Developing a competency model for private club managers

Methodology proposal of the creation of competency models and competency model for the position of a sales manager in an industrial organisation using the AHP method and Saaty's method of determining weights

“…Competencies such as self-awareness, self-control, team work, conflict resolution, relationship, empathy and others are considered as behavioural or interpersonal competencies. Interpersonal competencies also relate to communication functions such as writing, speaking, and listening (Kandula, 2013;Koenigsfeld, Kim, Cha, Perdue, & Cichy, 2012). Technical competencies define what people have to know and be able to do (specific work-related professional knowledge, skills and behaviours) in order to carry out and meet performance expectations and are sometimes known as hard skills (Armstrong & Taylor, 2014;Reio & Sutton, 2006).…”

Predicting loyalty in clubs through motivation, perceived value, satisfaction, and place attachment

“…It is significant that clubs understand member's joining motivation in order to meet both current and new members' needs, which will lead to the long-term sustainability of the clubs. The diversity in membership requires managers to own appropriate skills and knowledge to deal with various situations, including understanding members' needs and wants (Koenigsfeld et al, 2012). Furthermore, the member shift since 2009 lead clubs to investing significant amounts of capital improvement into physical amenities, as much as $30 million in many clubs (McGladrey, 2015).…”

“…Each of these units operates as separate businesses within the club. A general manager oversees the operations of each of these business units, with specialty managers such as golf pros, golf superintendents, and fitness managers (Koenigsfeld et al, 2012). Clubs market to their own members to sell food and beverage, golf and tennis lessons, spa services, rounds of golf, boat slips, merchandise sales in the retail shops, specialty equipment for each amenity (boating, golfing, fishing, and tennis), and memberships.…”

Are You an Excellent International Entrepreneur?—Building a Competency Model of International Entrepreneurs Based on the Grounded Theory

“…Entrepreneurship learning is a gradual process. In the face of challenges and opportunities in business development, entrepreneurial quality improves through a series of learning programs to be completed [30]. International business requires international entrepreneurs to continue to adapt to the new environment.…”