Abstract
M.B.A.
The aim of this research study was to determine the organisational culture present at SASOL Technology. In order to achieve this aim, this research study had quadruple objectives, one of which was the core of this study.
The core focus of the research was the determination of the organisational culture at SASOL technology using a theoretical model or_framework. The need for using such a model or framework became apparent after the literature survey highlighted the dynamic nature of organisational culture and that a structured and systematic way of thinking is required in order to grasp this phenomena of organisational culture.
Organisation culture is seen as a constraint to change in any organisation. In order to implement change successfully, it is imperative that the type of culture that exists in the organisation is known and dealt with accordingly.
The Competing Values Framework, together with the Organisational Culture
Assessment Instrument (OCAI), was used to diagnose the culture at
SASTECH. It was found that the organisation is dominated by a market
culture. °A market culture is a results-oriented workplace whose major Concern
is with getting the job done. °People are competitive and goal-orientated.
Leaders are tough and demanding.
Sasol Technology however, wants the organisation to adopt the adhocracy
culture type because this culture suits the future state of the organisation. The
adhocracy culture is characterised by a dynamic, entrepreneurial and creative
workplace. People stick their necks out and take risks. Effective leadership is
visionary, innovative and risk-oriented.
Providing recommendations for SASOL Technology to transit from the market
culture to the adhocracy culture type concluded this study