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 golf-course responsibilities to superintendents).

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.

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