Academic literature on the topic 'Sasol (Firm) – Management'

Thesis (MBA)--Stellenbosch University, 2001.<br>ENGLISH ABSTRACT: This assignment is a case study for Strategic Management and based on a South African company. The company is SASOL Ltd, one of South Africa's leading companies regarding to technological resourcefulness and diversification. The first chapter of this assignment will give a small introduction and explain why SASOL was chosen for this project, as well as the methodology used. Chapter two covers the development of SASOL from a state owned company in the 1950's, to a global player in the field of fuel and chemicals. Included in this chapter is the industry analysis of the fuel and chemical markets. In this chapter, it becomes apparent that SASOL has built its status on the modified Fisher-Tropsch process. Using the process by-products, SASOL was able to penetrate various chemical markets to form a portfolio of different products. In chapter three, a strategic evaluation was done as part of the requirement for this paper. A model of Thompson and Strickland, the prescribed handbook for Strategic Management students, were used as part of the evaluation. The following chapter contained more information on the different business units and the last five years' financial results. These chapters are included to supply additional information that may not have been covered in the broader view of chapter two. To complete the paper a chapter of questions and answers was included, which contains twenty generalised questions asked specifically around SASOL's strategy and information that is contained in this paper.<br>AFRIKAANSE OPSOMMING: Die opdrag is 'n saak studie vir die vak Strategiese Bestuur en is gebasseer op 'n Suid Afrikaanse maatskappy. Die maatskappy is SASOL Bpk, en is een van Suid Afrika se mees vooraanstaande maatskappy ten opsigte van tegnologies innovering en diversifisering. Die eerste hoofstuk gee 'n kort verduideliking waarom SASOL gekies is asook die metodiek wat gebruik sal word. Hoofstuk twee handel oor die ontwikkeling van SASOL vanaf 'n Staats besitte maatskappy in die vroeë 1950's tot en met waar die maatskappy 'n wereld speler is op die gebied van brandstof en chemikalië. Ingesluit in die hoofstuk is die industrie analiese van die brandstof en chemikalië markte. Dit word hier duidelik dat SASOL sy huidige posisie bereik het op die Fisher- Tropsch proses en deur die gebruik van die proses se byprodukte was SASOL daartoe in staat om verskeie nuwe markte te penetreer. In hoofstuk drie is 'n strategiese evaluasie gedoen aan die hand van 'n model wat beskryf word in Thompson en Strickland, 'n handboek vir Strategiese Bestuurs studente. Die daarop volgende hoofstukke is daartoe gewy om die student meer inligting te gee van die verskillende besigheidseenhede en het ook die finasieële resultate van die afgelope vyf jaar ingesluit. Om die werksopdrag af te sluit is twintig vrae en antwoorde wat betrekking het op SASOL se strategie en algemene inligting in die laaste hoofstuk.

Thesis (MBA)--Stellenbosch University, 2007.<br>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.<br>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 (MPhil)--Stellenbosch University, 2012.<br>ENGLISH ABSTRACT: SUMMARY This research studies the concept of Knowledge Management (KM) in organisations and also its integration with other structures. While KM is seen as being beneficial to organisations, it is of crucial importance for its proponents not to overlook the fact that it may also have disadvantages. There are numerous publications, both scholarly and otherwise, that describe how a well-implemented KM initiative can add value to an enterprise by improving the sharing of information between managers and employees, but the risk factors around instituting KM have not received the same attention. Its proponents have generally inadequately explained how even a “well-implemented” KM initiative can spell disaster for an organisation; KM, like other management theories such as Total Quality Management (TAM), Business Process Re-Engineering (BPR) and others, can and have failed and there needs to be an understanding of why this happens. This research looks at the risk and value issues that come with KM and the various ways in which these risks may be mitigated and the value retained. In particular, the integration of KM with management initiatives like Value Management (V.M) and Risk Management (RM) will be examined. This process is seen as problematic because of the nature of the interrelationship between KM on the one hand and V.M and RM on the other. It is argued that only when organisations fully understand this interrelationship, can they begin to integrate risk and Value Management into their Knowledge Management initiatives. Therefore, the analysis of the relationship between Value Management and Risk Management as semi or fully formalised management processes plays an important part in the research. The study examines cases where V.M and RM have been incorporated in KM implementations in the South African petrochemical industry in an attempt to arrive at a more accurate assessment of this process. The study argues that Knowledge Management can pose a threat to any organisation that does not manage its attendant risks as well as it does its benefits. As an example, this research looks at how knowledge workers can be deployed by knowledge managers to add value to an enterprise without risking the loss of its intellectual capital, for instance when such workers are recruited by competitors. The finding of this thesis are somewhat varied in nature. As far as this research is concerned there are no adequate and streamlined measures taken to analyse risk in SASTECH, particularly Risk that comes with or as a result of Knowledge Management. As a consequence there are no formalised control measures and review processes put into place for monitoring these risks.<br>AFRIKAANSE OPSOMMING: Hierdie navorsing ondersoek die begrip Kennisbestuur (KM) in organisasies en die integrasie daarvan in ander strukture. KM word beskou as voordelig vir organisasies, maar dit is van kernbelang vir sy voorstaanders om nie uit die oog te verloor dat dit ook nadele mag meebring nie. Daar is talle publikasies, akademies en andersins, wat beskryf hoe ‘n deeglike KM inisiatief waarde kan toe voeg by ‘n onderneming deur die wyse waarop dit die deel van inligting tussen bestuurders en werknemers verbeter; die risikofaktore rondom die instel van KM het egter nie naastenby dieselfde aandag geniet nie. Sy voorstaanders kon gewoonlik nie verklaar hoe selfs ‘n “deeglike” KM inisiatief rampspoedige gevolge vir ‘n organisasie kan hê nie; KM, soos ander bestuursteorieë soos Totale Kwaliteitsbestuur (TQM), Heraanpassing van Sakeprosesse (BPR) en ander, kan en het misluk en die redes daarvoor moet verstaan word. Hierdie navorsing ondersoek die risiko’s en waarde-implikasies van KM en die verskillende maniere waarop hierdie risiko’s beheer kan word. In besonder word die integrasie van KM met bestuursinisiatiewe soos Waardebestuur (V.M) en Risikobestuur (RM) ondersoek. Hierdie proses word as problematies beskou weens die aard van die onderlinge verwantskap tussen KM aan die een kant en V.M en RM aan die ander. Daar word betoog dat slegs wanneer organisasies hierdie onderlinge verwantskap ten volle verstaan, hulle risiko- en waardebestuur in hulle KM-inisiatiewe kan begin integreer. Daarom speel die analise van die verhouding tussen Waardebestuur en Risikobestuur as semi of ten volle geformaliseerde bestuursprosesse 'n belangrike rol in die navorsing. Die studie ondersoek gevalle waar V.M en RM ingelyf is by die implementering van KM in die Suid-Afrikaanse petrochemiese nywerheid ten einde ‘n meer akkurate waardebepaling van hierdie proses te maak. Die studie stel voor dat kennisbestuur ‘n bedreiging kan inhou vir enige organisasie wat nie die meegaande risiko’s ewe goed as die voordele bestuur nie. As praktiese voorbeeld kyk hierdie studie na hoe kenniswerkers deur kennisbestuurders ontplooi kan word om waarde by ‘n onderneming te voeg sonder om die risiko te loop dat hierdie intelektuele kapitaal verlore gaan wanneer sulke werkers byvoorbeeld deur mededingers gewerf word. Die bevindinge opgeteken in hierdie tesis is wisselend van voorkoms. Sover dit hierdie navorsing betref is daar geen voldoende en vaartbelynde maatreëls om risiko in SASTECH, veral Risiko wat afkomstig van Kennisbestuur getref nie. Die gevolg hiervan is dat daar geen formele beheermaatreëls en hersieningsprosesse in plek gesit is vir die monitering van hierdie risiko's nie.

Thesis (MBA)--Stellenbosch University, 2005.<br>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.<br>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.

Thesis (MBA)--Stellenbosch University, 2003.<br>Some digitised pages may appear illegible due to the condition of the original hard copy<br>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.<br>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.

Thesis (MBA)--Stellenbosch University, 2006.<br>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.<br>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.

M.Ing.<br>This case study explores the different technology management techniques available to organisations to control and manipulate technology to improve efficiency, reliability, optimisation and productivity. The technology techniques explored in this case study include technology roadmaps, technology capability analysis and technology portfolio analysis. The theoretical framework section of this case study provides an in depth study on the different techniques and presents supporting information that must be understood to correctly and efficiently implement these techniques. The analysis section of this case study presents results to authenticate the research captured in the theoretical section. The analysis section and the conclusion of this case study provide results and benefits of implementing technology management techniques within business units of Sasol. Sasol consists of a number of different technologies with different lifecycles which are required to be controlled and maintained to ensure continuous operation. Sasol is dependent on technology for safety, continuous operation and maintenance. The outcome of this case study is to provide an organisation such as Sasol the benefits and results of implementing technology management techniques within the organisation and to justify investing in technology management tools and techniques. The technology roadmap and technology portfolio analysis was carried out for the Solvents business unit whereas the technology capability analysis was carried out for Sasol Technology control engineering group.

M.Comm. (Business Management)<br>Research and Development (R&D) facilities have been used to develop new or better products and services for a long time. Organisations utilise knowledge gained from their R&D facilities to gain access to new markets and to improve the organisation’s competitiveness in the market. R&D facilities are referred to as learning organisations that employ people who specialise in specific technologies. These employees are referred to as ‘knowledge employees’. Sasol R&D was formed in 1955 to assist the organisation to develop and improve the Fischer-Tropch (F-T) technology that was adopted by the organisation to produce synthetic fuels from coal. At the time the technology had not been sufficiently proven on a commercial scale and this necessitated that research be conducted to ensure that the processes related to (F-T) technology are efficiently operated. The use of the knowledge generated by Sasol R&D has resulted in Sasol being recognised as the world leader in F-T technology and has led to joint ventures with other organisations around the world. The management of acquired knowledge has been critical in the development of Sasol and the successes that the organisation has enjoyed. It is therefore important that the employees of Sasol and those of Sasol R&D are well equipped to utilise the knowledge that was generated by previous employees to continuously improve and develop technologies. The objective of this study was to establish the perception that knowledge employees have of Knowledge Management (KM) and what Sasol R&D can improve on in this regard, i.e. business performance and individual employees’ career development. Respondents generally agree with the importance of KM in Sasol R&D and also indicated that a successful KM strategy can help improve individuals’ careers. The respondents also indicated that they were familiar with the concept of KM and the advantages for the organisation in the successful implementation of such a KM strategy. The main recommendations from the study are: 1. Employees should be involved in current the future KM strategies that the management of Sasol R&D wants to implement. 2. The adopted KM strategy’s objectives and benefits should be made clear and understandable to all employees. In addition, all relevant documentation should be made available to the employees.