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68 Chapter 2loyalty diminish if they received a poor performance evaluation. In fact, 68% agreethat a poor performance evaluation motivates them to improve in those stated areas.The data also supported the hypothesis that performance evaluation is positivelyrelated with manager’s compensation. Of those who earn less than $100,000, 47%have a performance evaluation process, and 71% do not receive performance evaluations.Of those earning more than $100,000, 53% have a performance evaluationprocess, while only 29% do not.The majority (69%) of the respondents reported that the bonus systems are paidonly if earned, and are not arbitrary in design. The higher paid the general manageris, the higher the bonus percentage. For general managers making $140,0000 andover, 28% of them receive a bonus of 20% to 24%, whereas of those making lessthan $80,000, only 7% receive a bonus of 20 to 24%. Conversely, for those making$140,000 and over, 12% receive a bonus of less than 10% of their base salary comparedto those making less than $80,000, 63% have a bonus of less than 10%.Type of Performance EvaluationFrequency Percent ValidPercentCumulativePercentValid 360-degree 10 6.0 8.0 8.0Top-down 95 56.9 76.0 84.0Peer-to-peer 2 1.2 1.6 85.6Subordinate 1 .6 .8 86.4Self-assessment 3 1.8 2.4 88.8Other 14 8.4 11.2 100.0Total 125 74.9 100.0Missing No answer 42 25.1Total 167 100.0Correlation Between Overall Performance Evaluation and SalaryFrequency Percent ValidPercentCumulativePercentValid Strongly agree 33 19.8 21.7 21.7Agree 72 43.1 47.4 69.1Disagree 36 21.6 23.7 92.8Strongly disagree 11 6.6 7.2 100.0Total 152 91.0 100.0Missing No answer 6 3.6Not applicable 9 5.4Total 15 9.0Total 167 100.0Source: Crystal Thomas, MCM, Master Club Manager Monograph.
The Board of Directors and the General Manager/Chief Operating Officer 69club managers. 8 CMAA offers a variety of educational programs designed for clubmanagers at all career levels, including:• Business Management Institute.• World Conference on Club Management.• Leadership/Legislative Conference.• Chapter Education.Business Management Institute. CMAA’s Business Management Institute(BMI) is a series of intensive university-based one-week courses ranging fromthe first level, designed for the entry-level club manager, through the fourth andfifth level, designed for advance senior-level managers. These competency-basedcourses are offered at major U.S. hospitality schools and are taught by universityfaculty and industry professionals. The five core BMI programs are:• BMI I: The Basic Club Management School• BMI II: The Leadership Edge• BMI III: The Chief Operating Officer Concept• BMI IV: Tactical Leadership• BMI V: Strategic LeadershipElective courses in the BMI program include one-week programs in the followingareas:• BMI International: Traditions, Innovations, and Future Trends• BMI Certification Review Course• BMI Food and Wine Experience• BMI Golf Management• BMI Distance Learning Course—Organizational Behavior: Team Processes inPrivate ClubsWorld Conference on Club Management and Golf Industry Show. Heldin a major U.S. city each year, CMAA’s World Conference on Club Managementserves as the centerpiece of the association’s annual functions. Educationalopportunities abound at this conference, including approximately 100 educationalprograms on club management that range from 90-minute sessions to full-day preandpost-conference workshops. The 90-minute sessions allow club managers toreceive updates on such topics as government regulatory issues and environmentalconcerns. The workshops provide an in-depth look at topics ranging from golfcourse management for club managers to technology and computer applicationsin private clubs. Day-long case studies provide participants with an opportunityto analyze real club problems and come up with creative solutions. In addition,the World Conference hosts the club industry’s largest exposition of products andservices and an Idea Fair of creative club programs.
Page 15 and 16: Exhibit 8The Board of Directors and
Page 17 and 18: The Board of Directors and the Gene
Page 24 and 25: 66 Chapter 2General Manager Perform
Page 28 and 29: 70 Chapter 2Leadership/Legislative
Page 30 and 31: 72 Chapter 2meeting agenda—A tool
Page 32 and 33: 74 Chapter 2his worst suspicions we
Page 34 and 35: 76 Chapter 2that he is to conduct a
Page 36: 78 Chapter 2Kuebler, CCM, Vice Pres

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