Club Management Case Study



Procedure for Analysis of Cases

This is a general approach to case analysis and is recommended whether the case is to be discussed in class, thoroughly analyzed in a formal report, or both.

1. Read the Case Completely. This provides an overview of the types of problems discussed, the range of data available to you, and the character of the organization. Be careful to distinguish between fact and opinion. Some information will be provided by the case writer and may generally be accepted as fact. Other data will be introduced as statements by officers or employees. These statements may or may not be true. You must be critical of these statements, considering the credibility of the source, along with other information in the case, and your own knowledge of sound business practices.

2. Evaluate the Current Situation. Each organization exists in a specific social, technological and environmental context. Your analysis and recommendations will be most realistic if they recognize the constraints imposed by the situation. Begin your evaluation by asking three questions: What is it? What are its resources? What competitive alternatives exist?

A. What is it? (1) Type of organization (club) (2) Size (number of employees by function, departments, sales volume, invested

capital) (3) Industry characteristics (competition, technology, performance ratios)

B. What are its resources? (Consider strengths and weaknesses) (1) Personnel (training, age, attitudes, abilities, development programs) (2) Assets (age of plant and equipment, level of technological sophistication,

flexibility, condition of furnishings) (3) Reputation (quality, service, price, credit rating)

C. What competitive alternatives exist? (1) Who else is engaged in the same business?

(2) How are they doing in the areas to be analyzed? (3) What can we do to improve relative to them?

Some cases are presented with more detail than others. This may or may not be an asset. “There isn’t enough information provided in this case” is generally not a valid

response. Remember – in the management world, crucial decisions are made every day with inadequate information.

D. After identifying the nature and resources of the organization, apply appropriate standards to it. Organization standards, for instance, may vary with size. A large property may have a personnel specialist, but in a small club this job may be one facet of the manager’s role.

3. Identify the Problem. Begin this analysis with a systematic arrangement of the evidence in categories. Use functional areas (e.g. marketing, finance, food & beverage, personnel, etc.) and management concepts (e.g. coordination, planning, control, etc.) Evaluate the evidence to discover which problems are independent. Group together those problems which are interrelated or share a common cause. Finally, establish a ranking of the problems based on urgency, magnitude, or ease of solution. Use quantitative measures where appropriate.

4. Develop a Plan of Action. Take a specific point of view. You may be the president reporting to the board, some other officer reporting to the president, an assistant manager reporting to a manager, or a consultant. You should consider the existing resources, people and structure and reach an effective balance between the optimal solution and what is workable and realistic. Trust your own experiences in the hospitality industry. Don’t be afraid to draw upon your own background to illustrate key points in the case.

Be decisive in your recommendations. Do not list alternatives without stating your recommendation. Be specific! State who, what, when and how for each action. Quantify the action by stating how long, how much, and how many. Include timing in your recommendations. Specify a sequence of events and note which actions depend on the successful completion of previous steps.

5. The Written Analysis: The Development of Analytical Skills. Your written analysis must contain: Pages 1- 4: The written analysis should be kept to about four type-written, doubled- spaced pages, which includes a one-half page (maximum) restatement of the facts of the case. Use only those facts that strengthen your analysis. Page 5: Bibliographic references in support of your analysis. A minimum of three references are required. 6. Report Grades

Maximum grade – 100 points Reports will be graded on the following basis:

A. Content – Does the report, where applicable, reasonably follow the “Procedure for Analysis of Cases”? Is it logical? (65 points)

B. Presentation – Is the written report well organized? Are the sentences clear? Are words correctly spelled? Did you proofread carefully? Did you use appropriate subheadings? (35 points)

C. Defense and Class Discussion – Did you enter into the discussion in class? Did you allow others to do all of the talking? Did you defend your position and at the same time recognize the opinions of others? Did you seek to reach a consensus with the class on the best solution?

7. The Development of Verbal Skills Through group interaction in any team discussions, HB 321 also aims to develop your verbal skills.

A. Force one to face the limitations of one’s own subjective opinions. B. To improve one’s understanding and capacity to react articulately, sensibly and

profitably to evolving situations. C. To decide upon sound courses of action only after one’s assumptions and

perceptions have been called into question by others with different insights.