A “southern invasion” intruded upon the recent USGTF Central Region Championship at Pheasant Run Golf Course in Canton, Michigan. Hunter Huang of Atlanta, Georgia, held off Mark Harman of Ridgeland, South Carolina, by two strokes to claim the title. Defending champion Matt Smith of Columbus, Ohio, finished third.
Huang opened the first round with a 72, good for a one-shot lead over Smith and Ron Cox from Nashville, Tennessee. Smith was at 73, and Harman was another stroke back at 74, along with new USGTF member Mike Chism of Farmington Hills, Michigan. Huang continued his fine play with an opening nine of 35 to start the final round, with Smith hanging in there at 36. Cox was still a factor after a 37, and Harman carded a 34 to close the gap to one. Harman birdied #10 to forge a tie, which lasted through the 15th hole. Huang then went birdie-par to Harman’s par-bogey, sealing the deal.
Region director Brent Davies hosted the event, and all competitors agreed it was a great tournament.
(Pictured: Hunter Huang and Brent Davies)
By Pat Montana, Ph.D
Golf managers should educate their staff on the need to be more sensitive to the needs and expectations of potential members and customers. I was invited recently to play golf at the course where I live but am not a member. My new neighbor, who was anxious to familiarize himself with the course, asked me to join him and a friend who were invited by a member to complete a foursome. The member advised us that he would be joining us later in the round, and we were totally put off when the head golf professional charged us double the guest fee because the member was not present at our starting time. The head golf professional was nonresponsive to our frustration in questioning the charge. He simply refused to listen and charged us an unaccompanied guest fee.
Being more sensitive to customer expectations may well have resulted in my neighbor, his friend, and myself joining the club at a later time. By being limited by management policy in this case, the head golf professional lost us forever. The guest fee during high season is pricey, but understandable. Having to pay double this fee brought to mind the old expression, “Be a pig, don’t be a hog.” You might get more members.
Learning and Applying Management Skills in the Golf Business
By Patrick J. Montana, PhD
USGTF Master Teaching Professional, Scarborough, NY
Recently I received a telephone call from a friend who asked if I would be interested in teaching golf at a major year-round golf facility in my geographical area. Since the golf facility where I have been teaching for the past three seasons closes at the end of October, I decided to explore the opportunity.
I met with the General Manager who said she was looking for a Head Golf Professional to give all golf lessons, clinics, golf camps, and to assist her at times in managing the facility because the current teaching pro did nothing but stay in the office and rarely spent time interacting with customers and staff.
As a longtime university professor of management and former President of two different divisions of the American Management Associations, before I became interested in teaching golf, it was obvious what was needed. Apparently, there was little communication, if any, between the existing Head Professional and the General Manager as to what was expected on the job because at the heart of managing for results is managing expectations. An “expectancy gap” existed in this situation.
My definition of management is simply getting results effectively through others. A more formal definition of management is working with and through other people in order to accomplish the objectives of the organization and its members.
Today there are approximately 17,000 golf clubs in the United States and an equivalent number worldwide. With many golf facilities and courses being constructed annually, and the industry continuing to grow, there is a need for more qualified, effective managers in the golf industry.
The United States Golf Managers Association is fulfilling this need by training and certifying club managers from around the world regardless of the position they may be currently occupying in the golf industry.
The program is very unique in that it combines an intensive five-day course with ongoing education through email learning. Participants are taught a variety of skills from actual golf managers that apply directly to golf facility management including:
Customer Relations
Management Expectations
The Common Sense Factor
Introduction to Agronomy
An Introduction to Golf Course Construction
Employment at Public versus Private Facilities
Managing a Golf Course on a Strict Budget
An Introduction to Food and Beverage
Understanding and Working with Various Types of Grasses During Season Changes as well as Varying Geographic Area
Evolution of the Modern Golf Swing
An Introduction to Pro Shop Merchandising
Day to Day Golf Course Operations – Inside / Outside
An Introduction to Payroll, Budgeting and Accounting
Marketing Yourself within the Industry
Effectively Organizing Golf Tournaments
The Basics of Today’s Modern Golf Equipment
The Passion for Excellence
Participants see and hear from guest speakers who have a wealth of information in these various topics, and are able to network with other golf industry professionals who become a valuable resource and source of support. Five-day certification programs are scheduled year-round.
The value of the United States Golf Managers Association to the industry is one of the most essential elements to the successful growth of the game. Any current or aspiring golf club employee or those with previous business backgrounds looking for a fulfilling career in golf club management are welcome to attend.
(Dr. Montana is author of Conquering The Course, Nine Steps to Managing Your Business and Golf Expectations)
