CLUB SYSTEMS
Changing structures and streamlining systems While there are excellent examples of structures changing at proactive clubs, some structures aren’t always as streamlined as they could be, muses CMAE’s Torbjörn ‘Toby’ Johansson.
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board should have an overarching role and not involve itself in the details of day-to-day management – unless the club needs it (for example, small clubs with volunteers helping out a lot). However, there can be tendencies – or wishes – by some people and/or boards to micromanage. I think that change can be affected in this area from a confidence in management being able to do its job. In this sense, education has the task of upskilling existing mangers and equipping new additions to the management fraternity with the required skills to do their jobs properly and make the required difference. Certainly, hospitality is a large part of what clubs offer – or should be offering! – and of course for many clubs, especially resort clubs, tourism plays a huge role in their day-to-day operations and CMAE has modules covering both of these aspects of management. Making change Talking about golf specifically for a moment, I believe that golf can ‘freshen-up’ in many areas and is trying to do so. R&A are leading the way with some excellent projects at this very moment and we try to support them as much as possible. I do think that the nations which have adopted golf more recently, predominantly those on continental Europe, might be best placed to initiate change, as they are not quite so connected – or dare I say it, burdened – by the weight of golf’s history as might be the case with clubs in the UK and Ireland, for example. Committees and boards The impermanence of committees and boards can cause issues unless there is a very clear legacy policy to avoid changes being made without proper consideration. It’s clear that we need to educate both boards and management to ensure that both understand their respective roles and that they have the required skills and understanding to perform effectively. That responsibility, by the way, does not only lie with the board or committee, but also with management to make sure everyone understands their roles at the club. Financial issues Financial issues can result in ‘sacrifices’ needing to be made and can adversely affect the balance in skills in the personnel required to run a facility effectively.
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Where this is the case, micromanagement becomes almost inevitable and often just adds more problems rather than solving them. There are good examples of appropriate and market-related salaries being paid at a lot of clubs, but sadly too many give the General Manager or CEO a too-low salary, which is then reflected throughout the organisation. Recruiting the right people While club boards will always try their best to recruit well, that can sometimes be within a recruitment process that no one has any experience of. Clubs must have a clearly defined set of goals. If they don’t, it is impossible to find the right skills or blend of skills sets. With a master plan in place, the course and club operation should include an effective recruitment process and strategy for every area within the organisation’s structure. The bottom line here is very clear – with no plan, you are heading towards seriously rocky waters. Education Management needs to keep abreast of changes and developments, and courses and programmes must also move with the times. We need to prepare graduates to be more effective in the workplace from day one, while at the same time providing existing management with intel and skills that can bring immediate and practical benefits to their working environment. As educators we need to be constantly vigilant and prepared to adapt programmes, courses and content that reflect that we are in an ever-changing environment and which will not become outdated and ineffective over time.
We believe in KAIZEN, which in summary embodies the concepts of change for the better and continuous improvement. It is a good model to use in most things. Personally, I feel that all programmes should be: • Based in reality and on actual case studies • Able to be converted quickly into useful tools for the club • Provide a win-win for both the club and manager • Focused on the need for there to be a long-term strategy mixed in with shorter term goals and improvements • Built for a learning environment, where a manager’s current competences also are used i.e., not the university model where the professor tells you the what the truth is! • Face to face, with possible e-learning to be added into the mix • Residential – ‘real world’ to give face-to-face networking a big role in the training. This hasn’t been possible during the pandemic, but the need is certainly there to resume these levels of interactions as soon as it practical and safe.
CONTACT DETAILS Torbjörn “Toby” Johansson Director of Education, CMAE t. +46 70 910 57 94 e. torbjorn.johansson@cmaeurope.org www.cmaeurope.org
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