Assessing and improving the organisational performance of process engineering at Sasol Technology using the Burke-Litwin model

Strydom, Johan (2003-03)

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.

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