Comparison of present and future competencies required for club managers

Perdue, Joe; Ninemeier, Jack D.; Woods, Robert H.

doi:10.1108/09596110210424501

Cited by 33 publications

(40 citation statements)

References 8 publications

(9 reference statements)

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“…As noted earlier, while previous research has addressed the competencies required for leadership effectiveness in clubs, hotels, casinos, restaurants, and other segments (Brownell, 2004;Choi, 2006;Enz, 2003;Perdue et al, 2002), virtually no studies have focused specifically on the cruise industry as an organizational context. The unique aspects of the shipboard environment-Stewart's demands and constraints-suggest that skills and attributes/abilities may be distinctive.…”

Section: Micro Dimensions Of Cruise Contextmentioning

confidence: 94%

“…For instance, Tracey and Hinkin (1994), conclude that effective communication is particularly critical in service environments as managers gain commitment and align employee's perspectives so that standards of service excellence can be defined and met. Other studies have examined competency requirements in such industry segments as catering firms and airlines (Brownell and Reynolds, 2000;Wilson et al, 2000), hotels and restaurants (Kay and Moncarz, 2004;Okeiyi et al, 1994), and clubs (Perdue et al, 2002).…”

Section: Article In Pressmentioning

confidence: 99%

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Leading on land and sea: Competencies and context

Brownell

2008

International Journal of Hospitality Management

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The purpose of this study was to identify the competencies hospitality unit leaders perceived to be most critical for career development, and to determine whether perceptions of the importance of various skills and attributes/abilities varied when leaders worked in different organizational contexts. Leaders from two hospitality segments, land-based hotels and ocean-based cruise ships, participated in the study. Findings indicated notable differences between the two samples on a number of items.A background of relevant research on hospitality leadership competencies is provided. Contextual variables are examined as they contribute to better understanding differences in perceived competency requirements between land-based and ship-based leaders. Four contextual dimensions (staff composition, task requirements, organizational structure, and the external environment) are explored. A conceptual model is presented that illustrates the posited influence of organizational context on hotel and ship leadership competencies as they impact both selection processes and development activities.Results of this opinion-based study suggest that, while senior hotel and ship practitioners share a need for certain core competencies (positive attitude and effective listening), organizational context likely influences the relative importance of specific skills and attributes/ abilities required for effective leadership in each industry segment. Findings support previous research and have implications for educators, practitioners, and researchers. r

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Section: Micro Dimensions Of Cruise Contextmentioning

confidence: 94%

Section: Article In Pressmentioning

confidence: 99%

Leading on land and sea: Competencies and context

Brownell

2008

International Journal of Hospitality Management

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“…Barrows and Walsh (2002), for example, observed that the lack of knowledge of the private club industry, in general, was also reflective of the lack of research publications addressing current issues in the private club industry. Perdue et al (2000Perdue et al ( , 2001Perdue et al ( , 2002 were the first group of researchers who identified important competencies applied to private club managers. While they helped identify important competencies required for successful private club managers, these previous studies failed to address some of the most important managerial knowledge, skills, and abilities necessary for effective club management.…”

Section: Introductionmentioning

confidence: 99%

Developing a competency model for private club managers

Koenigsfeld¹,

Kim

Cha

et al. 2012

International Journal of Hospitality Management

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“…Thus, it is suggested to consider facility operation process during the planning and maintenance stage, which increase the attractiveness of facility environment as a result. Perdue et al (2002) identify one of the competence areas is building and facility management, which are in a higher rank from a survey of the club management association members in the USA in 2002.…”

Section: Physcial Environmental Considerations For Sports and Leisurementioning

confidence: 99%

Strategic and operational factors' influence on the management of building maintenance operation processes in sports and leisure facilities, Hong Kong

Lee¹,

Scott²

2009

J Retail Leisure Property

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Hackman Hon Yin Leeis Chartered Surveyor (UK), Registered Professional Surveyor (HK), Certifi ed Facility Manager (USA) and Registered International Engineering Technologist (HK) with over 20 years of experience in the fi eld of operation and maintenance of building services engineering systems, building maintenance and facilities management. Recently, he obtained a doctoral degree from the University of South Australia and his completed research work examines the gaps between top management and maintenance personnel in the management of building maintenance operation processes for sports and leisure facilities, a Hong Kong perspective with suggested ways to improve its operational effi ciency. David Scottis Professor Department of Civil Engineering. His principal areas of teaching and research include management of construction, construction project management, construction IT, engineering economics. David Scott originally studied, trained in UK but has worked in Africa, Asia and Australasia for 25 years before coming to Curtin.His main areas of research interest have changed and developed over the years but have always focussed around construction management and engineering economics. His areas of special interest have ranged from resource planning to appropriate technology, from partnering to alternative evaluation techniques, from computer applications to project management information systems. Currently his research centres on IT applications in construction and Internet-based teaching and learning.ABSTRACT The main objective of this paper is to examine strategic and operational factors infl uencing the management of building maintenance operation processes in sports and leisure facilities. These factors are developed from the identifi cation of four main aspects in building maintenance management: building maintenance policy and strategy, strategic management, facility management and performance management. The management of building maintenance operation processes is the key for providing better built environment to building customers and users. It is particularly important in managing hospitality facilities such as sports and leisure facilities. However, maintenance is not in a high priority list in most of the organisations. This barrier contributes to the gaps between top management at the strategic level and maintenance personnel at the operational level. Building maintenance is changing pace with the development of facility management, which has impacts on the planning to Lee and Scott implementation of maintenance operation processes and building performance. The information related to the strategic and operational factors is essential before an in-depth study is undertaken about the improvement of the gaps between top management at the strategic level and maintenance personnel at the operational level for building operation effi ciency.

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Comparison of present and future competencies required for club managers

Cited by 33 publications

References 8 publications

Leading on land and sea: Competencies and context

Leading on land and sea: Competencies and context

Developing a competency model for private club managers

Strategic and operational factors' influence on the management of building maintenance operation processes in sports and leisure facilities, Hong Kong

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