Jason Paul Koenigsfeld, Joe Perdue, Hyewon Youn and Robert H. Woods
The purpose of this study was to update previous studies conducted on important managerial competencies used by private club managers by examining the importance and frequency of…
Abstract
Purpose
The purpose of this study was to update previous studies conducted on important managerial competencies used by private club managers by examining the importance and frequency of use of management competencies applied to the private club industry.
Design/methodology/approach
A sample of 800 randomly selected private club managers was used for this study. The study included only active members of the Club Managers Association of America (CMAA).
Findings
The results indicate a change in what club managers do between 2002 and today. Except the added competency domains, results are very similar to previous studies. Accounting and finance, human resources and food and beverage competencies remain highly important as well as the most frequently used. The overall importance rating of the leadership domain was categorized as an essential competency with a mean score over 4.50. The other competency domains/clusters overall ratings were categorized as considerably important managerial competencies with mean scores between 3.50 and 4.50.
Practical implications
This paper will help clubs provide appropriate training programs for management staff and also provide a basis for CMAA to develop new professional development programs that would meet manager needs for developing competencies needed for the future.
Originality/value
Managerial competencies are viewed as a snapshot in time in a sense that these studies must be updated over time to incorporate new roles and trends within the industry. The results of this study were compared to previous studies conducted on club manager competencies to see if important managerial competencies changed over time.
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Joe Perdue, Jack D. Ninemeier and Robert H. Woods
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…
Abstract
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.
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Jason Paul Koenigsfeld, Hyewon Youn, Joe Perdue and Robert H. Woods
This study was conducted with the aim of examining important and frequently used managerial competencies for private club managers. Sandwith's five‐competency domain model was…
Abstract
Purpose
This study was conducted with the aim of examining important and frequently used managerial competencies for private club managers. Sandwith's five‐competency domain model was applied to private club managers who were members of the Club Managers Association of America (CMAA).
Design/methodology/approach
A total of 800 private club managers from throughout the USA were invited to participate in this study. Managers were randomly selected from the Club Managers Association of America (CMAA) membership list.
Findings
This study investigated managerial competencies for private club managers. A total of 28 competencies were classified as essential competencies, 120 were classified as considerably important competencies, and three were classified as moderately important competencies for private club managers. These were classified into five domains: the conceptual/creative domain, the leadership domain, the administrative domain, the interpersonal domain, and the technical domain. Leadership and interpersonal competencies were rated as the most important and the most frequently used managerial competencies. These results are consistent with previous research in other segments of the hospitality industry.
Practical implications
This study provides club managers with information on which competencies are important and frequently used to manage private clubs. By measuring the importance of individual competencies, managers can show how critical they are within a particular profession. It is also important to see how often competencies are used in a particular job. The results of this study should help managers and educators identify a list of skills that should be developed in future private club managers through training programs and curriculum offerings.
Originality/value
Previous studies on management competencies in the private club profession have only addressed managers' administrative and technical competencies. This is the only known study of its kind to examine Sandwith's conceptual‐creative, interpersonal and leadership competency domains for private club managers.
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Joe Perdue, Jack D. Ninemeier and Robert H. Woods
Describes a study undertaken to assess how private club managers perceive the relative effectiveness of alternative training methods to attain specific types of training…
Abstract
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.
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High employee turnover in hourly positions has been widely accepted, and documented, in the hospitality industry. This study examined annual turnover rates in private clubs and…
Abstract
High employee turnover in hourly positions has been widely accepted, and documented, in the hospitality industry. This study examined annual turnover rates in private clubs and the reasons that employees left their jobs, as perceived by management. Members of the Club Managers Association of America were randomly selected and surveyed. The analysis compared turnover and managers’ perceptions of reasons for turnover with: manager’s years of experience in current position; years of experience in the industry; club type; club size; and whether or not the manager had a hospitality management degree. Concludes that it is crucial for team managers to develop a team environment in the workplace to increase club loyalty, ultimately reducing employee turnover. Highlights factors within a manager’s control which are strongly limited to employee turnover in private clubs.
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Pamela L. Alreck and Robert B. Settle
The marketer’s principal objective is typically to build a relationship with buyers, rather than merely to make a single sale. Ideally, the essence of that relationship consists…
Abstract
The marketer’s principal objective is typically to build a relationship with buyers, rather than merely to make a single sale. Ideally, the essence of that relationship consists of a strong bond between the buyer and the brand. Outlines six strategies for building that relationship: linking the brand to a particular need; associating it with a pleasant mood; appealing to subconscious motives; conditioning buyers to prefer the brand through reward; penetrating perceptual and cognitive barriers to create preference; and providing attractive models for buyers to emulate. The choice of an individual strategy or combination depends mainly on the nature of the branded product or service. The success of the strategy depends heavily on the marketer’s understanding of the preference building and bonding process.
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Self-Service Technology (SST) is a disruptive technology that has reshaped customer interactions, increased efficiency, and enabled data-driven decision-making. Its impact…
Abstract
Self-Service Technology (SST) is a disruptive technology that has reshaped customer interactions, increased efficiency, and enabled data-driven decision-making. Its impact continues to evolve as technology advances and customer expectations change, making it a key consideration for businesses in a dynamic landscape. This chapter delves into critical findings regarding the adoption and implications of SST in tourism and hospitality. The relevant studies are sourced from the Scopus database. A mixed literature review methodology was employed to review papers. The literature review findings show facets of SST adoption, shedding light on the intricate relationships between consumer readiness variables, context-specific influences, preferred SST features, and psychological attributes. The study reveals consumer preferences, including convenience, ease of use, and speed of service, as primary drivers of the adoption of SST. The bibliometric analysis reveals the scope for developing SST literature in tourism and hospitality. Collaborations among scholars, research and funding institutions could help provide the impetus. Research in SST security, sustainability, and resilience could help enhance the SST literature. Comparative studies evaluating SST's social and economic implications are also suggested.
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In a feast of differentiation, Tyson Foods slices up more than 57 varieties of chicken products for four different major markets. Instead of selling broilers at 69 cents a pound…
Abstract
In a feast of differentiation, Tyson Foods slices up more than 57 varieties of chicken products for four different major markets. Instead of selling broilers at 69 cents a pound, Tyson is a Fortune star selling marinated fillets at more than six times as much.