Competencies required for future club managers' success

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

doi:10.1016/s0010-8804(01)90012-6

Cited by 10 publications

(21 citation statements)

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“…The second kind of research focuses on entry-level managers, including manager trainees (Tas et al , 1996) and housekeeping manager trainees (Tsai et al , 2006) to understand their competencies needed in the industry. Additionally, some research focuses on managers in specialized industries, such as those of clubs (Perdue et al , 2001) and private clubs (Koenigsfeld et al , 2012), to understand in depth the differences in their competencies across industries. Nevertheless, related research mostly focuses on either the serving area of hotels or the competencies of the executive management.…”

Section: Literature Reviewmentioning

confidence: 99%

Sustainable international tourist hotels: the role of the executive chef

Wan

Hsu

Wong

et al. 2017

IJCHM

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Purpose Human capital is the most important determinant of the Hospitality industry’s success. Executive chefs should be skilled in both management and culinary arts, in addition to ensuring the success of the entire hospitality division. The study aims to understand the competencies of executive chefs in international tourist hotels in Taiwan. Design/methodology/approach Literature review and behavioral event interviews were conducted with ten executive chefs and executive sous chefs. The modified Delphi method verified the results using 15 experts. Findings A competency framework was created, with four quadrants – managerial, operational, behaviors and skills – to classify executive chefs’ competencies. Each competency was further divided into sub-competencies – culinary research, emotional control, negotiation skills, job guidance and proactive thinking ability – for 25 items. Quadrants I and II are hard competencies that can be improved through education and training, whereas the third and fourth are soft competencies that require more time for development in workers. Practical implications The two-step study developed a competency framework with a practical reference value. The study results could be utilized by human resources managers during their companies’ training, recruitment, selection and promotion. Originality/value Besides the Delphi method, a deep behavioral event interview that enabled determining critical competencies was also used to collect data. The results obtained could be used to structure schools’ curricula. Collaborations between the hospitality industry and schools could help develop better curricula and training plans to maximize the availability of educational resources.

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Section: Literature Reviewmentioning

confidence: 99%

Sustainable international tourist hotels: the role of the executive chef

Wan

Hsu

Wong

et al. 2017

IJCHM

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“…Later, Perdue et al (2001) asked private club managers to rate the importance and frequency of use of management competencies that should be important in the future. They expanded the competency list to 144 and used a total of nine clusters.…”

Section: Ijchm 247mentioning

confidence: 99%

“…In earlier studies, managers ranked "the ability to develop and utilize budgets" as the number one and "the ability to read, interpret, and explain financial statements" as the number two priorities when looking at individual competency rankings (Perdue et al, 2000(Perdue et al, , 2001. Back then, the authors posited that competencies in club accounting and finance domain were the most critical for success in club management and would remain so in the future.…”

Section: Ijchm 247mentioning

confidence: 99%

“…Previous studies that have examined managerial competencies in private club industry have examined the importance and frequency of use of competencies in administrative and technical domains. These studies have not analyzed important managerial competencies in the conceptual/creative, interpersonal, and leadership domains (Singerling et al, 1997;Perdue et al, 2000Perdue et al, , 2001 although competencies in these domains have been found in other sectors as some of the most important and most frequently used skills by organizational leaders (Kotter, 1990;Levinson, 1980;Oss, 2003;Thomas and Sireno, 1980). Examples of these competencies include managerial functions such as developing contingency plans, monitoring trends in the private club industry, developing new ideas, conducting and updating a strategic plan, listening without interrupting, writing and speaking well, conducting oral and written presentations, leading by example, mentoring direct reports and inspiring and motivating others.…”

Section: Introductionmentioning

confidence: 99%

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Revised competencies for private club managers

Koenigsfeld¹,

Youn

Perdue

et al. 2012

International Journal of Contemporary Hospitality Management

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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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“…One study that examined competencies required for country club managers identified a list of skills that included budgeting, financial analysis, communication skills, and time management. 22 A second study examined competencies required for hospitality management jobs, whether in rooms or food and beverage. Not surprisingly, both studies found that in the context of managing an operation, leadership skills are paramount.…”

Section: You As a Leadermentioning

confidence: 99%

Preparing for a Successful Career in the Hospitality Industry

Walsh¹,

Sturman²,

Carroll³

2012

The Cornell School of Hotel Administration on Hospitality

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[Excerpt] If you have picked up this book, chances are good that you are either working in the hospitality industry or considering a hospitality position. Great choice! This chapter discusses you as a candidate for employment or advancement in the hospitality industry. Future chapters examine the many aspects of hospitality operations; but, so that you can develop your own competitive advantage, let's start with you. First, we offer a take at what companies are looking for from potential employees. Then, we switch the lens and review the changing nature of careers and what you should look for from a potential employer. We'll also touch on the differences between managing people and leading others-and then you can read more on this topic in Chapter 6. No industry offers better opportunities for you to move up into a leadership role, if you so desire, so we'll also look at leadership opportunities within this industry. Finally, we conclude with advice on what you can and should consider as you move into and up within the world's largest industry.

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Competencies required for future club managers' success

Cited by 10 publications

References 0 publications

Sustainable international tourist hotels: the role of the executive chef

Sustainable international tourist hotels: the role of the executive chef

Revised competencies for private club managers

Preparing for a Successful Career in the Hospitality Industry

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