The tourism industry is one of the biggest economic contributors in South Africa and it is predicted that the industry will grow significantly over the years to come. This growth pressures South Africa to stay competitive and adhere to the needs of the visitors. The latter being one of the core functions of any tourism establishment. Labour structures in the tourism industry are constantly changing and to deliver quality products, employees should be well skilled and prepared for the demands of the industry. The accommodation sector, one of the biggest sectors in the tourism industry, provides a variety of services to tourists when visiting this country. It was determined in the literature review that the skills needed by an accommodation manager, to provide the expected services include flexibility, people skills, the ability to train other employees and the ability to explore the ever changing needs of the tourist. Higher education organisations in South Africa educate potential tourism employees in a variety of skills and knowledge. However, some employees are still of the opinion that these students are not adequately prepared for the demands of the industry and therefore complain. Added to this, there is very little communication between the industry and higher education organisations. Therefore the tourism industry feels that students are not employable which creates challenges for students, higher education organisations and the tourism industry. Education and skills development should contribute directly to the economic growth of South Africa and the government, a very important role player in the tourism industry, encourages education opportunities in South Africa. Therefore, the aim of this study is to determine, through industry participitation, what the management skills required within graded establishments in South Africa are. To achieve this aim, the following objectives were set: To analyse the literature available regarding the managerial theories, managerial levels, managerial processes and universal skills needed by managers, to analyse the tourism industry and hospitality sector, identify the important role played by managerial skills within this sector and to identify higher education programmes available in South Africa that focus specifically on managerial skills development for the accommodation sector. Thirdly, to collect and analyse the perceptions of accommodation owners and managers regarding the managerial skills and knowledge required by graduate managerial employees and then to draw conclusions and make recommendations to higher education organisations to adapt tourism management qualification programmes. This was achieved by making use of a quantitative research method by means of self-administered questionnaires, distributed to 254 Tourism Grading Counsil of South Africa’s (TGCSA) graded establishment managers in the nine (9) provinces of South Africa. The data, gathered from the questionnaire, was captured electronically by an online programme, SurveyMonkey. The data was then processed by means of SPSS and analysed. The descriptive results revealed that most of the responding accommodation establishments do employ graduates, but these graduates have to display certain characteristics. The top three characteristics for an accommodation manager included trustworthiness, responsibility and motivation in that order. Being ambitious, intelligent and sensitive rated the lowest. A factor analysis revealed that there are 10 important factors that contributes to being an effective accommodation manager. These skills included: 1) Personal characteristics, 2) Forecasting skills, 3) Strategic management skills, 4) Human resource skills, 5) Problem solving and crisis management skills, 6) Communication skills, 7) Information technology skills, 8) Customer service skills, 9) Financial skills and 10) Marketing skills. The comparisons (by means of ANOVA’s, t-tests and spearman rank order correlations) between skills needed by an accommodation manager and selected business characteristics (the province in which the accommodation establishment is located, the grading status, the size, the number of employees and the years that the accommodation establishment has been in operation) are unique to this study and various significant differences were identified. Comparisons have also been done between skills needed by an accommodation manager and selected personal characteristics (age, current position, duration of employment, level of higher education and the necessity of practical skills before employment of the respondent) which also revealed significant differences. The highest number of significant differences was identified for larger establishments, age, position of the respondents and the duration of employment. The results of this study can be used by higher education organisations to adapt their current tourism management qualifications, and by accommodation establishments to understand the training needs of employees. It did however voice the concerns of industry role players when it comes to new graduates and their employability. / MA (Tourism Management), North-West University, Potchefstroom Campus, 2015

The tourism industry is one of the biggest economic contributors in South Africa and it is predicted that the industry will grow significantly over the years to come. This growth pressures South Africa to stay competitive and adhere to the needs of the visitors. The latter being one of the core functions of any tourism establishment. Labour structures in the tourism industry are constantly changing and to deliver quality products, employees should be well skilled and prepared for the demands of the industry. The accommodation sector, one of the biggest sectors in the tourism industry, provides a variety of services to tourists when visiting this country. It was determined in the literature review that the skills needed by an accommodation manager, to provide the expected services include flexibility, people skills, the ability to train other employees and the ability to explore the ever changing needs of the tourist. Higher education organisations in South Africa educate potential tourism employees in a variety of skills and knowledge. However, some employees are still of the opinion that these students are not adequately prepared for the demands of the industry and therefore complain. Added to this, there is very little communication between the industry and higher education organisations. Therefore the tourism industry feels that students are not employable which creates challenges for students, higher education organisations and the tourism industry. Education and skills development should contribute directly to the economic growth of South Africa and the government, a very important role player in the tourism industry, encourages education opportunities in South Africa. Therefore, the aim of this study is to determine, through industry participitation, what the management skills required within graded establishments in South Africa are. To achieve this aim, the following objectives were set: To analyse the literature available regarding the managerial theories, managerial levels, managerial processes and universal skills needed by managers, to analyse the tourism industry and hospitality sector, identify the important role played by managerial skills within this sector and to identify higher education programmes available in South Africa that focus specifically on managerial skills development for the accommodation sector. Thirdly, to collect and analyse the perceptions of accommodation owners and managers regarding the managerial skills and knowledge required by graduate managerial employees and then to draw conclusions and make recommendations to higher education organisations to adapt tourism management qualification programmes. This was achieved by making use of a quantitative research method by means of self-administered questionnaires, distributed to 254 Tourism Grading Counsil of South Africa’s (TGCSA) graded establishment managers in the nine (9) provinces of South Africa. The data, gathered from the questionnaire, was captured electronically by an online programme, SurveyMonkey. The data was then processed by means of SPSS and analysed. The descriptive results revealed that most of the responding accommodation establishments do employ graduates, but these graduates have to display certain characteristics. The top three characteristics for an accommodation manager included trustworthiness, responsibility and motivation in that order. Being ambitious, intelligent and sensitive rated the lowest. A factor analysis revealed that there are 10 important factors that contributes to being an effective accommodation manager. These skills included: 1) Personal characteristics, 2) Forecasting skills, 3) Strategic management skills, 4) Human resource skills, 5) Problem solving and crisis management skills, 6) Communication skills, 7) Information technology skills, 8) Customer service skills, 9) Financial skills and 10) Marketing skills. The comparisons (by means of ANOVA’s, t-tests and spearman rank order correlations) between skills needed by an accommodation manager and selected business characteristics (the province in which the accommodation establishment is located, the grading status, the size, the number of employees and the years that the accommodation establishment has been in operation) are unique to this study and various significant differences were identified. Comparisons have also been done between skills needed by an accommodation manager and selected personal characteristics (age, current position, duration of employment, level of higher education and the necessity of practical skills before employment of the respondent) which also revealed significant differences. The highest number of significant differences was identified for larger establishments, age, position of the respondents and the duration of employment. The results of this study can be used by higher education organisations to adapt their current tourism management qualifications, and by accommodation establishments to understand the training needs of employees. It did however voice the concerns of industry role players when it comes to new graduates and their employability. / MA (Tourism Management), North-West University, Potchefstroom Campus, 2015

A management training course was' evaluated for effectiveness by using two specially compiled in-basket exercises equivalent in complexity. Outcome evaluation was performed so as to determine whether learning transfer took place, ie whether management skills in the application of the management dimensions planning, organising and control do manifest in the work context afterwards. Significant differences were found between the experimental group and the control group in the application of the management dimensions planning, organising and control. These differences were investigated by means of the "Univariate procedure ... A management training course can therefore be effectively measured with the behaviour assessment approach by using two groups, where only one group is exposed to a management training course. It can thus be ascertained whether a change in management behaviour has taken place as a result of learning transfer. / Die effektiwiteit van 'n bestuursopleidingskursus is geevalueer deur twee spesiaal saamgestelde posmandjies van dieselfde moeilikheidsgraad te gebruik. Uitkomsevaluering is gedoen om te bepaal of leeroordrag plaasgevind het, met ander woorde of die nuut aangeleerde bestuursvaardighede in die toepassing van die bestuursdimensies beplanning, organisering en beheer wei na die tyd in die konteks van werksgedrag manifesteer. Beduidende verskille tussen die eksperimentele en die kontrolegroep is gevind in die toe passing van die bestuursdimensies beplanning, organisering en beheer. Die verskille is ondersoek met behulp van die "univariate procedure". 'n Bestuursopleidingskursus kan dus effektief vanuit die gedragsbeoordelingsbenadering gemeet word deur van twee groepe gebruik te maak waarvan slegs die een groep aan 'n bestuursopleidingskursus blootgestel word. Daar kan dus bepaal word of 'n verandering in bestuursgedrag plaasgevind het as 'n gevolg van leeroordrag. / Industrial and Organisational Psychology / M.Com. (Industrial and Organisational Psychology)

A management training course was' evaluated for effectiveness by using two specially compiled in-basket exercises equivalent in complexity. Outcome evaluation was performed so as to determine whether learning transfer took place, ie whether management skills in the application of the management dimensions planning, organising and control do manifest in the work context afterwards. Significant differences were found between the experimental group and the control group in the application of the management dimensions planning, organising and control. These differences were investigated by means of the "Univariate procedure ... A management training course can therefore be effectively measured with the behaviour assessment approach by using two groups, where only one group is exposed to a management training course. It can thus be ascertained whether a change in management behaviour has taken place as a result of learning transfer. / Die effektiwiteit van 'n bestuursopleidingskursus is geevalueer deur twee spesiaal saamgestelde posmandjies van dieselfde moeilikheidsgraad te gebruik. Uitkomsevaluering is gedoen om te bepaal of leeroordrag plaasgevind het, met ander woorde of die nuut aangeleerde bestuursvaardighede in die toepassing van die bestuursdimensies beplanning, organisering en beheer wei na die tyd in die konteks van werksgedrag manifesteer. Beduidende verskille tussen die eksperimentele en die kontrolegroep is gevind in die toe passing van die bestuursdimensies beplanning, organisering en beheer. Die verskille is ondersoek met behulp van die "univariate procedure". 'n Bestuursopleidingskursus kan dus effektief vanuit die gedragsbeoordelingsbenadering gemeet word deur van twee groepe gebruik te maak waarvan slegs die een groep aan 'n bestuursopleidingskursus blootgestel word. Daar kan dus bepaal word of 'n verandering in bestuursgedrag plaasgevind het as 'n gevolg van leeroordrag. / Industrial and Organisational Psychology / M.Com. (Industrial and Organisational Psychology)

Text in Afrikaans / Hierdie navorsing handel oor selfaktualisering as voorspeller van bestuursukses. In die literatuuroorsig is bestuursukses as afhanklike veranderlike en selfaktualisering as onafhanklike veranderlike binne die humanistiese paradigma gekonseptualiseer en geoperasionaliseer. Die persoonlikheidskenmerke verwant aan die veranderlikes is bepaal en geintegreer. Die empiriese ondersoek is binne die funksionalistiese paradigma aangebied. Die gekose meetinstrumente, naamlik die Bestuursvaardigheidsinventaris vir die meet van bestuursukses en die Persoonlike Orientasie-inventaris vir die meet van selfaktualisering is op 'n ewekansige steekproef van 51 middelvlakbestuurders afgeneem. Die betroubaarheid van die Bestuursvaardigheids- inventaris is met behulp van die "Cronbach Alpha Coeffisient"- metode bepaal. Om te bepaal of selfaktualisering 'n voorspeller van bestuursukses is, is stapsgewyse regressieontledings gedoen. Die resultate dui daarop dat die ondersteuningsratio (innerlike orientasie) bestuursukses beduidend voorspel, sowel as 12 van die 18 kenmerke eie aan bestuursukses onderskeidelik. / This research deals with self-actualization as predictor of management success. In the literature review, management success as the dependent variable and self-actualization as independent variable, is conceptualized and operationalized within the humanistic paradigm. The personality chracteristics inhirent in the variables were determined and integrated. The empirical investigation is presented within the functionalistic paradigm. The chosen measuring instruments, namely the Management Skills Inventory for the measurement of management success and the Personal Orientation Inventory for the measurement of self-actualization were administrated by means of random sampling to 51 middle level managers. The reliability qf the Management Skills Inventory was determined by means of the "Cronbach Alpha CoEHfisient"- method. To determine if selfactualization is a predictor of Management Success, stepwise regression analysis was done. The results indicate that the support ratio (inner directedness) predicts management success significantly, as well as 12 of the 18 personality characteristics inherent in management success, respectively. / Psychology / M.A. (Industrial Psychology)

Text in Afrikaans / Hierdie navorsing handel oor selfaktualisering as voorspeller van bestuursukses. In die literatuuroorsig is bestuursukses as afhanklike veranderlike en selfaktualisering as onafhanklike veranderlike binne die humanistiese paradigma gekonseptualiseer en geoperasionaliseer. Die persoonlikheidskenmerke verwant aan die veranderlikes is bepaal en geintegreer. Die empiriese ondersoek is binne die funksionalistiese paradigma aangebied. Die gekose meetinstrumente, naamlik die Bestuursvaardigheidsinventaris vir die meet van bestuursukses en die Persoonlike Orientasie-inventaris vir die meet van selfaktualisering is op 'n ewekansige steekproef van 51 middelvlakbestuurders afgeneem. Die betroubaarheid van die Bestuursvaardigheids- inventaris is met behulp van die "Cronbach Alpha Coeffisient"- metode bepaal. Om te bepaal of selfaktualisering 'n voorspeller van bestuursukses is, is stapsgewyse regressieontledings gedoen. Die resultate dui daarop dat die ondersteuningsratio (innerlike orientasie) bestuursukses beduidend voorspel, sowel as 12 van die 18 kenmerke eie aan bestuursukses onderskeidelik. / This research deals with self-actualization as predictor of management success. In the literature review, management success as the dependent variable and self-actualization as independent variable, is conceptualized and operationalized within the humanistic paradigm. The personality chracteristics inhirent in the variables were determined and integrated. The empirical investigation is presented within the functionalistic paradigm. The chosen measuring instruments, namely the Management Skills Inventory for the measurement of management success and the Personal Orientation Inventory for the measurement of self-actualization were administrated by means of random sampling to 51 middle level managers. The reliability qf the Management Skills Inventory was determined by means of the "Cronbach Alpha CoEHfisient"- method. To determine if selfactualization is a predictor of Management Success, stepwise regression analysis was done. The results indicate that the support ratio (inner directedness) predicts management success significantly, as well as 12 of the 18 personality characteristics inherent in management success, respectively. / Psychology / M.A. (Industrial Psychology)