Management Policy and Practices in Modern Casino Operations

Abstract

The prognosis for casino gaming is that it will emerge from the 1980s as a modern, generally well-managed, legitimate industry. These attributes contrast sharply with the legacy from the development years of legalized gaming in Nevada. Casino gaming is completing a stage in which modern management, marketing, and operating techniques are adopted and widely practiced. With half a dozen areas contemplating the legalization of casino gaming, the industry must overcome internal and external constraints that may affect its growth potential. Among the constraints are the development and motivation of employees as a marketing tool, as efficient workers, and as a corporate resource; refinement of management as fair and consistent; marketing as a creative, planned, and profit-oriented technique integrated into every aspect of a casino-hotel operation; the blending of the skills of the veteran casino operator and the corporate executive; and the legitimation throughout society of casino gaming. Depending upon how effectively these issues are addressed, the casino industry faces either unprecedented growth or relegation to pariah status.