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  • Building The Executive Team at Caecar Tahoe CHPT 12

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    Yoyok Prajoko
    379 просмотров7 страниц
    1) Caesar Tahoe casino has had high executive turnover and needs to rebuild its brand and teamwork. 2) An analysis found issues with turnover, brand reputation, and conflicts among senior managers. The goals are growing the business, reestablishing the brand, and investing in human resources. 3) A team building strategy was developed including diagnosing operations and behaviors, developing roles and processes, and team building activities to clarify goals, processes, values and the future vision.

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    Building the Executive Team at Caecar Tahoe Chpt 12

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    1) Caesar Tahoe casino has had high executive turnover and needs to rebuild its brand and teamwork. 2) An analysis found issues with turnover, brand reputation, and conflicts among senior managers. The goals are growing the business, reestablishing the brand, and investing in human resources. 3) A team building strategy was developed including diagnosing operations and behaviors, developing roles and processes, and team building activities to clarify goals, processes, values and the future vision.

    Авторское право:

    Attribution Non-Commercial (BY-NC)
    Скачайте в формате PPTX, PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    379 просмотров7 страниц

    Building The Executive Team at Caecar Tahoe CHPT 12

    Загружено:

    Yoyok Prajoko
    1) Caesar Tahoe casino has had high executive turnover and needs to rebuild its brand and teamwork. 2) An analysis found issues with turnover, brand reputation, and conflicts among senior managers. The goals are growing the business, reestablishing the brand, and investing in human resources. 3) A team building strategy was developed including diagnosing operations and behaviors, developing roles and processes, and team building activities to clarify goals, processes, values and the future vision.

    Авторское право:

    Attribution Non-Commercial (BY-NC)
    Скачайте в формате PPTX, PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    из 7

    BUILDING THE EXECUTIVE TEAM AT CAECAR TAHOE

    Background
    Caesar Tahoe is a casino, hotel & entertainment complex on the south shore of Lake Tahoe, Nevada 1995 Caesar world organization purchase by the ITT conglomerate 1997 was spun off into the Starwoord Resort Organization 1999, Then was sold to Park Place Entertainment when Starwood decide to focus on non gaming properties.

    Backgroundcontd
    Executive at Caesar Tahoe consist :
    Executive VP & GM (13th in 20 years)---1,5 change 7 Direct Report
    Far east Marketing VP (<2 years) National Marketing (<2 years) Casino Marketing (10 years) Hotel VP (<2 years) Casino Operation VP (20 years) HR VP (<2 years) CFO (<2 years)

    Analyst of situation
    CS 1. Turn over level in the casino & hotel ---higher than normal 2. Caesar Brand had suffer in all the corporate portfolio 3. Conflict among senior manager IS 1. Growing the property 2. Reestablishing the Caesar Brand 3. Investing in HR

    Team Building 1. Improve team work 2. Clarify the core values of the organization

    TEAM BUILDING STRATEGY


    DIAGNOSTIC

    Group Operation & Behavior

    Survey, team meeting, interview to understand the groups process & procedure

    DEVELOPMENT Role clarification Mission & goal development Decision making processes Normative change

    Team Building Activity


    AGENDA

    1.
    2. 3. Group Operation & Behavior

    Clarify Goals & vision of the property Team process & role Action plan to the future
    Day 1st

    Day 2nd Team discussion about core-values works & core purpose -----list of core values and core of purpose that describe the essence of the organization Team discussion about its vision-----list of the key actions to realize the vision Ended with completion of responsibility chart----to clarify task completion expectation & accountabilities among the team member

    Share experience about the best team & identified the characteristics ---Agreed norms & characteristics Problem solving exercise that prompted member to collaborate on a task -----Data about of the groups functioning Discussing the nature of conflict among team member

    Change Kaleidoscope
    Top executive driver changes Emergency

    Awareness of change

    Only 2 member of executive having long experience in property

    Path: growing the business & establishing brand Start point: Top Down Style: Collaborative intervention: Interpersonal & group intervention Roles: Leadership

    Change vision, mission, value , Goal, role & responsibility

    Good industrial relation climate

    The team having individual, managerial, organizational capability

    Executive team Having different years of experience in the property

    Inhibitor of change

    Neutral change agent

    Enabler of change

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