introduction to management

dodo1995

Interview.docx

Home >Business & Finance homework help >Economics homework help >introduction to management

Interview

Manager: linda

Key Questions

1. What formal or informal training have you had as a manager to manage work within a team?

a. When promoted we are booked in for a week of intensive training. This entailed:

i. Being walked through the basics of what was expected from us in our new role as area managers

i. Both technical knowledge of operating new, management systems-- and also people-related skills involving leadership and ‘courageous conversations’

i. Because it is only a week most of the training process is actually more hands-on while on the floor in the capacity as an Area Manager

3. There is a lot of coaching & training from existing Managers and Assistant Casino Managers (Who manage Managers)

3. There is the expectation that only about 5% of the knowledge during the intensive training is retained, but is then reinforced on the floor

3. It’s helpful to be able to ask the many questions that you are not sure of from more experienced colleagues

1. ‘Leadership Development Program’

ii. A compulsory learning module for AMs

ii. It’s a formal, year-long process that has many points of tracking performance for its duration

ii. Related to the Next Generation Leadership Program (?)

3. https://www.pbs.org/ngl/about/what-is-ngl/

1. Health & Safety management

1. Return-to-Work Interview Training

iv. This practice has lowered rates of absence; it is essentially a non-disciplinary meeting between a manager and a returning dealer to ask how they are doing after taking sick leave, and if Crown can do anything to make their return to work easier/more accommodating for them.

iv. Information about Benestar, the company’s contracted … therapy line?

2. Essentially, AMs are sometimes seen as councillors which they are not

0. How do you encourage staff to work in a team and why is this important?

a. In a team, everyone needs to understand their role within the team, and be able to work with the people around you.

b. Having a common goal enables the team to achieve that goal

c. Dealers are important as they deal with patrons directly

i. Personal goal is to make money through wages

ii. Company goal is to make money through the business

iii. Dealers need to understand that their interaction with the customers is important to achieving both these goals

iv. We hold a license, and we are bound by the license by a set of rules

v. Small differences in dealing efficiency = increases in profit

v. E.g. Every spin on a patron-less game of roulette increases the likelihood of a patron choosing to participate at that table

v. If the dealer is reasonable/logical this is a good conversation

b. If not… a lot trickier.

1. If the employee does not understand the concept being taught you should try to place it into terms that are better understood by the employee.

c. E.g. If you spin more, you could start a run of a patron’s ideal numbers = Enticing that patron to your table

1. In your opinion what is the value of working in a team?

a. Having a team of people working towards a shared goal is valuable. People are also different & diverse, and each individual has different strengths they bring to the table. You can pool these strengths together!

i. E.g. one person might be better at computer stuff whereas another might be good at conflict management.

Specific Questions

· How do you resolve conflicts within a team?

· Maybe, at the end of the day, if you can understand where the person is coming from or understand their perspective; find that middle-ground!

· There can be a discussion between both parties where they find a compromise as opposed to one side just ‘giving in’.

· I have also found that it’s Important to get along with people!

· However, you’re not going to get along with everyone. Sometimes there are things that we don’t agree on. When it comes to these people:

1. Don’t get too personal

1. Keep emotions out of it

1. Be professional

1. Don’t hold grudges

3. When people are in a stressful state, it’s harder to have time for niceties

2. Sometimes offering to help a stressed person doesn’t work out so well and actually adds to the stressful situation; judging these has become one of my main struggles.

· Especially in the cases of:

. Functional conflict——Benefits the main purposes of the organisation and serves its interests

1. Solving these kind of conflicts usually falls back upon established rules & regulations. There isn’t much room to attempt to wriggle a different outcome due to those rules & regulations.

. Dysfunctional conflict——Hinders the organisation’s performance or threatens its interests.

2. Try and discover if there is an underlying cause to the dysfunctional behaviour; as well as address the issue itself.

2. … because if the employee can be reasoned with this may be resolved with a discussion and an attempt to address the underlying cause.

· Are adjustments from a behavioural management standpoint conscious or subconscious?

. Part of managing is to ensure that dealers are approachable and friendly to customers. So when it comes to addressing an employee who is underperforming in this area by appearing disinterested or unfriendly; it’s trickier.

. It’s also difficult to notice as our focus tends to be towards tables that are busy, not tables that are empty which is when this phenomenon occurs. As a result we are often told by senior managers (AKA ‘Assistant Casino Managers’ who manage us Area Managers) that a dealer is underperforming, or by a patron which is of course not ideal.

. Adjusting this type of behaviour is difficult, it’s something we deal with subconsciously in the way we interact with our employees by encouraging and coaching them to be more cheerful & enthusiastic about work--but it does sometimes need to be a conscious thought as sometimes it needs to actually be corrected.

. Humans are selfish, and in this particular line of work there are employees that are here solely for their pay; so if they can get away with doing a ‘minimum’ amount of work they will; it doesn’t get them any extra benefit by trying harder.

Specific Questions （Ocean)

· How do you resolve conflicts within a team?

· Maybe, at the end of the day, if you can understand where the person is coming from or understand their perspective; middle-ground! There is a discussion between both parties issues compromise, as opposed to just ‘giving in’.

NEED SPECIFIC EXAMPLE IN RELATION TO CROWN

Types of conflicts: Specific strategies:

· Especially in the cases of:

· Functional conflict——Benefits the main purposes of the organisation and serves its interests

· That’s where rules come in and procedures and policies.

· Dysfunctional conflict——Hinders the organisation’s performance or threatens its interests.

· Find if there is an unrelated cause to their behaviour

· … because if logical it should be fine.

· Are adjustments from a behavioural management standpoint conscious or subconscious?

· Part of the job to make sure that people are still approachable, do the right thing. It’s not the thing that people are always be able to notice unless there is a complaint or if it’s had light shone on it. Conversations; used in a sympathetic/empathetic way.

· Humans are selfish

Ocean’s notes:

Why team: (Team: Synergy is the creation of a whole that is greater than the sum of its parts; in teams, it is seen when members’ individual talents and efforts are used to achieve/create.