Thesis (MBA)--Stellenbosch University, 2005. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Executives wanting to establish or manage an effective organisation need to understand the dynamics of leadership. PetroSA can have all the advantages in the world - advocate of the state, good relations with the state treasury, and Gas-To- Liquid technology - but if leadership fails, all these advantages melt away and the organisation, like a driverless car, will inexorably run downhill. Nevertheless, if we are to understand leadership, we also have to go beyond the directly obvious. We have to pay attention to the relevant internal and social dynamics. It calls for an analysis of the intricate interaction between leaders and followers, and the unconscious and invisible psychodynamic processes and structures that influence the behaviour of individuals. The conscious grouping of pairs of two or more employees that maintain a sociologically significant relationship should also not be ignored. People who dismiss the complex clinical dimension in organisational analysis cannot hope to move beyond an impoverished understanding of what life in organisations is all about. Toxic managers dot the landscape in most organisations making them seem, at times, like war zones. These managers can complicate your work, drain your energy, compromise your sanity and destroy your career. However, it is critical to recognise that toxicity, or emotional pain, is a normal by-product of organisational life. However, organisations that want to stay healthy need to learn to handle such toxicity effectively - or prevent it in the first place. This survey clearly demonstrates that very unhealthy management styles prevail in PetroSA. The overall results of the survey show that managers identified nine behaviours or practices that are detrimental to the . organisation's culture. These traits scored more than 2.8 on a five-point scale, where a score of five is severe. This paper examines various ways of managing toxicity in the workplace and offers ideas for leaders to help foster health and productivity. The recommendations will include a major change management initiative, wellness programme, mentoring and coaching intervention, leadership development sessions (residential), communication strategy, interventions that address the dark side of leadership, as well as Learning to Lead workshops. Finally, effective organisational responses to emotional pain, once in the system, do not stop with the urgent, immediate response to a painful traumatic experience such as the merger process PetroSA underwent in 2002/2003. leaders in their organisations should make use of preventative strategies such as appointing the right candidates, developing leaders and creating the right culture that offers space for healing and inspiration. leaders can play a key role in the recovery of those who have been hurt, speeding up the wellbeing of those who have suffered and facilitating a healthy workplace. / AFRIKAANSE OPSOMMING: Uitvoerende bestuur wat effektiewe organisasies wil vorm en bestuur moet die dinamika van leierskap goed verstaan. PetroSA kan baie faktore hê wat in sy guns tel - soos om as die mondstuk van die staat te wees, goeie verhoudings met die staatstesourier te hê, sowel as om oor Gas-tot-Vloeistof tegnologie te beskik -'-maar, sou die kritiese eienskap van leierskap ontbreek, is al dié voordele tevergeefs en die organisasie sal, soos 'n motor sonder bestuurder, onkeerbaar afdraand loop. Om leierskap werklik te verstaan, is die voor-die-hand-liggende nie genoeg nie. Daar moet ernstig aandag geskenk word aan die gepaardgaande interne en sosiale dinamika. Dit vereis 'n analise van die ingewikkelde interaksie tussen leiers en navolgers sowel as die onbewustelike en insigbare psigodinamiese prosesse en strukture wat gedrag van individue beïnvloed. Die willekeurige groepering van twee of meer werknemers wat sosiologiese belangrike verhoudings ontwikkel moet ook nie geïgnoreer word nie. Persone wat dié ingewikkelde kliniese dimensies ignoreer tydens organisatoriese analise, het geen hoop om uit te styg bo 'n swak begrip van wat die lewe van binne 'n organisasie behels nie. Toksiese bestuurders is volop in die meeste organisasies, wat dié maatskappye soms soos 'n oorlogsveld laat voel. Sulke bestuurders maak die werksplek baie gekompliseerd, dreineer jou energie, is senutergend en kan jou loopbaan verongeluk. Hoe dit ook al sy, dit is belangrik om daarop te let dat toksiese of emosionele pyn, 'n normale byproduk van die lewe binne 'n organisasie is. Nieteenstaande hierdie feit, moet organisasies wat gesond wil bly, hierdie giftige gewoontes doeltreffend bestuur - of nog beter - in die eerste plek heeltemal verhoed. Hierdie tesis bewys onteenseglik dat hierdie ongesonde bestuurstyle binne PetroSA heers. Die oorhoofse resultate van die opname toon dat bestuurders nege bestuurstyle of gewoontes identifiseer wat die organisasie negatief beïnvloed. Hierdie style behaal 'n gemiddelde van meer as 2.8 op die vyf-punt skaal, waar 5 uiters waarneembaar is. Die tesis poog om teenmiddels te identifiseer wat hierdie giftige style teenwerk of verhoed. Die tesis poog ook om idees aan huidige en toekomstige leiers te bied om gesonde en produktiewe werksomgewings te skep. Die aanbevelings sluit in 'n aansienlike bestuurde veranderingsinisiatief, personeel welstandsprogram, mentor- en leierskapsprogramme, kommunikasiestrategie, en werkswinkels wat die donker kant van leierskap aanspreek sowel as die kuns om te lei. Effektiewe reaksie op emosionele pyn binne die organisasie, moet nie net op die onmiddelike dringende aksies om pynlike traumatiese ondervindings soos die PetroSA samesmelting van 2002/2003 gerig wees nie. Leiers moet ook gebruik maak van strategieë wat voorkomend is van aard soos om die regte kandidate aan te stel, leiers te ontwikkel en die regte kultuur te skep wat ruimte vir heling en inspirasie bied. Leiers kan 'n sleutelrol speel in die heling van diegene wat seergekry het, deur hul beterskap te versnel en 'n gesonde werkplek te fasiliteer.

Thesis (MBA (Business Management))--University of Stellenbosch, 2010.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: South Africa's main requirements for power are in the form of electricity and liquid fuels The country's electricity is generated mainly from coal while the liquid fuels requirement is mainly from crude oil. Both coal and crude oil use are coming under increasing pressure locally because of pollution and accompanying environmental awareness. Internationally both energy sources are also increasingly being abandoned as preferred energy sources, in first world countries, in favour of cleaner energy sources.ln view of these developments in the macro environment South Africa's gas to liquids refinery built in the early 1990's seems a well placed past investment ahead of its time. This study project looks at the economic feasibility of the continued existence of the PetroSA gas to liquid plant in Mossel Bay.The study looks at South Africa as well as Southern Africa's energy resources , the effect of changing legislation on the future use of energy resources and the economics of the Mossel Bay facility. The study finds that South Africa's abundance of coal reserves, its lack of oil and gas reserves and the slow pace of environmental legislation delivery means that gas is unlikely to become a major source of energy in South Africa.The Mossel Bay gas to liquids plant is profitable but its high fixed costs and certain growth of this cost component means that the continued feasibility of operations is dependant on favourable movements in the exchange rate and oil price. To answer the question about whether to continue operating or close down the analysis found that although although early closure would provide a return of more than 15 percent it would be even more viable financially to make an investment for more gas and continue operations.The main reason for the better than average projected returns is the high oil price .The decision to close down the Mossel Bay plant is not likely to be based on financial considerations alone. The recommendation is thus to continue operations untill 2016.The investment required to secure more gas would , even in the worst case scenario, provide a satisfactory return on investment. / AFRIKAANSE OPSOMMING: Suid Afrika se energie behoeftes is hoofsaaklik vir elektrisiteit en brandstof. Die meerderheid van die land se elektristeit word deur middel van steenkool opgewek terwyl ru-olie gebruik word om brandstof te vervaardig. Beide steenkool en ru-olie word al hoe meer onder druk geplaas as gevolg van besoedeling en 'n meer omgewing bewuste publiek. Op internasionale vlak , in eerste wereld lande word die gebruik van steenkool en ru-olie al hoe meer afgeskaf ten gunsle van skoner kragbronne. In die lig van hierdie verwikkeling in die makro omgewing mag dit op die oog af Iyk of PetroSA se gas na vloeistof aanleg in Mosselbaai, wat reeds in die vroee 1990's gebou is, as 'n goeie destydse strategiese belegging voorkom. Hierdie studie projek ondersoek die ekonomiese lewensvatbaarheid van die voorgesette bestaan van die PetroSA se Mosselbaai gas na vloeislof aanleg. Die studie kyk na Suid-Afrika sowel as die groter Suider Afrika se natuurlike energiebronne, die invloed van verandering in wetgewing op die toekomstige gebruik van energiebronne en die ekonomiese kenmerke van die aanleg in Mosselbaai. Die bevinding van die studie is dat Suid-Afrika se oorvloed van steenkool, sy tekort aan natuurlike gas en die stadige pas waarteen omgewings-wetgewing ontwikkel word, daartoe lei dat gas nie 'n volmatige energiebron in Suid Afrika sal word nie. Die aanleg in Mosselbaai is huidiglik winsgewind maar sy hoe vastekoste en groei hiervan belemmer sy vooruitsigte vanuit 'n finansiele oogpunt. Die winsgewindheid van die aanleg is afhanklik van 'n verswakkende Suid Afrikaanse geldeenheid en verhogende ru-olie pryse. Die vraag onstaan dus of die aanleg moet toemaak en of produksie moet voortgaan. Die ondersoek vind dat alhoewel die sluiting van die aanleg 'n opbrengs van meer as 15 persent sal lewer dit selfs meer finansieel aantreklik is on te belê in meer gas sodat produksie kan voortgaan. Die hoofrede vir die bogemiddelde opbrengs is die hoe oilieprys. Dit is onwaarskynlik dat die oorweging om die Mosselbaaise aanleg sluit suiwer op finansieele oorwegings sal rus. Die aanbeveling is dus om voort te gaan met produksie tot 2016. Die belegging wat nodig is vir meer gas sal selfs onder die mees pessimistiese omstandighede steeds 'n bevredigende opbrengs lewer.

The purpose of this study was to investigate the impact of the maintenance management system (MMS) on production output and profitability (PO&P) at the Petroleum Oil and Gas Corporation of South Africa (PetroSA) GTL Refinery as a source of competitive advantage. State-Owned Companies and, or more specifically the PetroSA GTL Refinery must maintain its strategic importance for government fuel security but, at the same time, it must compete against private refineries in terms of achieving high production volumes, maximising profitability and to maintain its stake of 6.5% of the available production capacity. The literature review for this study suggested that the maintenance management system (MMS) impacts positively on production output and profitability (PO&P). The MMS has a tremendous influence on PO&P at the PetroSA GTL Refinery. Using a quantitative research design, cross-sectional research survey and the Maintenance Scorecards (MS) assessment tool, this study was conducted on six areas of the PetroSA GTL Refinery. Two population groups, namely production and maintenance groups participated in the survey. Fifty-six respondents belonged to the maintenance group and thirty-eight respondents belonged to the Production Group. All the Maintenance and Production Group respondents completed the MS questions designed to fit the characteristics of these population groups. Correlation analysis in terms of the means, standard deviations, gap analysis, Pearson product moment correlation coefficient (r) as well as the coefficient of determination (R²) was used to analyse the data. The findings of the study indicated a moderate positive linear correlation between the MMS and PO&P. Recommendations based on the findings were tabled in chapter 7 to improve and enhance production perspective (asset health gap), safety perspective (asset prioritisation gap) and the learning and growth perspective (skills and working condition gap). / Business Management / M. Com. ((Business Management)

The purpose of this study was to investigate the impact of the maintenance management system (MMS) on production output and profitability (PO&P) at the Petroleum Oil and Gas Corporation of South Africa (PetroSA) GTL Refinery as a source of competitive advantage. State-Owned Companies and, or more specifically the PetroSA GTL Refinery must maintain its strategic importance for government fuel security but, at the same time, it must compete against private refineries in terms of achieving high production volumes, maximising profitability and to maintain its stake of 6.5% of the available production capacity. The literature review for this study suggested that the maintenance management system (MMS) impacts positively on production output and profitability (PO&P). The MMS has a tremendous influence on PO&P at the PetroSA GTL Refinery. Using a quantitative research design, cross-sectional research survey and the Maintenance Scorecards (MS) assessment tool, this study was conducted on six areas of the PetroSA GTL Refinery. Two population groups, namely production and maintenance groups participated in the survey. Fifty-six respondents belonged to the maintenance group and thirty-eight respondents belonged to the Production Group. All the Maintenance and Production Group respondents completed the MS questions designed to fit the characteristics of these population groups. Correlation analysis in terms of the means, standard deviations, gap analysis, Pearson product moment correlation coefficient (r) as well as the coefficient of determination (R²) was used to analyse the data. The findings of the study indicated a moderate positive linear correlation between the MMS and PO&P. Recommendations based on the findings were tabled in chapter 7 to improve and enhance production perspective (asset health gap), safety perspective (asset prioritisation gap) and the learning and growth perspective (skills and working condition gap). / Business Management / M. Com. ((Business Management)