The changing face of competencies for club managers

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.

Hospitality management competency requirements of the hospitality industry in Ghana

“…The advantage of Sandwith (1993) competency scale over others is the ease with which various knowledge, skills and attitudes can be put under each domain. An extensive review of the competency literature of including Koenigsfeld et al (2011), Millar et al (2010 and Okeiyi et al (1994) helped in identifying the various competencies that were used. These competencies were then placed under each domain for respondents to indicate their levels of agreement or disagreement regarding their importance to managerial and supervisory positions in the hospitality industry.…”

“…This study therefore seeks to fill the gap of competencies required for both the hotel and restaurant segments of the industry, particularly in the Ghanaian context. Also, it is important a curricula are reviewed from time to time to reflect new trends in the industry (Bharwani & Juahari, 2017;Koenigsfeld et al, 2011). This will ensure that, students are given training that reflect contemporary trends, to prepare them adequately for the constantly changing industry.…”

Perceptions of Different Generations Regarding Managerial Competencies in Restaurants

“…Managerial competencies can be used to recognise and address trends, challenges and developments in the service industry, specifically in restaurants. Furthermore, they can be applied to provide the knowledge, skills and abilities required by successful managers and leaders in each segment of the hospitality industry (Koenigsfeld, Perdue, Youn, & Woods, 2011). Some organisations use competencies as a benchmark to compare the skills an individual has with the skills the individual needs to fill a particular position.…”

“…Leadership domain: Koenigsfeld et al (2011)isolate the leadership domain as being the most important and frequently cited competency cluster. As effective leadership is the ultimate goal that many organisations strive for, commitment to the development of managers' skills and competencies is imperative (McCarthy & Garavan, 2007).…”

A competency model for Culinology® graduates: Evaluation of the Research Chefs Association's Bachelor of Science in Culinology® core competencies

“…There are numerous advantages to using competency models, such as recruitment and selection of managers and employees, assessment programs, development of job descriptions, development of training programs, succession planning, empowering employees to make managerial decisions, and curriculum development (Campion et al, 2011;Canning, 1990;Ennis, 2008;Lucia & Lepsinger, 1999;McHale, 1995;McLagan, 1980;Mirabile, 1997;Stewart & Hamlin, 1992). Competency models should provide a definition for each core competency and its objectives, together with measurable or observable performance indicators for evaluating individuals (Campion et al, 2011;Markus, Cooper-Thomas, & Allpress, 2005).…”