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    Beyond Oral History - The Importance of a Club Operations Plan
    Beyond Oral History - The Importance of a Club Operations Plan
    Beyond Oral History - The Importance of a Club Operations Plan
    Ebook28 pages16 minutes

    Beyond Oral History - The Importance of a Club Operations Plan

    By Ed Rehkopf

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    About this ebook

    Without establishing expectations, standards, and processes, you'll be forever reacting to daily crises and addressing issues on an ad hoc basis, which inevitably creates inconsistent and chaotic operations.
    LanguageEnglish
    PublisherLulu.com
    Release dateNov 27, 2019
    ISBN9781794770713
    Beyond Oral History - The Importance of a Club Operations Plan
    Author

    Ed Rehkopf

    Ed Rehkopf is a retired hospitality veteran. During his long and varied career, he has managed two historic university-owned hotels, managed at a four-star desert resort, directed operations for a regional hotel chain, opened two golf and country clubs, worked in golf course development, and launched an operations resource website for the hospitality industry.

    Read more from Ed Rehkopf

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      Book preview

      Beyond Oral History - The Importance of a Club Operations Plan - Ed Rehkopf

      Beyond Oral History - The Importance of a Club Operations Plan

      Beyond Oral History - The Importance of a Club Operations Plan

      By: Ed Rehkopf

      Copyright@2019 Ed Rehkopf

      All rights reserved. This book or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher except for the use of brief quotations in a book review or scholarly journal.

      ISBN: 978-1-79477-071-3

      Private Club Performance Management

      1870 Centenary Church Road

      Mount Ulla, North Carolina, 28125

      www.privateclubspm.com

      Establishing Standards

      Ultimately, the governing board determines a private club’s standards for quality and service.  The problem for board members, though, is that seldom do these individuals have the in-depth knowledge or experience of hospitality operations to do this effectively.

      So, it is the general manager who, in consultation with the board, determines the desired standards.  This is challenging in three ways.  First, board members may have difficulty articulating their quality and service desires since the perception of quality is the culmination of a great number of operating details.  Second, each board member has his or her own expectations for quality, thereby making for an imprecise common standard.  Third, boards change over time and the changing agenda of new boards may require changes

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