Caltex have successfully implemented a training programme (Appendix O) designed in New Zealand where it has shown various levels of success. Based on those successes Caltex want to role out this programme to the rest of the world. The home country is imposing its training schedule on the host country. The Caltex training programme is designed with the premise that one size fits all. Thus the assumption is drawn that the needs and habits of motorists and employees in one country are the same, as in other countries. The reliability of service delivery is often totally within the control of front line employees. When service deteriorates or fails, employees are essential for setting things straight and using their judgement to determine the best course of action for service recovery. The responsiveness of front line employees directly influences customer's perception through their eager willingness to serve customers. The assurance of service quality is highly dependant on the employee's ability to communicate their credibility and to inspire trust and confidence. Empathy to consumers needs shows that the employees are caring and attentive. This attitudinal study is intended to show that the Caltex training program of frontline staff will have a positive impact on customer satisfaction levels. The study aims to show that training and development of frontline staff in a South African context needs more than a general approach but also requires staff assessment and a practical on the job focus. / Thesis (MBA)-University of Natal (Durban), 2004.

Global pressures from within the oil industry has decreased profitability of retail operations which has affected the large oil companies as well as franchisees. A point of differentiation that has been identified is customer service and although all the major players have more or less the same training programmes - they are internally generated. There is very little literature to suggest that oil companies carry out customer perception surveys and to this end, this research has been tailored. Although it is impossible to react to all customer's perceptions, there may be benefits in conducting further research if certain aspects are highlighted by different respondents. Using SERVQUAL as the basic measuring instrument of customer satisfaction, it was adapted to suite the petroleum industry. Caltex Oil SA uses an independent auditor Market Pulse and the main points of this questionnaire were incorporated in the study. It is important to note that the Market Pulse audit is internally generated, measuring the retailer's compliance to Caltex standards. A new questionnaire was then developed to measure customer's expectations and their perceptions of what a good service station should offer. The gaps were then statistically identified and explored, and, possible solutions to close these gaps are generated. / Thesis (MBA)- University of KwaZulu-Natal, 2004.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Business turnarounds usually involve drastic changes in an organisation. Change involves people and their emotions - positive and negative. Central to change stands a leadership team. Continuous change is a constant in the equation of competitiveness in today's economy. It is inevitable and definitely not an easy process, however, it becomes so much easier with the right people in the right positions together with a leader who mapped the route for the change vehicle. The right people do not need that much motivation to be inspired on the journey of implementing and sustaining change. This study concentrated mainly on the leadership skills observed during the change process at Callex Refinery, Cape Town. The author observed during the initiating and implementation stages of the change process that the leader did not build a coalition team, managers became less available and visible, face-to-face communication fell short of what was needed and a lack of feedback on performance resulted in mediocre performance. This resulted into lacklustre performances of the people. It is the responsibility of the leader to create a sense of urgency among his people. The leader continuously reminds his people where they are in relation to their vision; what is required to achieve the vision; how they will get there through trusting relationships, learning and development, teamwork and collaboration inside and outside the walls of the organisation. Great leaders create a climate of trust that is based on mutual respect and caring; the leader empowers his team in a caring environment. Mediocre results prevail in the absence of effective leadership. Effective leaders remind their people through communication why change is inevitable. They engage in dialogue, reflect, listen actively and lead by example whilst showing a sense of curiosity. Effective leaders grow new leaders. These leaders pay attention to what they will leave behind after they leave. / AFRIKAANSE OPSOMMING: Besigheidskentering gaan gewoonlik gepaard met drastiese veranderinge in 'n organisasie. Mense en hul emosies - positief of negatief - word gewoonlik by die veranderingsproses betrek. Midde in die verandering is 'n leierskapspan. Voortdurende verandering is 'n gegewe in vandag se mededingende ekonomie. Dit is onvermydelik en beslis nie 'n maklike proses nie, tog raak dlt makliker met die regte mense in die regte posisies saam met 'n leier wat die roetekaart opstel vir die veranderingstuig. Die regte mense het nie soveel motivering nodig om hul te inspireer op hul reis na die implementering en volhouing van verandering nie. Hierdie werkstuk konsentreer hoofsaaklik op die leierskap vermoë waargeneem gedurende die veranderingsproses by Caltex Raffinadery in Kaapstad. Die skrywer het gedurende die begin- en implementeringstadiums van die veranderingsproses opgelet dat die leier nie 'n koalisie span gebou het nie, bestuurders minder sigbaar geword het, van aangesig tot aangesig kommunikasie was nie wat dit moes wees nie en 'n gebrek aan terugvoer oor werkverrigting het uitgeloop op middelmatige werkverrigting. Dit het flou werkverrigting van werknemers tot gevolg gehad. Dit is die verantwoordelikheid van die leier om by sy mense 'n bewuswording van dringendheid te skep. Die leier moet voortdurend sy mense herinner aan waar hulle is in verhouding tot hul visie; wat verwag word om die visie te vol bring; hoe hulle daarby uit gaan kom deur vertrouensverhoudinge, leer en ontwikkeling, spanwerk en samewerking binne en buite die mure van die organisasie. Goeie leiers skep 'n klimaat van vertroue wat gebaseer is op respek en omgee: die leier bemagtig sy span in 'n sorgsame omgewing. Middelmatige resultate seëvier in die afwesigheid van effektiewe leierskap. Effektiewe leiers herinner mense deur kommunkiasie, hoekom verandering onvermydelik is. Hulle neem deel in tweesprake, reflekteer, luister aktief en lei deur hul voorbeeld terwyl hulle ook 'n mate van nuuskierigheid toon. Effektiewe leier kweek nuwe leiers. Hierdie leiers skenk aandag aan watter nalatenskap hulle gaan agterlaat as hulle self moet weggaan.