Develop a management plan to move Martex from a traditional organisation to a learning organisation (30)

Martex is an oil refinery with several plants throughout South Africa. The East Lor new way of processing waste material which is more efficient than the process oth Moreover, the process meets all environmental regulations. The parent company, situated in Richard's Bay, saw the obvious benefits of getting Cape Town, Saldanha, Port Elizabeth, George and Durban to adopt this new pre refineries, it could save approximately R65 million a year. The operations director, Zodwa Dlamini, gathered all the plant managers and chief tell them how the new process works. All members agreed that it was a breakt Saldanha plant managed to follow the example set by the East London refinery. T contact between the two refineries on implementing the new system. After a year, Zodwa realised that only two plants were productive as a result of i system. After an investigation, she realised that most people had more disincenti adopt the new process. Each refinery had plenty of other things to focus on. This new procedure re equipment and changing some things that had been in place for a long time. employees resisted any change in procedures and technology Zodwa asks you, as an HRD practitioner, to advise her on how to bring about th Martex. model of learning organisation implementation diagram in Meyer et al. ery with several plants throughout South Africa. The East London plant has found a g waste material which is more efficient than the process other refineries are using. ss meets all environmental regulations. situated in Richards Bay, saw the obvious benefits of getting the other refineries in a, Port Elizabeth, George and Durban to adopt this new process. If used in all its ve approximately R65 million a year. cor, Zodwa Dlamini, gathered all the plant managers and chief engineers together to ew process works. All members agreed that it was a breakthrough, but only the ged to follow the example set by the East London refinery. This was due to regular two refineries on implementing the new system. realised that only two plants were productive as a result of implementing the new estigation, she realised that most people had more disincentives than incentives to ss. plenty of other things to focus on. This new procedure required installing new ging some things that had been in place for a long time. Most supervisors and ny change in procedures and technology in HRD practitioner, to advise her on how to bring about the necessary change in Develop a management plan to move Martex from a traditional organisation to a learning organisation