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 |
Growing into a position may apply in certain cases, but the process can become for some a drawn out and painful affair. In circumstances such as these, promotion has a direct impact on the candidate themselves and upon their colleagues. The individual may struggle or suffer. More importantly, in the interim whilst the manager is involved in the learning process, the employees in their care must suffer poor management. Even one or two ill-judged or ill-timed promotions can come back to haunt a company in any number of ways.
An avalanche of ambition may also be triggered by an unwarranted promotion. A poorly selected promotion may lead to others ceasing to consider their own personal qualities and instead comparing themselves with the dubious promotions. Their attention may be diverted from their own suitability by the perceived unsuitability of others. The effects of a single poor appointment may seem fairly insignificant. However, just as a gambler may ultimately pay the price for not considering the long term consequences of short term decisions, so too may an organisation discover that the creeping cynicism of the “They’re no better than me” syndrome will begin to erode faith in the system over a period of time.
Promotions send an enormously powerful message to the staff. A single appointment can have far reaching but largely hidden implications for a company. The multiplier effect, where a deficiency within a management figure will ultimately impact upon a large number of other employees, means that we often find that we have got the staff we deserve due to these ill-considered promotions. I believe that enormous attention must be paid to each and every appointment to management level.
