Management competencies of managers in community recreation centres in Johannesburg : a recreation perspective

Abstract

In 2008, 75% of municipal sport and recreation facilities in South Africa were underutilised, while 62% of these facilities were reported to be poorly managed (SRIMP, 2008). A possible reason for these reported findings can be the lack of managerial skills. However, Goslin (2003:39) mentions that little research on recreation management and education has been done in South Africa, which highlights the increasing need for knowledge to establish and maintain future management practices (Goslin, 2003:40). Therefore, the purpose of this study was to examine the management competencies applied by recreation managers for effective management of local community centres. In addition, this study compares the gaps between the recreation managers’ qualifications and the requirements for successfully providing the public with quality recreation opportunities in community centres. A qualitative method was applied as a practical guide for the research. The seven regional recreation managers of the City of Johannesburg were selected for the case study. The sample size (n=5) was determined through data saturation. Data was gathered by means of a semi–structured interview with each regional manager (De Vos, 2005:296; Veal, 2006:386). Through the process of data analysis two main categories were identified. The first, Tasks and limitations experienced by regional managers in Johannesburg pointed out that the daily tasks of facility, programme and human resource management is seen as essential responsibilities to recreation managers and it is unfortunate that the majority of problems relating to these tasks are due to unskilled staff that must be supervised on a daily basis. The second, Training needs of recreation staff at recreation centres: Regional managers’ perspective indicated that the staff’s inability to understand the term recreation may in fact be caused by organisations’ bad choices regarding employment or the lack of setting clear criteria for job positions (Mull et al., 2005:227). The answer to training needs for already employed personnel, saving both money and time, may be short courses. By working with each specific centre’s problems and training needs, as well as with each individual employee’s competencies, the short courses could be designed to specifically help better equip the staff member and in turn provide better recreation services to the community.