ACCG828 - Analyzing Management Controls at Bellagio Casino Resort

This case study provides an analysis of the personnel and cultural controls implemented at the Bellagio Casino Resort. It identifies and classifies various personnel controls, such as locked cash boxes, daily cash counts, and video surveillance, outlining their roles in maintaining security and financial integrity. The study examines the responsibilities of key personnel, including blackjack dealers, pit managers, and the vice president of table games, highlighting the specific controls they utilize. Furthermore, it explores the presence of cultural controls within the casino, emphasizing the accommodation of diverse beliefs among employees and customers. The analysis concludes that the Bellagio Casino's emphasis on result controls facilitates effective tracking of gaming activities and enables proactive planning by the management team. This comprehensive overview demonstrates how the integration of personnel, cultural, and result controls contributes to the efficient and effective operation of the Bellagio Casino Resort.

Bellagio Casino Resort
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).
Word count:
446
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.