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OSP Occupational Profile

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NOC Code: NOC Code: 0721 Occupation: Golf Club General Managers
Occupation Description: Occupation Description:
This profile was developed as part of an occupational standard. The NOC group to which it relates is "Facility Operation Managers" Facility operation managers plan, organize, direct and control the operations of commercial, transportation and recreational facilities. Facility operation managers are employed by a wide range of establishments, such as airports, harbours, canals, shopping centres, convention centres, warehouses and recreation facilities. This profile was developed as part of an occupational standard. The NOC group to which it relates is "Facility Operation Managers" Facility operation managers plan, organize, direct and control the operations of commercial, transportation and recreational facilities. Facility operation managers are employed by a wide range of establishments, such as airports, harbours, canals, shopping centres, convention centres, warehouses and recreation facilities.

  • Click on any of the Essential Skills to view sample workplace tasks for this occupation.
  • Skill levels are assigned to tasks: Level 1 tasks are the least complex and level 4 or 5 tasks (depending upon the specific skill) are the most complex. Skill levels are associated with workplace tasks and not the workers performing these tasks.
  • Scroll down the page to get information on career planning, education and training, and employment and volunteer opportunities.

Table will display the Skill Level for the Noc specified
Essential Skills Essential Skills Levels
Reading Text Reading Text 1 2 3 4
Writing Writing 1 2 3 4
Document Use Document Use 1 2 3 4
Computer Use Computer Use 1 2 3 4
Oral Communication Oral Communication 1 2 3
Money Math Money Math 1 2
Scheduling or Budgeting and Accounting Scheduling or Budgeting and Accounting 1 2 3 4
Measurement and Calculation Measurement and Calculation 1 2 3
Data Analysis Data Analysis 1 2
Numerical Estimation Numerical Estimation 1 2 3
Job Task Planning and Organizing Job Task Planning and Organizing 1 2 3
Decision Making Decision Making 1 2 3 4
Problem Solving Problem Solving 1 2 3
Finding Information Finding Information 1 2 3

  • The skill levels represented in the above chart illustrate the full range of sample tasks performed by experienced workers and not individuals preparing for or entering this occupation for the first time.
  • Note that some occupational profiles do not include all Numeracy and Thinking Essential Skills.

If you would like to print a copy of the chart and sample tasks, click on the "Print Occupational Profile" button at the top of the page.

Reading Text
  • Read internal memos in order to condense the information and pass it on to others. (2)
  • Read correspondence about requests or complaints. (2)
  • Read trade magazines, newsletters and periodicals in order to keep up-to-date. (2)
  • Scan job applications and résumés when hiring. (2)
  • Read minutes of meetings in order to keep up-to-date and to plan. (2)
  • Read instructional and motivational materials to keep up-to-date with management techniques. (3)
  • Read contracts in order to fully understand them. (3)
  • Read government documents on such topics as labour relations, industry standards and government acts. (4)
  • Examine legal documents in order to relate the information to the operation. (4)
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  • Write letters on a variety of topics including policy, dress code and tee times as well as replies to regulatory agencies and responses to complaints. (2)
  • Revise things you have written in response to someone else's evaluation. (2)
  • Write short texts such as advertising copy, faxes, menus, daily events lists and comment cards. (2)
  • Write memos to staff providing information (such as schedules, menu changes and other items for that day). (2)
  • Write questions and other items for customer surveys. (2)
  • Write statements of course policy or club rules and regulations. (3)
  • Write newsletter articles. (3)
  • Write contractual agreements, such as employee contracts, contracts for work to be performed or contracts for suppliers. (3)
  • Write employee evaluations. (3)
  • Revise the writing of others for factual accuracy, grammar and spelling and effectiveness. (3)
  • Write reports to the staff, the board of directors, committee members or the bank. Reports to the board may contain, for example, the monthly evaluation or a situation analysis and recommendations. (4)
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Document Use
  • Read member chits. (1)
  • Read tables which provide sales history analyses. (2)
  • Read invoices for supplies. (2)
  • Read schedules for staff, tournaments and players. (2)
  • Read daily cash sheets. (2)
  • Read bank statements. (2)
  • Issue purchase orders for supplies, including food and beverages and supplies for the grounds. (2)
  • Complete legal forms for the corporation or business. (3)
  • Produce and interpret charts and pie graphs showing, for example, marketing summaries or percentage comparisons. (3)
  • Read accounting and financial statements for the purpose of budgeting, planning and forecasting. (3)
  • Complete insurance claim forms. (3)
  • Complete government forms such as Workers' Compensation Board forms or tax forms. (3)
  • Interpret scale drawings such as blueprints, golf course plans, topographical maps, architectural drawings showing drainage and irrigation. (4)
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Computer Use
  • Use word processing. For example, write memos and letters. (2)
  • Use bookkeeping, billing and accounting software. (2)
  • Use communications software. For example, use the Internet and send email. (2)
  • Use a database. For example, track memberships and dues. (2)
  • Use a spreadsheet. For example, track expenses and run projections. (3)
  • Use graphics software. For example, produce menus, advertising materials and other documents. (3)
  • Do programming or systems and software design. (4)
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Oral Communication
  • Communicate with customers regarding solving problems and marketing. (1)
  • Instruct staff regarding adherence to health and safety regulations, such as wearing hard hats when cutting greens, following procedures to prevent food poisoning or fires, or operating golf carts properly in order to prevent injuries. (2)
  • Network with other clubs and other managers to exchange information and solve problems. (2)
  • Train staff for routine operations. (2)
  • Hold staff meetings in order to make announcements, review policies and procedures and discuss problems. (3)
  • Interview potential staff members during the recruitment process. (3)
  • Communicate with the media during special events. (3)
  • Deliver presentations to board members, government agencies, and general public on topics such as golf course expansion. (3)
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Money Math
  • Receive cash payments and make change. (1)
  • Prepare the daily cash out and daily deposit. (2)
  • Calculate markups and markdowns. (2)
  • Prepare bills and make payments. (2)
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Scheduling or Budgeting and Accounting
  • Calculate labour and construction costs for budgeting and accounting purposes. (3)
  • Analyze balance sheets. (3)
  • Compare budgets to actual expenditures and make financial projections. (4)
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Measurement and Calculation
  • Understand and relate measurements such as distance, yardage, ball compression, the level of cuts and the speed of greens. (3)
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Data Analysis
  • Calculate golf statistics such as strokes per round, rounds per day, or the average player's daily bar bill. (2)
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Numerical Estimation
  • Make estimates for budgeting purposes, such as estimates of membership sales and of the average number of rounds of golf per day. (3)
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Job Task Planning and Organizing
  • There is a lot of variety in the work tasks of golf club general managers and it is up to them to organize their tasks and set their priorities while co-ordinating their work with the work of others. They experience frequent interruptions, such as phone calls. Their financial activities however, do follow a prescribed order. (3)
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Decision Making
  • Decide what products to purchase. (2)
  • Decide when the course should be opened and closed. (2)
  • Make decisions about hiring and firing staff. (3)
  • Make decisions about suggestions for change. For example, listen to a suggestion to improve traffic flow, consider the options, and make a decision. (3)
  • Decide what capital purchases to make and how to fund them. (4)
  • Decide how much to spend and how to invest the profits. (4)
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Problem Solving
  • Respond to customer complaints. This can occur, for example, when tee times are double booked resulting in slow play. Listen to the complaint and accommodate or compensate the customers, sometimes following a set policy. (2)
  • Deal with board or members' complaints, soothing feelings and negotiating in order to resolve the issue. (3)
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Finding Information
  • Find information for your budgets from sales reports and financial statements. (2)
  • Conduct market research. (2)
  • Get information on products at trade shows or from trade periodicals or suppliers. (2)
  • Get information from previous minutes and from correspondence in order to set policy. (3)
  • Find out about customer satisfaction through surveys, focus groups, sales figures or feedback from customers. (3)
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