequently.
 
  Indicate whether the statement is true or false



Choice Hotels has many sub-brands, among which is/are:
 
  a. Travelodge
  b. Howard Johnson
  c. Fairfield Inns
  d. Sleep Inn
  e. Both b and c
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wrote...
6 years ago
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Chapter 2 offers an overview of the entire resort. As larger casinos transformed into resorts, the power structure and the organizational design evolved. Today, many resorts are organized around operating departments such as casino, hotel, retail shopping, food and beverage (F&B), and entertainment. Critical back of house departments such as marketing and human resources round out the organizational design of a casino resort.

Chapter 3 explores the casino departments. Many casinos organize employees and management by types of casino games. You will find slots departments,

table games departments, poker, keno, bingo and the race/sports book. Security and surveillance also fall in the area of casino operations.

Chapter 4 delves into the structure of hotel operations and the wide variety of departments needed to keep a large hotel functioning. Unlike stand-alone hotels, the casino hotel management team must work with the casino to optimize revenue from hotel guests and casino guests.

Chapter 5 takes the reader on a journey through the food and beverage departments. With restaurants to cater to every player's appetite, the same F&B team can be responsible for a five star French restaurant, a buffet, and a series of food court kiosks.

Chapter 6 looks at entertainment, meeting and convention facilities, and retail operations. The many different types of entertainment are represented. The role that the meetings, events and convention department plays in attracting customers is described. Finally, the expanded role that shopping now plays in the casino resort is explored.

Chapters 7-11 look at casino culture and the impact of the external environment on the casino culture. Casinos resorts are built to attract and serve customers. As customers desire change, so will the design of casino organizations and the casino culture. Customer tastes, superstitions and lifestyles all impact casino organization and culture. Larger cultural issues such as smoking, responsible gaming and community relations all play a role in casino organization and culture.

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The Old Time Casino Boss includes classic urban legends such as the casino owner who took a chain saw and sawed the table in half to ensure that it would never be able to lose money at another casino.

The Big Name Developer is someone like a famous New York developer and casino owner with a famous temper and an unwavering ability to get the deal done. However, being told you're fired on a reality television show is completely different form being told you're fired in the executive boardroom.

The Gambler at Heart is someone like this: After dinner a casino owner and a couple of other managers were playing a game of billiards. The owner walked in mid -game and said I'll bet you a thousand bucks you miss this shot. The player shot back, make it two grand and you're on. Done, said the casino owner. The room went silent as he calmly sunk the last three balls to finish the game. The next words came from the owner, damn, now that boy's a gambler, and the player went on to hold a variety of senior roles in this same organization over the next decade.

The Professor would be someone like a former Harvard Business School professor who now works for a casino. In the book Winner Takes All: Steve Wynn, Kirkorian, Gary Loveman, and the Race to Own Las Vegas, Christina Binkley describes the central leaders in such a culture as propeller heads who use data to develop strategic plans that other casino operators would consider folly. The culture of the organization builds on what the leader views as important.

The Visionary is someone who has built a reputation of accomplishing the impossible. In the book Running Scared, John L. Smith described an organizational leader who defied the odds to build a Las Vegas empire. Steve Wynn's vision for the Mirage was viewed with skepticism by established Las Vegas casino companies, yet his vision changed the future of the Las Vegas Strip.

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