Inheriting the Future
Observations on the evolving role of middle management within the Australian gaming industry; a paper co-authored by Michael Ferris and Andrew MacDonald.
By Andrew MacDonald, Senior Executive Casino Operations
and Michael Ferris
Adelaide Casino, 1995
Introduction and Terminology | Pit Boss – Caretaker or Policeman | Mental Models | “If It Isn’t Broken – Don’t Fix It” | Pioneers Versus Settlers | The Challenge of Change | Bridging the Gulf between the Theoretical and the Practical | From Personal Realm to Professional Sphere | Means of Selection for Promotion | The Formation of Particular Management Structures | The Impact of Promotion upon Candidates Themselves | The Criteria for Selection | Unified Professional Ethic | Pit Boss Job Description | Code Of Ethics (Noblesse Oblige) | The Company Mission Statement | Empowerment of Staff | Implementing Change | The Human Consequences of Change | Walking Backwards into the Future | Bibliography |
Traditionally, casino management has been picked from within and has picked from within. The industry has stood on the side-lines of professionalism, praising objectivity in the work place but possessing a very subjective face where personal advancement is concerned. When queried, most middle managers will profess to being members of a team. It is necessary however to examine the differences between a team and a club.
A team comprises a group of people combining willingly in a spirit of co-operation to achieve a shared common good. It is inclusive by nature and entry or affiliation is freely bestowed based upon merit or ability. A team environment is flexible and responsive to external influences. A team thrives on the open flow of information, the internal inspiration of its members, the emphasis placed upon similarity between members, and the onus placed upon future developments. Typically, the end result of team work is often greater than the sum of its parts.
A club involves a formal association of individuals formed for the pursuit or preservation of mutual personal ends. It is exclusive by nature and entry is reserved by recommendation or credentials. It sets great store on being traditional in nature, rigid in structure and impervious to external influences. It prefers closed secretive information systems, it insists upon the internal consistency of its members, it emphasises differences with others and the distinctness of its members and it looks primarily to the past as a source of wisdom and inspiration. In this case, the end result is often less than the sum of its parts.
Given these two environments, it is believed that any selection process should be geared to create the former type of management structure rather than the latter.
