A golf manager oversees day-to-day operations of a course or country club, including fiscal administration, personnel, land, member relations, and more. They may also act as the course professional and formulate a business plan to monitor the club’s performance. In larger clubs, they may have subordinate managers working under them.
A golf manager is typically responsible for all day-to-day operations of a course or country club. This person will often act as the course professional, in which case they will also assume this set of responsibilities. These duties may vary from course to course and will largely depend on the size of the facility. Some golf managers are responsible for the club’s fiscal administration, personnel, land, member or customer relations, and other similar duties. More expensive courses and exclusive country clubs also tend to have a variety of assistant managers who work under the golf manager.
Where a club has an independent general manager and professional, the golf manager will normally be responsible for the club’s fiscal health and various day-to-day operations. Some clubs may have directors or financial accountants to handle the accounting, with the manager responsible for the broader financial picture. To that end, the manager will often need to formulate a business plan by which to operate. This plan can establish goals and operational guidelines for the club, and the manager will use the plan to monitor the club’s performance over time.
Many clubs combine the role of golf manager and professional into one position. In these cases, the manager will need to have the necessary qualifications to become a professional boss and will often be the main interface between the public or membership base and the club. This essentially puts the golf manager in charge of ensuring customer satisfaction and good relations between the customer base and the club. In membership-based clubs, the manager will also be responsible for monitoring membership retention and attrition. This can be an essential function, as in these cases all of the club’s operating funds come from membership dues.
At larger clubs, the golf manager often takes on an expanded managerial role. Instead of handling all the tasks, he may have several subordinate managers working under him. This may include assistant managers in charge of matters such as maintenance, finance, marketing or sales. While the general manager must be familiar with the operations of each part of the business, in these cases he will also require strong managerial skills to set goals for his assistant managers while keeping an eye on the progress of the club as a whole.
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