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ACCG828 Management Control Systems

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ACCG828 Management Control Systems

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ACCG828 Management Control Systems

0 Download2 Pages / 498 Words

Course Code: ACCG828
University: Macquarie University

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Country: Australia

Question: 

1. Prepare a list of the primary personnel controls found at the Bellagio Casino. Alongside each of the action controls you have listed:
a. Classifyeach personnel control
b. Showwhich problem(s) you described in question 2 (see Week 3 Seminar Activities) each control addresses.
 
2. Focus on the three primary levels of authority in the casino, namely, blackjack dealers, pit bosses and the vice president of table games. Briefly describethe key roles of each of these personnel and the personnel controls that these employees use to control their own behaviours.
 
3. In your opinion, based on your reading and understanding of the Bellagio Resort and your theoretical knowledge of cultural controls, explainwhether there are any cultural controls used within this organisation.
 
4. Justifywhy action and personnel dominates this environment. Include a brief evaluation on the use of results controls in this environment, in your answer.

Answer: 

Bellagio Casino is the topmost restaurant and gaming business entity in Las Vegas. It provides different services to customers including hotel and games services. The company has different employees who put their efforts together to realize the company goals. This work outlines various personnel controls that are put in place to ensure efficient and effective running of the corporation .It will also describe the primary levels of authority and how action and personnel influences the company performance.
There are five personnel controls at Bellagio Casino. Employees should be intensively trained to ensure controls put in place by the company are in order. Below are various personnel controls with their classification. The aim of these controls is to realize an equal share of cash between the state corporations and the casino itself.
Personnel controls Classification
Locked cash boxes on the casino environment Physical problem
Daily cash and coin count Physical problem
Persistent watching and managing games in the casino Redundancy
Punctuality in studying differences resulting from expected targets Pre-action review
Keeping a continuous system record of slot machines Redundancy
Observing and monitoring video surveillance Pre-action review
The casino has three major primary levels of authority namely blackjack dealers, pit managers and vice president of table games. Blackjack dealers are in charge of table games in casino floors. Their main responsibilities include guiding players on game regulations, make payments to winners, ensure safe security of the casino floor and sell foodstuff to customers like chips. Personnel controls for blackjack dealers is to persistently watch and manage games in the casino and keep an eye on locked cash boxes on the casino environment. They must have high competence skill to perform their tasks in casino (Ahn & Back, 2018).  
Pit managers has the responsibility of supervising other workers and any rectifying errors made, ensuring games are played as expected, solve disputes, ensure payoffs are correctly handled etc. Personnel control for pit bosses includes daily cash and money count.
Vice/deputy president of table games manages employees of the casino. He is in charge of all games, train employees, assigning duties, address complains etc. Personnel controls for deputy president of table games are Punctuality in studying differences resulting from expected targets, keeping a continuous system record of slot machines.
Culture controls are available in the casino with the aim of appreciating different beliefs of employees and customers in the company. Services and games provided cater for people from different background. Based on the above discussion, Bellagio Casino embracing result controls has a higher chance of tracking all gaming activities and easily predicting the possible outcomes. This has greatly helped management in early planning (Cabot, Christiansen & Zou, 2016).
References:
Ahn, J., & Back, K. J. (2018). The structural effects of affective and cognitive elaboration in formation of customer–brand relationship. The Service Industries Journal, 1-17.
Cabot, A. N., Christiansen, E. M., & Zou, B. (2016). A Tale of Two Cities: Las Vegas and Atlantic City. Gaming Law Review and Economics, 20(9), 718-742.

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