Question 3 [21] Read the following case study and answer the question that follows. Base your answer on the case study and the Generic model of learning organisation implementation diagram (Textbook p. 102). Martex is an oil refinery with several plants throughout South Africa. The East London plant has found a new way of processing waste material. This processing is more efficient than the process other refineries are using and it meets all environmental regulations The parent company, situated in Richards Bay, saw the obvious benefits of getting the other refineries in Cape Town, Saldanha, Port Elizabeth, George and Durban to adopt this new process. If used in all its refineries, it could save approximately R65 million a year. The operations director. Zodwa Dlamini, gathered all the plant managers and chief engineers together to tell them how the new process works. All members agreed that it was a breakthrough, but only the Saldanha plant managed to follow the example set by the East London refinery. This was due to regular contact between the two refineries on the implementation of the new system. After a year. Zodwa realised that only two plants were productive as a result of implementing the new system. After investigating, she realised that most people had more disincentives than incentives to adopt the new process. Each refinery had many other things on its plate. This new procedure required installing some new equipment and changing things that had been in place for a long time. Most supervisors and employees resisted any change to old procedures and technology Zodwa has asked you, as an HRD practitioner, to advise her on how to bring about the necessary changes in Martex Develop a management plan to move Martex from a traditional organisation to a learning organisation, using the Learning Organisation Implementation Plan (21)