Spelling suggestions: "subject:"sasol folymers"" "subject:"sasol colymers""
1 |
An assessment of corporate entrepreneurship in a petrochemical company / D. GovenderGovender, Devandaren January 2010 (has links)
Since the beginnings of venture creation the traditional role of the entrepreneur has
evolved from only being the owner of a small business to include those individuals
within a large organisation who has entrepreneurial skills and applies these to benefit
the company. The focus of this research study was the assessment of corporate
entrepreneurship within Sasol Polymers, a division of Sasol Ltd.
A comprehensive literature review was conducted in chapter 2. In the literature
review entrepreneurship, corporate entrepreneurship and an entrepreneurial climate
were defined. The dimensions of corporate entrepreneurship and the 13 constructs
measuring the entrepreneurial climate were discussed, after which the constructs
measuring the perceived success of the organisation were presented. Chapter 2
concluded by presenting practical suggestions in which an entrepreneurial climate
could be established in an organisation.
A historic overview of Sasol and Sasol Polymers was then presented. Among
others; the history, vision, strategy, technology and innovation was discussed. The
chapter concluded with the unique causal factors of Sasol Polymers that prompted
this study.
Empirical research was conducted after the literature review and background to the
organisation. The empirical research focused on discussing the results obtained
from the corporate entrepreneurship questionnaire. Top, middle and lower level
managers of Sasol Polymers were selected as the sample population for this study
and a 50% response rate was achieved. Basic demographic information of the
respondents were dealt with first, after which the perceptions of the respondents with
regard to the 13 constructs measuring the entrepreneurial climate and the constructs
measuring the perceived success of the organisation were discussed. Furthermore,
relationships were determined between demographic variables and the constructs
measured in the questionnaire. Following the detailed empirical analysis done in chapter 4, it was concluded that
managers participating in the survey regarded the constructs vision and strategic
intent, strong customer orientation and entrepreneurial leadership as the most
prevalent in Sasol Polymers. The least prevalent constructs required for an
entrepreneurial climate were resource availability and accessibility, tolerance for
risk, mistakes and failure and sponsors/champions. No practical significant
difference could be found between the mean values of any of the demographical
categories and the constructs measured in the questionnaire. The study concludes
with practical recommendation, a measurement of the achievement of objectives and
suggestions for future research. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.
|
2 |
An assessment of corporate entrepreneurship in a petrochemical company / D. GovenderGovender, Devandaren January 2010 (has links)
Since the beginnings of venture creation the traditional role of the entrepreneur has
evolved from only being the owner of a small business to include those individuals
within a large organisation who has entrepreneurial skills and applies these to benefit
the company. The focus of this research study was the assessment of corporate
entrepreneurship within Sasol Polymers, a division of Sasol Ltd.
A comprehensive literature review was conducted in chapter 2. In the literature
review entrepreneurship, corporate entrepreneurship and an entrepreneurial climate
were defined. The dimensions of corporate entrepreneurship and the 13 constructs
measuring the entrepreneurial climate were discussed, after which the constructs
measuring the perceived success of the organisation were presented. Chapter 2
concluded by presenting practical suggestions in which an entrepreneurial climate
could be established in an organisation.
A historic overview of Sasol and Sasol Polymers was then presented. Among
others; the history, vision, strategy, technology and innovation was discussed. The
chapter concluded with the unique causal factors of Sasol Polymers that prompted
this study.
Empirical research was conducted after the literature review and background to the
organisation. The empirical research focused on discussing the results obtained
from the corporate entrepreneurship questionnaire. Top, middle and lower level
managers of Sasol Polymers were selected as the sample population for this study
and a 50% response rate was achieved. Basic demographic information of the
respondents were dealt with first, after which the perceptions of the respondents with
regard to the 13 constructs measuring the entrepreneurial climate and the constructs
measuring the perceived success of the organisation were discussed. Furthermore,
relationships were determined between demographic variables and the constructs
measured in the questionnaire. Following the detailed empirical analysis done in chapter 4, it was concluded that
managers participating in the survey regarded the constructs vision and strategic
intent, strong customer orientation and entrepreneurial leadership as the most
prevalent in Sasol Polymers. The least prevalent constructs required for an
entrepreneurial climate were resource availability and accessibility, tolerance for
risk, mistakes and failure and sponsors/champions. No practical significant
difference could be found between the mean values of any of the demographical
categories and the constructs measured in the questionnaire. The study concludes
with practical recommendation, a measurement of the achievement of objectives and
suggestions for future research. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.
|
3 |
The strategic considerations of a business strategy for SASOL Polymers PP BusinessMarais, Lynette 12 1900 (has links)
Thesis (MBA (Business Management))--University of Stellenbosch, 2006. / ENGLISH ABSTRACT: Business strategy provides direction to Sasol Polymers PP and deserves the attention of all levels in the organization. Strategic management can be defined as an explicit guide that allows the organization to specify objectives, formulate plans to achieve these objectives and then allocate resources to execute the plans to achieve the desired outcomes.
The business strategy process involves identifying Sasol Polymers PP's business environment, its resources, circumstances within which it operates and its competitive advantages. There is a basic three step process in formulating a business strategy.
1. Determine where Sasol Polymers PP currently stands.
2. Determine where Sasol Polymers PP wants to go.
3. Determine how Sasol Polymers PP will get there.
The research report validates not only the importance of business strategy and the essential components of the strategic management process, but also the importance of strategy execution within Sasol Polymers PP. The implication is that managers within Sasol Polymers PP need to achieve synergy between the strategy of the organisation and the people that must execute the strategy. / AFRIKAANSE OPSOMMING: Bedryfstrategie voorsien rigting aan die organisasie en verdien die aandag van alle vlakke in die organisasie. Strategiese bestuur kan beskryf word as 'n eksplisiete gids wat die organisasie toelaat om doeleindes te spesifiseer, planne te formuleer om hierdie doeleindes te bereik en dan bronne aanwys om planne te implementeer om die verlangde uitkomstes te bereik.
Die proses behels identifisering van Sasol Polymers PP se besigsheidsomgewing, sy bronne, omstandighede waarin die maatskappy opereer en sy mededingende voordele.
Daar is 'n basiese drie stap proses in die formulering van 'n bedryfstrategie.
1. Bepaal waar Sasol Polymers PP nou staan.
2. Bepaal waar Sasol Polymers PP wil wees.
3. Bepaal hoe Sasol Polymers PP daar wil uitkom.
Die navorsingsverslag valideer nie net die belangrikheid van bedryfstrategie en die noodsaaklike komponente van die bedryfstrategieproses nie, maar ook die belangrikheid van strategie uitvoering binne Sasol Polymers PP. Die implikasie daarvan is dat bestuurders binne Sasol Polymers PP sinergie tussen die strategie van die maatskappy en die mense wat die strategie moet uitvoer moet bereik.
|
Page generated in 0.0595 seconds