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Compares the findings of two studies conducted to investigate the ranking of content domain areas of club management and management competencies necessary for success in private club management. A comparison is made between rankings for present and future success. The findings indicate areas for individual manager preparation and organizational program development.

Describes a study undertaken to assess how private club managers perceive the relative effectiveness of alternative training methods to attain specific types of training objectives. Data were obtained from 123 club managers who were members of the Club Managers Association of America. Participants rated the effectiveness of 16 alternate training methods for potential use in six different types of training situations. Training methods studied included case study, video‐tape, lecture, one‐to‐one, role play, games, computer simulations, paper and pencil, audiotapes, self‐assessment, movies/films, multi‐media, audio, computer and video conferencing and sensitivity training. Training objectives studied were knowledge acquisition, changing attitudes, problem solving, interpersonal skill development, participant acceptance and knowledge retention. Analysis of data indicated that one‐to‐one training is the preferred method to attain all objectives except interpersonal skill development.

This case focusses on management and customer service issues at a historic hotel, the Hawthorne, in Salem, Massachusetts. By 1999, when Juli Lederhaus was hired as the new general manager, the Hawthorne had a reputation of being well past its prime and customers were dissatisfied with the quality of service and outdated physical facilities. This case describes the actions she took, up to 2012, to improve service. The case ends with Lederhaus contemplating whether more changes are needed given that she had just heard a rumor that a company was considering building a new hotel just a few blocks away. The case gives students the opportunity to analyze the strengths and weaknesses of the Hotel in relation to customer service, and propose recommendations for future improvements.

A qualitative, interview based, methodology was used. The researchers held numerous, face-to-face interviews with the owner and employees of various ranks. Information was also gathered from archival data and traveler review sites such as TripAdvisor.com and Yelp.com.

The case is targeted to undergraduate business and hospitality students at a sophomore or junior level. Classes in which this case could be used include: Organizational Behavior, Human Resource Management, and Hospitality Management.