ARTICLES FROM THE ARCHIVES
This is the fifth article in a special six-part series commemorating
the 50th anniversary of the National Club Association. This article from the June 1996 issue of Club Director addresses the complexities of the club environment, both from management and governance perspectives. Some of the questions asked in this article are relevant today: What new management and governance responses will be required to meet changing trends? Is your club positioned to address changing cultural and member-driven preferences?
THE ELEMENTS OF LEADERSHIP
HOW TO BUILD EFFECTIVE BRIDGES BETWEEN
GOVERNANCE AND OPERATIONS BY MARY BARNES EMBODY |
that require the expertise of not only a chief admin- istrator, but professionally trained senior depart- ment managers. Over time, the board’s role has shifted from management by committee to that of
D 26 CLUB DIRECTOR
uring the past 25 to 30 years, the general trend of boards providing hands-on assis- tance with the operation of private clubs has significantly declined. For one thing, clubs have become multi-million-dollar businesses
critical advisor which sets policy, provides direction to the professional staff, and supports and pro- motes the club itself. Yet, it may be overly simplistic to say that the
board’s job is to establish policies and manage- ment’s is to implement them. Such a statement min- imizes any dynamics in the relationship between the two bodies, especially at the point where deci- sions are made.
THE BEST OF CLUB DIRECTOR
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