Developing Guidelines for the Management of Wushu Private Club in Xi’an City

Background and Aim: After the COVID-19 pandemic passed, private Wushu clubs still did not recover well due to the lack of funds and costs for improving, publicizing, and hiring personnel used in the work. Therefore, this research objective was to solve the problems and develop the management guidelines that can help private Wushu clubs achieve their objectives in both cultivating quality athletes and seeking business profits. Materials and Methods: This study was a mixed-method study; it combines quantitative and qualitative research. The sample of this research was from 10 wushu private clubs with a total of 359 people to study the current situation of wushu private clubs’ management in Xi’an city. After that, an interview with 5 experts to consult about the draft of the guideline for management of wushu private clubs in Xi’an city from the database on the current situation. The draft of guidelines for the management of wushu private clubs in Xi’an city will be created by the researcher and sent to 9 experts to gain more information to improve the guidelines to make them more valuable by using the focus group method. Finally, verify the guidelines for management of wushu private clubs in Xi’an city by using the connoisseurship method with 7 experts. Results: 1) On the problem and current situation about the current situation on private wushu club management in Shaanxi province, the average level of problems in planning, organizing, controlling, reliability, responsiveness, assurance, and tangibles components was high (X̅ ≥ 3.51). But the average level of problem on the leading and empathy component was medium (X̅ = 3.50). 2) There were a total of 64 guidelines for the management of wushu private clubs in Xi’an city. Including 7 guidelines of planning element, 7 guidelines of organizing element, 7 guidelines of leading element, 7 guidelines of controlling element, 8 guidelines of reliability element, 7 guidelines of responsiveness element, 7 guidelines of assurance element, 7 guidelines of empathy element, and 7 guidelines of tangible element. Conclusion: The guideline to management for a wushu private club in Xi’an city under the POLC management theory and the concept of service quality development (SERVQUAL) was highly feasible, and the approach could be applied and beneficial to the management of private Wushu clubs in Xi’an city.