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Organisational Structure of Boyd Gaming

Organisational Structure of Boyd Gaming

Discuss Organisational Structure of Boyd Gaming within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Boyd Gaming Corporation (NYSE: BYD) is a Paradise, Nevada based business engaged in the development, ownership and operation of hotels ...

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Organisational Structure of Boyd Gaming
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Netra Shetty
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netrashetty
Student of PGDM at Mats Institute of Management and Entrepreneurship
Bangalore, Karnataka
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Organisational Structure of Boyd Gaming - February 2nd, 2011

Boyd Gaming Corporation (NYSE: BYD) is a Paradise, Nevada based business engaged in the development, ownership and operation of hotels and casinos throughout the United States. The company continues to be run by founder Sam Boyd's family under the management of Sam's son, Bill Boyd (born 1931), who currently serves as the company's executive chairman after retiring as CEO in January 2008.

As of 31 December 2009, the 15 wholly owned properties had 7,550 hotel rooms, 812,500 square feet of casino space with 21,400 slot machines and 425 table games. Gaming revenue is 75% of total gross revenue.[1]

In addition the corporation has a 50% share in the Borgata, Atlantic City's newest and top-grossing casino resort



8
CEO
Keith Smith
4
Chairman of the Board
William Boyd
2
Vice Chairman of the Board
Marianne Johnson
7
Director
Peter Thomas
2
Director
Thomas Girardi
Director
Veronica Wilson
Director
Billy McCoy
Director
Christine Spadafor
Director
Frederick Schwab
2
Development
Robert Boughner
COO
Paul Chakmak
Legal & Secretary
BL
CFO
Josh Hirsberg
Administration
WN
Design & Construction
TB
Midwest & South Region
CG
3
Nevada
Stephen Thompson
4
Vice President
William Boyd
Accounting
EB

The situation has an underlying problem that new software should be used by the users in ABC Bank an there is evident of resistance for adopting change in using the new software due to the fact that such users are worried as they are acquainted of using the old software. Truly, culture and brain metaphor appear relevant to the situation as organization change in terms of software utilization is visible and this astounds to the culture of ABC Bank but, can impose such organizational conflicts and issues leading to diverse ideas as reflected within the organization’s brain, the people comprising the ABC Bank. Thus, culture is more dominant as compared to the brain metaphor because culture within the organization are amicably proven and tested with such standards and principles in action and despite chances of resistance and avoiding change to follow the new software as dictated by the brain, it does not completely change the bank’s operations within tight environment although it may directly affect the bank’s relations and values towards the users of the software, putting the management’s decision making at risk so, it is imperative to fairly decide on the matters without taking on one sided view and must be without biases in deciding on such critical points within the organization.



Moreover, the metaphors in use when speaking about ABC Bank does provide ample source of information regarding such attitudes and beliefs of the users to the new software to be applied within the organization as there may be potent way for such uncertainty of adopting the software in order to perpetuate what they are thinking and create culture as such related metaphors can function as emotional anchors as help to maintain the sense of how things are around in ABC and the users for the software can use culture metaphor as powerful point of influence, reframing functional imagery so that it aligns with the values and direction of changing the organization’s software.
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Last edited by netrashetty; February 2nd, 2011 at 03:00 PM..
   
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