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Mandalay Resort Group Mandalay Bay Resort & Casino Work Values
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Daily Duties at Mandalay Resort Group Mandalay Bay Resort & Casino :
Responsibilities: - performed all facets of gaming/hospitality management with vision to insure high-level property image while successfully obtaining the prestigious “4-Diamond” rating; developed innovative marketing strategies/business plans and subsequent implementation - managed a profitable and well branded integrated resort operations with complete profit/loss accountabilities, marketing and planning functions - set direction and motivated employees through superb team leadership, development and partnering abilities - developed superior personnel resources within property and maintained programs which encouraged successful future management of the business - drove high-level customer satisfaction through ensuring property recruited and developed new service oriented line-level employees - provided “hands-on” leadership of capital expenditures - implemented plan strengthening operating management decision-making, prioritizing of objectives, and performance accountability evaluated all aspects of operations while identifying areas of potential efficiency and maximizing financial leverage of property and cash flow improving overall operational profitability - performed regular assessments of property’s strategic market position ascertaining long-term viability, competitive strengths/weaknesses, and opportunities - provided comprehensive training and motivational programs for labor and management in product and industry information, company policies, sales/service/operating procedures, and other specific job accountabilities - developed strong relationships with local gaming regulators, insuring property complies with allFederal and State gaming regulations
What they like about Mandalay Resort Group Mandalay Bay Resort & Casino :
Working in an organization that is technologically advanced, creative, and innovative is critical in your assessment of hiring companies. Less important to you are stability of the organization, the length of time an organization has been in business, and the business' plans for the future. You prefer a fast-moving company that will take risks to achieve its goals and objectives. The length of time the company has been in business is irrelevant. Maintaining status quo is unnecessary. You thrive on change, uncertainty and the upside of potential business risks, especially those associated with innovation. Stability for the long haul is not nearly as important as is working in an atmosphere that is charged with a sense of urgency and constant change.
Information about Mandalay Resort Group Mandalay Bay Resort & Casino
Company Rank: Not Available
Average length of employment : 3 years
Average salary of employees: $300,000
These are some of the questions we asked our climbers about their experiences with Mandalay Resort Group Mandalay Bay Resort & Casino :
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| Were your performance expectations clearly communicated? | 0.0 |
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| Were you recognized for meeting or exceeding expectations? | 0.0 |
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| Did you feel like your personal contribution was important? | 0.0 |
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| Was your career path clearly outlined and discussed? | 0.0 |
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| I would recommend this as a place of employment. | 0.0 | |
| I believe in the purpose of this organization. | 0.0 | |
| I would work for this organization again. | 0.0 | |
| I feel employees are fairly compensated. | 0.0 |
Climbers who worked at Mandalay Resort Group Mandalay Bay Resort & Casino had these interests:
| Books | |
|---|---|
Good To Great- Jim Collins |
This book addresses a single question: Can a good company become a great company, and if so, how? Based on a five year research project comparing teams that made a leap to those that did not, Good to Great shows that greatness is not primarily a function |
| Built to Last -Jim Collins |
This book was co-authored with Jerry Porras and based on their research project at the Stanford University Graduate School of Business to investigate the question: Why are some companies able to achieve and sustain success through multiple generations of |
| Raving Fans-Ken Blanchard |
If You Don’t Take Care of Your Customers, Someone Else Will In today’s business environment, customers are demanding more than ever—expecting to get what they want when they want it, and often customizing it to suit their needs. If they do not g |
