M.Phil. / The main objectives of this study, which was done in Sasol 2, were to analyse energy utilization in the Sasol process and to develop an energy model that simulates all major energy flows in the Sasol process. Secondary objectives were to study the mechanics of the Sasol process and to do a literature study ...

M.Com. / Please refer to full text to view abstract

The globalisation of businesses and the advancement of information technologies have brought changes that are reshaping the world of work. They alter the way business is done, the way employees behave and the way managers manage their employees. Motivating and to retaining employees have become an important and complex task for the managers. The key to performing this task well is to find out more about the factors that motivate employees. The study aims to establish the correlation between management and motivation of employees. To have a sound human resource management strategy that attracts, retains and motivates the valuable employees, it is important that the managers find out what the employees are looking for from their jobs. The company should constantly assess the employees’ motivation levels and also what they need, want or expect from their work. This study used a questionnaire comprising motivation questions based on Lindner's ten motivational factors and Nelson's ten things to do to motivate today's employees, in order to test the motivational level of the employees at Sasol's Poplypropolene Business. After being validated by appropriate statistical methods, the results show that there is a correlation between management and employee motivation. The results are critically discussed in terms of each motivational factors. Every manager differs in the way he or she manages. The key to motivating employees and manage them in ways that lead to profits, productivity, innovation, and organisational effectiveness is to understand how to motivate them. / Dissertation (MCom)--University of Pretoria, 2008. / Business Management / unrestricted

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The current transformation of Sasol Synfuels in enhancing overall business performance and realising organic growth is assessed. The framework for the assessment is based on the ideas expressed by Collins (2001), supplemented by other ideas found in the literature relevant to business performance improvement within manufacturing organisations. Gaps and opportunities are identified within the context of three of the Synfuels strategic elements of operations excellence, worldclass people and leveraging technology. Improvement areas identified are the further development of transformational leadership, reduction in fixed costs to ensure more flexibility and reduction in the current size of Synfuels. The development of transformational leadership needs to be extended to create fanatically driven, sheer workmanlike diligence, as well as determination and tenacity creating a culture of a strong disciplined work and performance ethic. Reducing fixed costs to enhance profitability can be achieved by applying risk-reward agreements and application of value based management principles to enhance the understanding amongst all employees of the value drivers of the Synfuels business model. A reduction in the size of Synfuels to facilitate easier change management and a stronger focus on delivering the same business results through the employment of fewer resources is also recommended. Barriers to achieving operations excellence identified are a lack of management consensus and underestimation of the task required to internalise the change management process. Neglecting the basics in achieving the fundamental manufacturing output elements and resistance to daily discipline are identified as the main focus areas. It is further recommended to establish a culture of discipline where employees are allowed to function effectively within the proposed framework of disciplined people, thought and action in combination with freedom to innovate and achieve growth in the business through constant adaptation as this is fundamental to enhancing the current performance of Synfuels. / AFRIKAANSE OPSOMMING: Die transformasie van Sasol Synfuels om die algehele besigheidsprestasie en realisering van organiese groei te weeg te bring is geevalueer. Die raamwerk vir die evaluasie is gebaseer op idees uitgespreek deur Collins (2001) en aangevul met ander idees soos gevind in literatuur relevant tot besigheidsprestasie verbetering in vervaardigingsorganisasies. Gapings en geleenthede is geidentifiseer om organiese groei teweeg te bring binne die konteks van drie van die Synfuels strategiese oogmerke van bedryfsuitnemendheid, wereld-klas mense en die benutting van tegnologie. Areas wat geidentifiseer is wat tot 'n verbetenng in die prestasie van Synfuels kan lei is die verdere ontwikkeling van transformasionele leierskap, vermindering in die vaste koste om meer buigsaamheid te verleen en om die organisasie se grootte te verminder. Die ontwikkeling van transformasionele leierskap moet uitgebrei word om professionele doelgerigtheid sterker te ontwikkel wat sal lei tot die skep van 'n sterk kultuur van werks-en prestasie-etiek, spesifiek gerig op drie gedragsaspekte om fanaties te dryf vir resulate, toegewyde harde werk en vasberadenheid, asook deursettingsvermoë. Verskillende wyses waarop vaste koste verminder kan word deur die toepassing van risiko-vergoeding beginsels en die toepassing van waarde gebaseerde bestuurstegnieke om die begrip van die ekonomiese beginsels van Synfuels se besigheid by alle werknemers te bevorder. Verder word ook voorgestel dat na maniere gekyk word om die grootte van Synfuels te verminder om makliker veranderingsbestuur en 'n meer doeltreffende fokus te plaas daarop om dieselfde besigheidsresultate met minder hulpbronne te behaal. Hindernisse in die bereiking van bedryfsuitnemendheid wat geidentifiseer is, is 'n potensiele gebrek aan konsensus by bestuur in terme van wat bereik moet word terwyl die taak van veranderingsbestuur onderskat word. Nalaat om aandag aan die basiese aspekte om vervaardigingsuitsette te behaal en weerstand teen daaglikse dissipline is ook aspekte waaraan aandag geskenk moet word. Dit word ook aanbeveel om 'n kultuur van dissipline te skep waarbinne werknemers toegelaat word om effektief te funksioneer binne die voorgestelde raamwerk van gedissiplineerde mense, denke en aksie in kombinasie met innoverende denke en deurlopende verbeteringsprosesse groei teweeg gebring deur deurlopend aan te pas aangesien dit fundamenteel is om die prestasie van Synfuels te verbeter.

M. Tech. (Department of Mechanical Engineering, Faculty of Engineering and Technology), Vaal University of Technology. / The subject of maintenance optimisation is not new, and many researchers have explored it. However, it is seen that one optimisation solution cannot be used in all industries. Each industry and equipment thereof are unique as the product streams differ, layouts and operation variables, to name a few. Though Turn-around management is the most used strategy in petrochemical industries. Equipment downtime remains the biggest challenge thus, the purpose of the study was to optimise the maintenance practices used on the critical electromechanical equipment in Sasol Synfuels Catalyst Preparation using both the Analytical Network and Analytical Hierarchy multi-decision approach. Data was collected from the SAP system database, of which the breakdown work orders was obtained from the period of January 2016 to June 2021. The data was collected for each 13 electromechanical equipment identified in the catalyst preparation unit. The applied maintenance strategies employed on the electromechanical equipment in the catalyst preparation unit was also analysed using the Meridium maintenance strategy software tool utilised in Sasol Synfuels. An analysis and identification of the critical equipment within the unit were obtained with the use of two different methods, namely the JADERI, (2019) and AFEFY, (2010) approaches. A theoretical distribution was drawn after that in order to assess the effectiveness of the current maintenance strategy compared to the identified key performance indicators. The theoretical distribution analysis was used to determine the plant utilisation, availability, and maintenance cost. The analytical network and hierarchy process application, and the super decision network model framework, were analysed to obtain the maintenance optimisation solution. Though the ANP and AHP approaches have different problem identification frameworks and cluster dependencies, it is seen that both methods portray more or less similar results. Both methods indicate that in order to achieve an optimised maintenance strategy within the catalyst preparation unit, condition-based maintenance strategy is the most weighed alternative node with 50% for optimal maintenance solution. The least most weighed alternative node is corrective maintenance, weighed at 7%. This is true as corrective maintenance is applied once a breakdown has occurred, of which the aim is to avoid unforeseen breakdowns. Fixed time maintenance is the second most weighed maintenance strategy with 30%, followed then by the operate to failure strategy at 13%. Considering that the operation to failure maintenance strategy is applied based on the consequence of failure and maintenance cost as well as mean time to repair, this is then concluded as practical as RCM priorities predictive and preventative strategies to be employed. It was drawn, for criteria nodes, that the ANP approach resulted in the environmental safety impact as the most important criteria to consider when applying the optimal maintenance strategy in the Sasol Synfuels Catalyst preparation unit. The environmental safety impact was rated at 0.33, followed by availability with a factor of 0.32. The least weighed criteria nodes are then the maintenance cost and MTTR, both with a factor of 0.17. This proves to true considering that the petrochemical industry is considered a high-risk industry as it processes and produces hazardous chemicals The AHP approach structure however, does not consider interdependencies through the criteria and alternative clusters thus the alternative weight could not be defined. The results obtained prove that the ANP approach is the most practical mutli criteria decision making method for maintenance optimisation compared to the AHP approach.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: The change management approach followed during the installation of a new maintenance work management process (termed SAMI Stage1) in Sasol Synfuels is assessed. A framework and a set of change management principles are derived from literature relevant to the topic and are used as a basis to assess the implemented change. The concept of physical asset management is also reviewed and incorporated into the overall framework. The assessment reveals the following positive aspects of the change management process followed: • Excellent executive sponsorship throughout the implementation of SAMI Stage 1. • The use of one team of Sasol Synfuels personnel to develop the strategic plan and another team to perform the design of the new maintenance work management process has resulted in a core group of change advocates within Sasol Synfuels. • Sasol Synfuels business units were declared SAM I Stage 1 competent, which included the achievement of outcome indicators as well as behavioural changes. • The SAMI Stage 1 change is reinforced through further changes such as SAMI Stage 2, SAM PI (production initiative), as well as the creation of a new department, OPEX, to facilitate operational excellence within Sasol Synfuels. • The overall SAMI roadmap, commencing with maintenance work management, is found to be an effective vehicle to achieve the future integrated state of asset management. However, the following negative aspects of the implemented change are also highlighted: • The concept of physical asset management as the ultimate objective of the SAMI process was inadequately explained and coached to the organisation. Although maintenance work management efficiency has improved, the organisation has not made the mental transition from a cost centre mentality to a profit centre mentality. • Production personnel were initially excluded to a large extent, since SAM I Stage 1 was installed as a predominantly maintenance-focussed initiative. However, production personnel are required to play a large role in the maintenance work management process and their initial exclusion required significant stakeholder management during the advanced stages of the change. • There have not been significant changes to the recognition and reward systems in Sasol Synfuels in order to enhance the integration of specifically the maintenance and production functions. The organisation is thus still very much focused on functional excellence as opposed to the integrated concept of asset management. The effectiveness of installing a maintenance work management process first and then addressing equipment failures is also reviewed. It is concluded that this approach of firstly establishing discipline in the execution of maintenance work is indeed a viable approach. However, the overall objective of asset management must be considered from the onset and the organisation must be continuously aligned to that objective. Based on the above observations, recommendations are made on futu re Sasol implementations of maintenance work management processes. In essence there should be more focus on the concept of physical asset management before and during such an implementation. It is also recommended that a post SAM I Stage 1 project analysis should be performed (using appropriate questionnaires andlor interviews) to assess the positive and negative aspects as encountered by the organisation. These learning pOints should be documented and used for future, similar interventions. It should also be established whether the changes in behaviour and outcome are due to predominantly compliance to the work management process, or whether there is significant commitment to the process. Commitment to the process by the majority of the organisation is required to ensure sustainability there of. / AFRIKAANSE OPSOMMING: Die benadering soos gevolg ten opsigte van veranderingsbestuur gedurende die implementering van 'n nuwe instandhoudingswerk bestuursproses in Sasol Synfuels (genaamd SAM I Fase 1), word ondersoek. 'n Raamwerk en 'n stel beginsels met betrekking tot veranderingsbestuur word uit die relevante nagevorste literatuur ontwikkel en word gebruik as 'n basis waarteen die geimplementeerde verandering geevalueer word. Die beginsel van fisiese batebestuur word ook ondersoek en in die oorhoofse raamwerk geinkorporeer. Die volgende positiewe aspekte van die veranderingsbestuur proses wat gevolg was, word deur die ondersoek openbaar: • Uitstekende borgskap deur uitvoerende bestuur tydens die verloop van die implementering van SAMI Fase 1. • Die gebruik van een span Sasol Synfuels personeel om die strategiese plan te ontwikkel en 'n ander span om die ontwerp van die nuwe instandhoudingswerk bestuursproses te behartig, het gelei tot die ontstaan van 'n kern groep in die organisasie wat die verandering ondersteun. • Besigheidseenhede in Sasol Synfuels is SAM I Fase 1 bedrewe verklaar, wat die behaling van uitkomsindikators, sowel as gedragsveranderinge insluit. • Die SAMI Fase 1 verandering word versterk deur verdere veranderings soos SAMI Fase 2, SAMPI (produksie inisiatief), sowel as die daarstelling van 'n nuwe afdeling, OPEX, om operasionele uitnemendheid in Sasol Synfuels te fasiliteer. • Die algehele SAMI proses, beginnende met die bestuur van instandhoudingswerk, is effektief bevind om die toekomstige, geintegreerde toestand van batebestuur te verwesenlik. Die volgende negatiewe aspekte van die geimplementeerde verandering word egter ook uitgelig: • Die beginsel dat fisiese batebestuur die uiteindelike doelwit van die SAMI proses is, was nie voldoende verduidelik en oorgedra aan die organisasie nie, Alhoewel die effektiwiteit van instandhoudingswerk bestuur verbeter het, het die organisasie nie die paradigma skuif gemaak van 'n kostegesentreerde denkwyse na 'n winsgesentreerde denkwyse nie. • Aanvanklik was produksiepersoneel grootliks uitgesluit uit die proses, aangesien SAMI Fase 1 hoofsaaklik as 'n instandhoudingsinisiatief aangepak is. Produksiepersoneel het egter 'n groot rol om te speel in die instandhoudingswerk bestuursproses en hulle aanvanklike uitsluiting het gelei tot aansienlike bestuur van belanghebbendes gedurende die gevorderde stadiums van die verandering. • Daar is nog nie betekenisvolle veranderinge gemaak aan die vergoedings -en erkenningssisteme in Sasol Synfuels om sodoende die integrasie van spesifiek die instandhouding en produksiefunksies te bevorder nie. Daar is dus nog steeds 'n sterk fokus in die organisasie op funksionele uitnemendheid in teenstelling met die geintegreerde beginsel van batebestuur. Daar word ook gekyk na hoe effektief dit is om eers 'n instandhoudingswerk bestuursproses te installeer voordat toerustingfalings ondersoek word. Die gevolgtrekking word gemaak dat hierdie benadering om eers dissipline in die uitvoering van instandhoudingswerk daar te stel, inderdaad 'n haalbare benadering is. Die oorhoofse doelwit van batebestuur moet egter vanaf die begin oorweeg word en die organisasie moet gedurig op koers gehou word rakende daardie oogmerk. Voorstelle, gegrond op bogenoemde waarnemings, word gemaak vir die toekomstige implementering van instandhoudingswerk bestuursprosesse in Sasol. In wese moet daar meer gefokus word op die beginsel van batebestuur voor en gedurende so 'n implementering. Daar word ook aanbeveel dat 'n nabetragting gehou word rondom die implementering van SAMI Fase 1 (met behulp van gepaste vraelyste en/of onderhoude) om die positiewe en negatiewe aspekte, soos ondervind is deur die organisasie, te evalueer. Hierdie inligting moet dan gedokumenteer word en gebruik word vir toekomstige, soortgelyke intervensies. Daar moet ook bepaal word of die verandering in gedrag en resultate die gevolg is van oorwegend die navolging van die proses of toewyding aan die proses. Die meerderheid van die organisasie moet toegewyd wees aan die proses om volhoubaarheid te verseker.

>Magister Scientiae - MSc / Chemical speciation and the evaluation of species distribution is the key to understanding the potential of brines to form scale or corrode the water circuit as well as the potential of mobility and release trends of the pollutants into the environment. It is important to identify highly soluble free ions in water chemistry because toxicity of ions is related to mobility and consequently bioavailability. The chemical composition, character and chemical speciation modelling of saline effluents (brines) at Tutuka Power Station and Sasol Synthetic Fuels Complex in Secunda were studied. The form in which chemical species exist (chemical speciation) and the physical and chemical interactions of species in saline effluents at these two study sites is not fully understood. This study investigated how pH, temperature, alkalinity and chemical composition influenced chemical speciation, species distribution, scale forming and corrosion potentials of the different saline effluent streams at the two sites using computer programs PHREEQC and Aq.QA. Characterizations of the results were presented in Stiff and Piper diagrams generated by the Aq.QA computer software. Chemical speciation modelling of the brines showed that scale-forming minerals aragonite, calcite, hematite, anhydrite and gypsum have positive saturation indices between 0 and 20 in mine water, RO brine at Tutuka and Sasol Secunda, EDR brine at Sasol Secunda and VC brine at Tutuka Power Station. The water types at Tutuka Power Station were found to be mainly Na-S04 water types and those at Sasol Secunda were a mixture of Na-Cl and Na-S04 water types. Water treatment chemicals playa major role in increase were absent in the intake water. It was found that Sasol Secunda water streams are much more heavily contaminated than Tutuka water streams. The study also found that the mine water utilised at Sasol Secunda is two-fold more polluted than the mine water utilised at Tutuka although these sites are a mere 40 km apart. The sodium adsorption ratios showed that all the saline effluent streams at Tutuka and Sasol Secunda were unsuitable for irrigation, except for desalination product waters. Chemical speciation showed that the predominant species in the most concentrated saline effluent (VC brine) at Tutuka were the free cr ion at approximately 100 % with very minute quantities of FeCI+ and ZnCI+ and the predominant sodium species were the free Na+ ion which existed at 85 %. Magnesium species had the predominant form as the ionic compound MgS04 at 73 % and the carbonates were mainly in the form of NaC03- (53 %), HC03- (28 %) and CO{(7 %). The most concentrated brine analysed at Sasol Secunda was the TRO brine. PHREEQC did not predict the precipitation of CaC03 from the TRO brine at Sasol Secunda. The most abundant calcium species were Ca2+(59 %) ions and CaS04 (40 %). The brine was at a pH of 5.76 with dissolved CO2 at 73 % of the carbonate species. Trace elements were evaluated and the toxic trace elements varied from 0.07 mg/L (As) to 26.75 mg/L (Sr) at Sasol Secunda. At Tutuka Power Station the toxic trace elements in brines varied from 0.02 mg/L (As/Se) to 16.85 mg/L (Sr). Sr and B were found to be the most highly concentrated toxic elements. The major and trace ion chemistry, alkalinity, pH, sodium adsorption ratios, change in concentration of the water streams and the brine chemical composition after contact with ash was also evaluated. When saline effluents at Tutuka Power Station and Sasol Secunda are combined with ash, pH, Ca content and alkalinity of the resulting solution increased. The chemical composition of saline effluents can be influenced by the ingress of CO2 from the atmosphere. The study shows conclusively that brine composition and concentration is highly variable at these South African power utilities and processes such as RO, contact with ash and C02 ingress can have an impact upon the overall brine quality. Aq.QA was found to be a more accurate tool for classifying waters according to dominant ions than Stiff diagrams but Stiff diagrams still have the superior advantage of being a mapping tool to easily identify samples of similar composition as well as quickly identify what has been added or what has been removed from a water stream. Chemical speciation could identify effluent streams where C02 dissolution had taken place.

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.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: Sasol Mining is a wholly owned subsidiary of Sasol Limited, an integrated oil and gas company with substantial chemical interests. Sasol Mining extracts and supplies coal to Sasol's synfuels and chemical plants in South Africa, but also sells some of its output to extemal customers, primarily international (United States Securities Exchange Commission, 2005: 39). Outsourcing, the practice of buying products and services from external suppliers, increasingly forms part of the Sasol Mining business environment and some of the challenges experienced and trends seen raise some interesting why and how questions. Such questions are the topic of this research report. The case study strategy to research has considerable ability to generate answers to 'why?' as well as 'what?' and 'how?' questions (Saunders, et aI., 2003: 93). Before such questions are explored further however, a comprehensive literature review was carried out, but with the intention to develop a theoretical framework of good outsourcing practice. This theoretical framework lies at the heart of the research design and methodology. The research objective is to develop an explanatory theory that associates certain factors with the effectiveness of outsourcing initiatives at Sasol Mining. This research report's central proposition is that any results obtained by Sasol Mining with outsourcing initiatives can be explained by understanding to what extent its management of the outsourcing process is in line with the theory of good outsourcing practice. This case study's fundamental design will be that of a single-case with multiple, embedded units of analysis. Sasol Mining serves as the single case in this research design and individual outsourcing initiatives and its results at Sasol Mining are logical subunits that can be identified and is studied in operational detail. Good evidence was found that the effectiveness of outsourcing initiatives at Sasol Mining can be explained by understanding the extent to which its outsourcing practices are in line with the theoretical framework of good outsourcing practice. In addition, it is recommended that Sasol Mining raise a strategic debate regarding outsourcing and its place in Sasol Mining's business strategy, but against the backdrop of its current outsourcing practice and the developed theoretical 'framework. There is good evidence that this framework developed as part of the literature review (heretofore not presented at such an integrated, all-encompassing level) is a "good" theory. Tantalising bits of information in the form of thematic materials and recurring patterns surfaced during data reduction and analysis. Black Economic Empowerment and outsourcing is one such example, and it was explored to some extent. Many more exist. The case study as a research strategy was successful in the sense that the research question could be answered, in addition to the analytiC generalisation that could be made about the nature of the theory on outsourcing practice itself. Although at times data recording and analysis requirements were onerous, the research strategy also led to an in-depth understanding of Sasol Mining as a business. This is the strength of the case study approach to research. That is also what made the research report worthwhile. / AFRIKAANSE OPSOMMING: Sasol Mynbou is 'n filiaal van en word ten volle besit deur Sasol Beperk, 'n ge'integreerde olie- en gas maatskappy met uitgebreide chemiese belange. Sasol Mynbou ontgin en voorsien steenkool aan Sasol se sintetiese brandstowwe- en chemiese aanlegte in Suid Afrika, maar verkoop ook steenkool aan eksterne klante, hoofsaaklik in die internasionale arena (United States Securities Exchange Commission, 2005: 39). Eksterne verkryging, die praktyk waarvolgens 'n onderneming produkte en dienste van eksterne verskaffers verkry, vorm toenemend deer van die Sasol Mynbou besigheidsomgewing en van die probleme wat ervaar word daarmee en van die waarneembare neigings laat interessante hoekom en hoe vrae ontstaan. Sulke vrae vorm die onderwerp van hierdie navorsingsverslag. Die gevallestudie benadering tot navorsing beskik oor 'n kragtige vermoil om antwoorde te verskaf rakende 'hoekom?', 'wat?' en 'hoe?' vrae (Saunders, et ai., 2003: 93). Alvorens sulke vrae egter verder ondersoek word, word 'n omvattende literatuurstudie uitgevoer met die doer om 'n teoretiese raamwerk te ontwikkel van goeie eksterne verkrygingspraktyk. Hierdie teoretiese raamwerk vorm ook die kern navorsingsontwerp en -metodologie. Die navorsingsdoelwit is om 'n verklarende teorie te ontwikkel wat sekere faktore koppel aan die effektiwiteit van eksterne verkrygingsinisiatiewe by Sasol Mynbou. Hierdie navorsingsverslag se sentrale stelling is: enige resultate wat deur Sasol Mynbou behaal word met eksterne verkrygingsinisiatiewe kan verklaar word deur die mate waartoe die eksterne verkrygingsproses bestuur word volgens die teoretiese raamwerk van goeie eksterne verkrygingspraktyk. Die gevallestudie se fundamentele ontwerp is een van 'n enkele geval met veelvuldige ingeslote eenhede van analise. Sasol Mynbou dien as die enkele geval met individuele eksterne verkrygingsinisiatiewe en hul onderskeie resultate wat identifiseerbaar is as logiese sub-eenhede. Daar is goeie bewyse gevind dat die effektiwiteit van eksterne verkrygingsinisiatiewe by Sasol Mynbou verklaar kan word deur 'n beg rip te ontwikkel vir die mate waartoe die bestuur van hierdie inisiatiewe belyn is met die teoretiese raamwerk van goeie eksterne verkrygingspraktyk. Dit word ook aanbeveel dat Sasol Mynbou 'n debat op strategiese vlak begin wat handel oor eksterne verkryging se plek in die algemene ondernemingstrategie, maar binne die konteks van die huidige praktyk by Sasol Mynbou en die teoretiese raamwerk wat as deel van hierdie navorsingsverslag ontwikkel is. Daar is ook goeie bewyse dat die teoretiese raamwerk (voorheen nie aangebied op so 'n ge"lntegreerde, omvattende vlak nie) aan die vereistes van 'n "goeie" teorie voldoen. 'n Aantal interessante temas en herhalende patrone het oak na vore gekom gedurende data analise. Swart Ekonomiese Bemagtiging en eksterne verkryging is 'n voorbeeld van so 'n herhalende patroon en dit is tot 'n sekere mate verder ondersoek. Daar is ook ander voorbeelde van soortgelyke patrone. Die gevallestudie as 'n navorsingstrategie was suksesvol tot so 'n mate dat die navorsingsvraag beantwoord kon word, en boonop was dit ook moontlik om afieidings te maak rakende die teorie van eksterne verkrygingspraktyk. Hoewel data vaslegging en -analise soms oarweldigend was, het die navorsingstrategie tog gelei tot 'n diepe insig van Sasol Mynbou as 'n besigheid. Dit is die krag van die gevallestudie benadering tot navorsing. Dit is ook wat die navorsingsverslag die moeite werd gemaak het.

Thesis (MBA)--Stellenbosch University, 2003. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Change management is a field of study that is becoming increasingly more important as the rate of change in organisations increases and technology develops. The number of change initiatives within organisations is increasing daily, but unfortunately the success rate is decreasing. There are various reasons for this, but two significant reasons are organisations looking for quick fixes, and change not being properly planned. Organisation development is a field within change management that addresses both these problems. The field is anchored in the action research methodology, ensuring that chanqe is properly planned. The other strength of organisation development lies in the systems approach that is followed. A systems approach ensures that a proper understanding of the organisation is developed before corrective interventions are proposed. This study project makes use of the Burke-Litwin model as part of an organisation development process to identify problem areas in the Sasol Technology Process Engineering functional department. After the identification of the problem areas, interventions are planned to address these issues. A literature study on the field of organisation development is presented in Chapter 2. This study begins with a review of the origins and development of organisation development, including the role of the change process and systems thinking. The study further evaluates various organisation development models and uses the information to evaluate the Burke-Litwin model. Finally the study presents the organisation development process that is followed in the Sasol Technology Process Engineering department and how it impacts on this study project. Chapter 3 supplies information on the organisation that is studied and places the organisation in context with its environment. This chapter also presents the results of the diagnostic phase and draws conclusions from these results. The results are interpreted for the overall organisation, but also for different categories within the organisation. The conclusions from this chapter form the identified problem areas that are one of the objectives of the study project. Interventions to address the problem areas identified in Chapter 3 are planned and developed in Chapter 4. To place the interventions in context, a short literature review on intervention theory is presented. The results of the development process is a plan of interventions that can be implemented for the overall organisation, as well as for the two geographic environments that the organisation functions in. Chapter 5 of the study project presents a summary of the study, as well as conclusions that are made by the author, and recommendations on the completion of the organisation development process. / AFRIKAANSE OPSOMMING: Veranderingsbestuur is 'n veld wat al hoe meer relevant raak soos die pas van verandering toeneem en tegnologie ontwikkel. Die aantal veranderingsbestuur initiatiewe binne organisasies neem daagliks toe, maar die suksessyfer is ongelukkig aanhoudend besig om te daal. Daar is veskeie redes vir die veskynsel, maar twee beduidende redes is gekoppel aan die feit dat organisasies kitsoplossings soek, en dat die verandering nie deeglik beplan word nie. Organisasieontwikkeling is 'n veld binne veranderingsbestuur wat beide die probleme aanspreek. Die veld is stewig geanker in die aksie-navorsingsmetodologie wat verseker dat die verandering deeglik beplan word. Organisasieontwikkeling se ander sterk punt is dat dit die sisteembenadering volg. 'n Sisteembenadering verseker dat 'n deeglike begrip van die organisasie ontwikkel word voordat intervensies voorgestel word. Hierdie studieprojek maak gebruik van die Burke-Litwin model as deel van 'n organisasieontwikkelingsproses om probleemareas in die Sasol Tegnologie Prosesingenieurs funksionele departement te identifiseer. Nadat die probleemareas geïdentifiseer is word intervensies beplan om die probleme aan te spreek. 'n Literatuurstudie oor die veld van organisasieontwikkeling word in Hoofstuk 2 aangebied. Die studie begin met 'n oorsig oor die ontstaan en ontwikkeling van organisasieontwikkeling, wat die rol van veranderingsproses en sisteemdenke insluit. Die studie gaan verder deur verskeie organisasieontwikkelingsmodelle te evalueer en die inligting te gebruik om die Burke-Litwin model te evalueer. Die studie sluit af met 'n oorsig oor die organisasieontwikkelingsproses wat gevolg word en hoe dit die studieprojek raak. Hoofstuk 3 verskaf inligting oor die organisasie wat bestudeer word en plaas die organisasie in konteks met die omgewing waarbinne dit bedryf. Die hoofstuk sluit ook die resultate van die diagnostiese fase in en bied die gevolgtrekkings wat gemaak word aan. Die resultate word vir die organisasie in geheel aangebied, maar ook vir verskillende kategorieë binne die organisasie. Die gevolgtrekkings wat bereik word vorm die geïdentifiseerde probleemareas wat een van die oogmerke van die studieprojek is. Hoofstuk 4 bied die intervensies aan wat ontwikkel en beplan is om die probleemareas van Hoofstuk 3 aan te spreek. 'n Kort literatuurstudie oor die teorie van intervensies word aangebied om die intervensies in konteks te plaas. Die resultaat van die ontwikkelingsproses is 'n plan vir intervensies wat geïmplimenteer kan word vir die algehele organisasie, maar ook vir die twee geografiese omgewings waarbinne die organisasie funksioneer. Hoofstuk 5 veskaf 'n opsomming van die studieprojek, asook die gevolgtrekkings van die skrywer aangaande die studieprojek en aanbevelings oor die voltooiing van die organisasieontwikkelingsproses.