Jack D. Ninemeier

Training in the U.S. lodging industry: Perception and reality

Despite the apparent benefits of training, many lodging companies do not offer planned, quality training programs and spend far less than non-hospitality businesses on employee-training activities. The authors compare the perceptions of corporateand propertylevel lodging personnel on the value of training with trainings actual industry-wide implementation, including the percentage of their payrolls that lodging companies devote to training. The authors believe that not including training as a line-item expense is one reason training is not consistently implemented, and suggest that companies establish a clear cost-benefit link between training expenses and outcomes, reward individuals responsible for undertaking training responsibilities, and make quality training materials and programs available at the property level.

Competencies required for club managers

A survey of 114 managers of private clubs developed ranked lists of competencies that the managers considered to be important and those they used most frequently. The survey comprised 127 competencies. To get an indication of which competencies are at once important and frequently used, the researchers weighted those two factors to get a consolidated list of competencies that are both important and frequently used. Topping the list were competencies in accounting and finance, F&B management, and human and professional resources. On the other hand, the competencies at the bottom of the list (least important, least used) were in the areas of club building and facility management and external and governmental influences. Competencies in general club management fell both at the top and bottom of the lists. At the top were professional demeanor and working with a board of directors, while at the bottom of the general-management list was golf-facility management (because club managers generally can delegate gol...

Comparison of present and future competencies required for club managers.

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.

Competencies required for future club managers' success

Abstract A 1999 survey of 369 members of the Club Managers Association of America sought to determine the most important competencies for a club manager in the year 2005. This survey was similar to two others conducted during the 1990s, however, the current study was forward looking. It found that CMAA members do not see radical changes in the competencies needed for successful club management, with perhaps one exception. That is the need for more personal-time management, which shows up in the top-ten items of the prospective survey, but did not appear in the earlier studies. Club managers will still need to be strong in general management skills, accounting and finance, and human resources.

Budgeting practices in lodging and food service chains: an analysis and comparison

Abstract Chain-affiliated lodging and food service organizations dominate their segments of the hospitality industry and yet little is written about the multi-unit budgeting procedures which they use. Executives from 30 hotels and 31 food service firms with annual sales ranging from less than

Club Management Competencies 2005: Updated Information for the Classroom

1 million dollars (U.S.) to more than S1 billion dollars (U.S.) provided input about current budgeting practices. While some differences were noted, there were more similarities in the budget issues which were studied. Most firms use the ‘bottom—up’ approach which provides a ‘feeling of ownership’ for budget developers. Firms typlcally develop a primary financial goal—often involving net income—before establishing the budget. Chain operations use historical operating data as a benchmark and generally require 4–5 months for the budget calendar. Many firms re-forecast their budgets and utilize them as control tools. Important differences between budget development processes undertaken by multi- and single-unit firms suggest that more attention be given to the former in order to better understand how units in predominant market segments manage financial resources.

Training methods for specific objectives: preferences of managers in private clubs

Club management has not been widely researched. In the mid-1990s, Barrows (1995) reviewed all of the major research findings to that date in a single, short article. Since then there has been somewhat more interest. For example, the Lodging, Restaurant and Tourism Index maintained at Perdue University lists 159 “club related” articles. Ninety nine of these articles appear in two magazines Club Industry (56 articles) and Club Management (43 articles). An additional 15 appeared in Nightclub and Bar Magazine (the latter publishes more for nightclubs than for private clubs). The Cornell Hotel and Restaurant Administration Quarterly has offered the most peerreviewed publications about clubs and club management. For instance, over the last 15 years, this publication has included nine articles about clubs. (Cornell Hotel and Restaurant Administration Quarterly) The current authors solidly support and confirm the value of both industry and refereed publications. The former reports on current events and industry techniques in ways which scholarly publications cannot. The latter provide research-based facts and information helpful to practicing managers and educators. However, neither type of publications typically discusses teaching issues and skills as the current article does. In fact, there are few places for educators to find information related to the teaching of club management skills. The purpose of this article is to inform educators about newly determined competencies perceived necessary for effective club management in the future. Knowledge of the competencies will be useful to educators as they teach students about club management. Only one prior article (Perdue et.al., 2000) has been published which addressed current club manager competencies. Another article (Perdue, et. al., in press) focuses on future club manager competencies—the topic of this report.

Success Factors in Private Clubs: A View from the Stakeholders

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.

“Silent” (Non-Language) Training Videos: Cross-Cultural Hospitality Applications

Abstract Club managers and members show a remarkable level of agreement in their assessment of the factors that make clubs successful.

Selection of Post Secondary Educational Institutions and Course Preferences of International Hospitality Students

Earlier research established that non-verbal training videos work as well as the traditional verbal training films among Americans. Many hospitality companies hire expatriates for domestic operations. English is not the primary or secondary language for many of these hires. Furthermore, many hospitality companies have a growing presence abroad, often in countries where English is not the native language. Can non-verbal training films can be adopted across cultures and language group? If so, that could greatly simplify and lower the cost of training multi-cultural employees. This research attempted to start answering that question by testing the non-verbal training films on a Norwegian sample in Norway.