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Essential skills profile

This profile contains a list of example tasks that illustrate how each of the 9 essential skills is generally performed by most workers in this occupation. The levels of complexity estimated for each task are ranked between 1 (basic) and 5 (advanced).

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Golf Club General Managers(721)

This profile was developed as part of an occupational standard. The NOC group to which it relates is "Facility Operation Managers." Facility operation managers plan, organize, direct and control the operations of commercial, transportation and recreational facilities. Facility operation managers are employed by a wide range of establishments, such as airports, harbours, canals, shopping centres, convention centres, warehouses and recreation facilities.

Reading Help - Reading
  • Read trade magazines, newsletters and periodicals in order to keep up to date. (2)
  • Read trade magazines, newsletters and periodicals in order to keep up to date. (2)
  • Read correspondence about requests or complaints. (2)
  • Scan job applications and resumes when they are hiring. (2)
  • Read minutes of meetings in order to keep up to date and to plan. (2)
  • Read internal memos in order to condense the information and pass it on to others. (2)
  • Read contracts in order to fully understand them. (3)
  • Read instructional and motivational materials to keep up to date with management techniques. (3)
  • Examine legal documents in order to relate the information to their operation. (4)
  • Read government documents on such topics as labour relations, industry standards and government acts. (4)
Document use Help - Document use
  • Read member chits. (1)
  • Read daily cash sheets. (2)
  • Read schedules for staff, tournaments and players. (2)
  • Read invoices for supplies. (2)
  • Read tables which provide sales history analyses. (2)
  • Read bank statements. (2)
  • Issue purchase orders for supplies, including food and beverages and supplies for the grounds. (2)
  • Produce and interpret charts and pie graphs showing, for example, marketing summaries or percentage comparisons. (3)
  • Read accounting and financial statements for the purpose of budgeting, planning and forecasting. (3)
  • Complete insurance claim forms. (3)
  • Complete government forms such as Workers' Compensation Board forms or tax forms. (3)
  • Complete legal forms for the corporation or business. (3)
  • Interpret scale drawings such as blueprints, golf course plans, topographical maps, architectural drawings showing drainage and irrigation. (4)
Writing Help - Writing
  • Write questions and other items for customer surveys. (2)
  • Write memos to staff providing information (such as schedules, menu changes and other items for that day). (2)
  • Write short texts such as advertising copy, faxes, menus, daily events lists and comment cards. (2)
  • Write letters on a variety of topics including policy, dress code and tee times as well as replies to regulatory agencies and responses to complaints. (2)
  • Revise things they have written in response to someone else's evaluation. (2)
  • Write contractual agreements, such as employee contracts, contracts for work to be performed or contracts for suppliers. (3)
  • Write newsletter articles. (3)
  • Write statements of course policy or club rules and regulations. (3)
  • Write employee evaluations. (3)
  • Revise the writing of others for factual accuracy, grammar and spelling and effectiveness. (3)
  • Write reports to the staff, the board of directors, committee members or the bank. Reports to the board may contain, for example, the monthly evaluation or a situation analysis and recommendations. (4)
Numeracy Help - Numeracy Money Math
  • Receive cash payments and make change. (1)
  • Prepare bills and make payments. (2)
  • Calculate markups and markdowns. (2)
  • Prepare the daily cash out and daily deposit. (2)
Scheduling, Budgeting & Accounting Math
  • Calculate labour and construction costs for budgeting and accounting purposes. (3)
  • Analyze balance sheets. (3)
  • Compare budgets to actual expenditures and make financial projections. (4)
Measurement and Calculation Math
  • Understand and relate measurements such as distance, yardage, ball compression, the level of cuts and the speed of greens. (3)
Data Analysis Math
  • Calculate golf statistics such as strokes per round, rounds per day, or the average player's daily bar bill. (2)
Numerical Estimation
  • Make estimates for budgeting purposes, such as estimates of membership sales and of the average number of rounds of golf per day. (3)
Oral communication Help - Oral communication
  • Communicate with customers regarding solving problems and marketing. (1)
  • Train staff for routine operations. (2)
  • Network with other clubs and other managers to exchange information and solve problems. (2)
  • Instruct staff regarding adherence to health and safety regulations, such as wearing hard hats when cutting greens, following procedures to prevent food poisoning or fires, or operating golf carts properly in order to prevent injuries. (2)
  • Interview potential staff members during the recruitment process. (3)
  • Hold staff meetings in order to make announcements, review policies and procedures and discuss problems. (3)
  • Communicate with the media during special events. (3)
  • May deliver presentations to board members, government agencies, and general public on topics such as golf course expansion. (3)
Thinking Help - Thinking Problem Solving
  • Respond to customer complaints. This can occur, for example, when tee times are double booked resulting in slow play. The golf club general manager listens to the complaint and accommodates or compensates the customers, sometimes following a set policy. (2)
  • May have to deal with board or members' complaints, soothing feelings and negotiating in order to resolve the issue. (3)
Decision Making
  • Decide when the course should be opened and closed. (2)
  • Decide what products to purchase. (2)
  • Make decisions about hiring and firing staff. (3)
  • Make decisions about suggestions for change. For example, the golf club general manager listens to a suggestion to improve traffic flow, considers the options, and makes a decision. (3)
  • Decide what capital purchases to make and how to fund them. (4)
  • Decide how much to spend and how to invest the profits. (4)
Critical Thinking

Critical Thinking information was not collected for this profile.

Job Task Planning and Organizing

There is a lot of variety in the work tasks of golf club general managers and it is up to them to organize their tasks and set their priorities while co-ordinating their work with the work of others. They experience frequent interruptions, such as phone calls. Their financial activities however, do follow a prescribed order. (3)

Significant Use of Memory
  • Remember the history and policies of the club and the rules and traditions of golf.
  • May remember the names and faces of customers and members.
Finding Information
  • Get information on products at trade shows or from trade periodicals or suppliers. (2)
  • Conduct market research. (2)
  • Find information for their budgets from sales reports and financial statements. (2)
  • Get information from previous minutes and from correspondence in order to set policy. (3)
  • Find out about customer satisfaction through surveys, focus groups, sales figures or feedback from customers. (3)
Digital technology Help - Digital technology
  • They write memos and letters. (2)
  • They track memberships and dues. (2)
  • They use the Internet and send e-mail. (2)
  • They produce menus, advertising materials and other documents. (3)
  • They track expenses and run projections. (3)
Additional information Help - Additional information Other Essential Skills:

Working with Others

Most of the time, golf club general managers work independently or with a partner or helper though they are always part of a broader team. Some of the time, they work alone.

Golf club general managers: work alone or independently. For example, when making decisions and evaluating staff; work with a partner or helper. For example, when working on budgets, menus and labour costs with accountants, chefs and supervisors; work as a member of team. For example, when co-ordinating golf and social activities and scheduling golf course maintenance.

Golf club general managers participate in group discussions on methods for improving work processes or product quality and the allocation of work responsibilities and goals. They meet with: department heads and supervisors (daily); their board of directors (regularly); committee members who discuss house operations, lounge, policies and procedures (when necessary); tournament committees (periodically); staff (periodically).

Continuous Learning

Golf club general managers maintain their CPGA certification. Their ongoing learning occurs through participation in professional organizations, seminars, formal courses, conferences and trade shows and through playing in tournaments.

Golf club general managers upgrade their skills by attending conferences and networking functions, by liaising with industry associations, and by taking management classes through educational institutions.

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