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business
understanding management

Questions and Answers of Understanding Management

Discuss why organizations are open systems
How can club managers make use of the World Wide Web?AppendixLO1
How can club managers use e-mail on the Internet?AppendixLO1
What steps should clubs follow when purchasing or upgrading their computer system?AppendixLO1
What do event management and golf course management software programs enable clubs to do?AppendixLO1
What are some of the challenges clubs face with point-of-sale (POS) systems?AppendixLO1
What are some examples of generic software?AppendixLO1
What three hardware components must every computer system have?AppendixLO1
What are some of the advantages of electronic data processing?AppendixLO1
Summarize club website issues and describe Internet-based networks.AppendixLO1
Explain how clubs can implement system interfacing and upgrades.(pp. 505–514)AppendixLO1
Identify the benefits and uses of generic software, accounting systems, and club software applications.(pp. 491–505)AppendixLO1
Describe how automated information systems are integrated into private clubs. (pp. 487–491)AppendixLO1
What provisions must nonprofit clubs meet to be exempt from federal income taxes?AppendixLO1
Why are cash budgets useful to club managers?AppendixLO1
How can clubs finance capital projects?AppendixLO1
What are two approaches to capital budgeting?AppendixLO1
How is an operations budget typically prepared at a club?AppendixLO1
How does preparing an operations budget benefit club managers?AppendixLO1
What are some of the major financial ratios used by clubs to analyze operations?AppendixLO1
What is a horizontal analysis? a vertical analysis?AppendixLO1
The statement of cash flows is divided into which two major sections?AppendixLO1
What are the major sections of a country club’s statement of activities?AppendixLO1
What are some limitations of the statement of financial position?AppendixLO1
What are the major financial statements clubs use?AppendixLO1
Summarize ways in which a club’s general manager can ensure that a club complies with federal income tax laws.AppendixLO1
Explain the capital and cash budgeting processes. (pp. 473–479)AppendixLO1
Summarize the operating budget and the budgeting process. (pp. 469–473)AppendixLO1
Describe horizontal analysis, vertical analysis, and the importance that ratios play in analyzing a club’s performance. (pp. 462–469)AppendixLO1
Analyze the statement of financial position, the statement of activities, and the statement of cash flows.(pp. 448–462)AppendixLO1
Identify the different financial statements used by clubs as found in the Uniform System of Financial Reporting for Clubs. (pp. 447–448)AppendixLO1
What are some major food trends that might affect club food and beverage operations in the future?AppendixLO1
C lub members can be divided into what four types of diners?AppendixLO1
What is the controversy about the use of food and beverage minimums in clubs?AppendixLO1
What are the five basic steps of human resources management in clubs?AppendixLO1
What are some factors that must be considered when club managers plan menus for food and beverage outlets?AppendixLO1
What are some common types of food and beverage facilities in clubs?AppendixLO1
What are some of the advantages and disadvantages of low turnover among the food and beverage staff in clubs?AppendixLO1
How are club food and beverage operations similar to, and different from, their counterparts in for-profit, commercial food service operations?AppendixLO1
Why are food and beverage operations important to clubs?AppendixLO1
Discuss trends that will likely affect club food and beverage operations in the future.AppendixLO1
Summarize financial aspects of club food and beverage operations.(pp. 406–410)AppendixLO1
Describe how the menu drives food and beverage operations in clubs, and discuss the role of food and beverage staff in clubs. (pp. 399–406)AppendixLO1
Explain the organization of club food and beverage departments.(pp. 395–399)AppendixLO1
Describe the importance of food and beverage operations to clubs.(pp. 391–395)AppendixLO1
What are some of the advantages and disadvantages of outsourcing training?AppendixLO1
What are some professional certifications available for club managers?AppendixLO1
What are the benefits of providing professional development opportunities for supervisors and managers?AppendixLO1
What are the common types of hourly employee training?AppendixLO1
What is the difference between orientation and socialization?AppendixLO1
What are some methods for collecting training assessment data?AppendixLO1
In what ways can you measure training’s return on investment?AppendixLO1
What is lifelong learning?AppendixLO1
Why do private clubs continue to prosper today?AppendixLO1
Discuss outsourcing training, including its advantages and disadvantages.AppendixLO1
Describe supervisory and management professional development. (pp. 380–383)AppendixLO1
Explain the role of the trainer in hourly employee training, discuss adult learning issues, summarize training evaluation issues, and describe online training for hourly employees. (pp.
Discuss hourly employee training and identify how a trainer can increase the effectiveness of training by using the Four-Step Training Method.(pp. 372–377)AppendixLO1
Describe the characteristics of effective orientation and socialization programs and the benefits these programs have for a club. (pp. 368–372)AppendixLO1
Explain the needs assessment process and its role as the foundation of training. (pp. 364–368)AppendixLO1
Describe how training and professional development is an investment in the human capital of private clubs. (pp. 359–364)AppendixLO1
Summarize the importance of training and lifelong learning to the success of private clubs. (pp. 355–359)AppendixLO1
What are some of the questions club managers should ask themselves before discharging an employee, in order to make sure they will not be guilty of wrongfully discharging the employee?AppendixLO1
What are some common employee-appraisal errors club managers should avoid?AppendixLO1
What are the steps in the training cycle?AppendixLO1
What are the steps in a club’s orientation program for new employees?AppendixLO1
What are some potential problems with pre-employment tests?AppendixLO1
What are some of the advantages and disadvantages of internal recruiting?external recruiting?AppendixLO1
How are disabilities defined under the Americans with Disabilities Act?AppendixLO1
What does Title VII of the Civil Rights Act of 1964 prohibit?AppendixLO1
Describe approaches to employee discipline and discharge.AppendixLO1
Explain the issues and tasks club managers should be familiar with regarding employee performance appraisals. (pp. 331–338)AppendixLO1
Describe recruitment, selection, and orientation tasks. (pp. 319–331)AppendixLO1
Summarize major U.S. employment laws that affect clubs. (pp. 311–319)AppendixLO1
How are clubs incorporating technology in their membership marketing plans?AppendixLO1
What are some of the duties and responsibilities of membership directors?AppendixLO1
How do clubs go about attracting new club members?AppendixLO1
What are the steps in developing a membership marketing plan?AppendixLO1
What are the 4 P’s of marketing?AppendixLO1
Why do some people believe that marketing is not necessary in private clubs?AppendixLO1
How does a club’s location affect its membership size?AppendixLO1
What are some common factors in declining club membership?AppendixLO1
n understand the nature of management consulting as a managerial role;
n appreciate the nature of the client–consultant role relationship;
n recognise the responsibilities of the consultant;
n understand what motivates a business manager to bring in a consultant;
n recognise the ways in which a consultant can add value for a client business;
n understand the things a consultant can offer a client business by way of valuecreating support.
Q1 Which of the outputs discussed in this chapter might be involved in the final consulting project that can add value for Maggie and Natural Beauty Ltd?
Q2 Consider the nature of the consultant–client interaction for the project.
Q3 What are the costs, both direct and opportunity, that the client might face in taking on a consultant?
n recognise the types of project consultants are called upon to undertake within the business environment;
n appreciate the ways in which those projects add value;
n recognise the sequence of activities that characterise the typical consulting project;
n appreciate the management issues that each of these stages presents to the consultant;
n understand how the challenges of each stage may be approached to ensure the success of the consulting project.
Q1 From the long list of problems above, consider some of the consulting projects that might help the company.
Q2 Take one of the above and consider the stages that you might go through using the consulting process outlined above.
Q3 Consider what questions you would ask Tom to try to understand what the critical issues are, as you cannot solve everything at once!
n appreciate the skills effective management consultants bring to the job; and in particular:– recognise the importance of the project management skills necessary to keep the consulting project on

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