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Sohar Bank Analysis Through The Value and Systems Theory

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Table of contents

  1. Part I
  2. Illustration of the Dominant and the less Dominant structures of the Organization
    Influence of Varying Leadership Styles on the organization and its Personnel
    Influence of SOHAR Bank`s Values and Leadership System and Structure on Leadership, Management, and Staff
  3. Part II
  4. Description of the Industrial Value Systems using Meme`s Stack
    Description of the Changes that Present Leadership Challenges
    Leadership Problem to Solve
    Solution to the Problem and Type of Variation Change from Eight Variations
    Solution and Variation of Change in the lens of a closed, Arrested, or an Open Value System
    Solution and Variation of Change in the lens of Entry, Peak, or Fade Value Systems
  5. Part III
  6. Assessment of my Leadership Capabilities and my Leadership Development Plan
    Developing myself to that type of a leader

Part I

The value and systems theory can be used to analyze and identify the management, operations, and the strategic issues facing an organization. The evaluation in the lens of the Memes stack principles enables the researcher to identify the organizational functional principles and management structure as well as the focus of the business. The value system can be used to address and resolve the identified issues through improvement or changes in the values as manifested in the organization (Caleb, 2013). Analysis of the Sohar ban using the value and systems theory established that the firm had critical issues prompted by the leadership strategy and the organizational structure. The business has focused on the internal structure as a competitive end to respond to the changes in the external environment. The design poses a critical challenge since the business focuses on the operations that are limited to resolving the external marketing, competition, and compliance issues (, 2016).

Illustration of the Dominant and the less Dominant structures of the Organization

Meme Stacks Representation of the Sohar Bank Structure

Description of the dominant and less Dominant Leadership structures and sub-structures

The dominant leadership styles in the organization can be represented by the blue and the intersection of the beige and red colors. The blue color represents the focus of the organization on the product entry and the acquiring of the market share through customer relations and marketing mix. The intersection of the beige and the red color indicates the shift of the organization from focusing on the product entry and marketing mix to the dominance through brand marketing and focusing on the competition in the industry. The latter is usually considered after the business has entered the market successfully. After the effective entry and acquiring of the market, the business has a critical function of remaining relevance and dominating the industry through leadership. The dominance cannot be attained without appropriate consideration of the external market changes and position of the competitors (, 2016, 3).

The subdominant structures in the organization include the internal management issues and the external operation dimensions. The internal management issues focuses on the systems operations and the employee relations. The systems operations are critical in ensuring the appropriate performance and delivery of the products to the consumers that satisfies and retains the users. The workers relationship dimension is relevant in ensuring the employee satisfaction. The satisfaction of the workers ensures their effective performance and productivity as well as their retention and loyalty. The satisfaction of the employees improves attraction, hiring, and retention of the best labor in the market that puts the organization at a competitive end in the industrial sector. The position can be represented by the intersection of the beige-yellow and turquoise colors in the Memes stack representation (Said, 2016).

Influence of Varying Leadership Styles on the organization and its Personnel

The leadership styles and management function at the organization influences the business and the staff significantly. The focus on the internal operations and management issues as the competitive strategy prompts the management to focus and design strategic plans aimed to improve the internal dimensions against the external changes. The staff of the organization are required to adherer and be part of the management strategy and focus. The hierarchy and increased layers of the management with vertical reporting system influence the effective communication in the organization. The design influences the type and the nature of the business decisions made at each level of the management. The vertical management and reporting structure limits the participation of all the staff in the decision-making process and thus influences negatively the ability of the business to respond to the desired changes through the strategic management (Porter, Lyman and Edward, 2003).

Influence of SOHAR Bank`s Values and Leadership System and Structure on Leadership, Management, and Staff

The leadership and management function and strategy at the Sohar bank has influenced the structure, leadership, and the staff. The bank has adopted a hierarchical management structure with complicated reporting system and management levels. The design has significant influence on the leadership that is formed along the vertical organization structure. The decisions in the organizations are done at different management levels. The type and amount of business information available to the managers is different at the various management stages. Owing to the limitation in the type and amount of the firm information available to the managers, the decisions made at the various levels is limited to the scope and the capacity of the stage (Porter, Lyman and Edward, 2003, 147).

The management of the organization is inclined and developed along the organization structure that is established along the vertical dimensions. The senior managers represent the interest of the shareholders directly as well as attempting to strike a balance between the shareholders’` interests, the workers, and the external stakeholders. The middle managers represent the interest of the executives and the business as well as the interest of the workers in the organization. However, the middle managers are inclined more towards striking the balance between the demands of the business and the workers requirements. The other staffs have the responsibility to represent the interest of the business and that of the external stakeholders, specifically, the customers. The junior staffs have the duty to receive and implement orders from the middle management. The concerns and grievances are reported to the direct line managers that may resolve the issues independently or in collaboration with the senior managers. The design eliminates and limits significantly creativity and innovation among the employees. The workers rely on the managers to provide them with the work directives and independence is not promoted in the industrial environment (Don, 2001).

Part II

Description of the Industrial Value Systems using Meme`s Stack

The business has focused on the internal operations as the strategic response and competitive approach in the industry. The representation of the business value system can be explained by the intersection of the beige-purple and the red colors in the Meme`s stack representation.

The business has the product entry and the marketing mix as the core competitive focus and strategy (Said, 2016, 3). The internal operations that the organization has adopted towards attaining the end are the customer service and relations, market research, and product improvement. However, the recent trends in the sector indicate that the changes in the technology and the competitor’s power in the industrial sector pose a critical challenge in the field. The management function and the organization structure assumed by the business have hindered the effective response of the business to the changing externals conditions. The hierarchical and vertical management structure and the rigid organizational culture have limited the effective communication in the organization. The decline in the effective communication has limited the ability of the organization to respond to the external changes and increased the influence of the internal changes to the organization (Porter, Lyman and Edward, 2003, 149).

Description of the Changes that Present Leadership Challenges

The banking sector has been faced with critical competition from new entries and the adjustments of the existing organizations to respond to the market changes. The consumer trends have indicated a change and shift from the former consumption to a different design driven by the starting businesses and businesses to business selling. The personal consumptions of the products in the finance sector have declined significantly. In addition, the emergences of other favorable fiancé organizations have appealed to the businesses that have shifted their demand to the other institutions (Bikker & Haaf, 2010). The focus on the customer satisfaction and relations will not be efficient in responding to the industrial and market changes. In the lens of that, the business will be forced to change its organization structure and leadership values to respond effectively to the external consumer and competitor changes (Don, 2001, 4).

Leadership Problem to Solve

The leadership problem to sole will be the vertical and hierarchical management structure and function. The type of leadership has presented critical limitations to the organization`s ability to respond to the external changes in the consumer trends and the power of the competitors and the new entries in the market. The design has increased the influence of the internal changes to the form as well as influencing negatively the effective decision-making process and change implementation. The hierarchical leadership approach has eliminated the participation of the employees in the decision making processes (Porter, Lyman and Edward, 2003, 151).The limited availability of the business information based on the management levels have influenced the appropriateness and relevance of the strategic decisions made at the various levels. The decisions made at the top levels without involvement of the other middle level managers and employees have been limited in their implementation owing to the lack of effective communication in the business. In addition, the design has severed the management-employees relationships that has increased conflicts and lowered the conflict resolution and management in the organization (Gibb and Bruce, 2003).

Solution to the Problem and Type of Variation Change from Eight Variations

The solution to the management and leadership problem will be enabled by the changes in the values of the organization and the changes in the management function and structure of the firm. The changes will be achieved by adoption of a flat management function and a homogenous business culture. The vertical management design and hierarchical leadership style will be replaced by a flat management design with decreased levels of management. The new design will improve communication within the business and improve the business ability to respond to the external changes. The elimination of the hierarchical reporting strategy will improve the management-employees relationship by fostering their involvement in the decision-making processes (Don, 2001, 7).The business will be able to make appropriate and relevance decisions through the consideration of all the factors and underlying factors causing the challenge and evaluating the influence of the challenge to the entire organization. Involving all the workers in the decision-making processes will ensure all staffs are aware of the business goal and their duties towards realization of the objectives thus fostering smooth and rapid implementation (, 2016). The current design can be represented by the intersection of the blue and beige color in the Meme`s stack presentation. The design will be changed to represent the intersection of the Beige-purple-and Blue colors of the Meme`s stack presentation ((Said, 2016, 7).

Solution and Variation of Change in the lens of a closed, Arrested, or an Open Value System

The type of solutions proposed for the organization will vary depending on the nature of the business as a system. The solutions that may be effective for a closed system may not be as effective in application for the arrested, or an open value system (Straatsma and de Nooij, 2010). For the closed systems, the desired change will focus on the internal changes and improvement since it will not have effect on the external environment. In that design, the organization will focus on improving its operations, employee-relations, and leadership and management function. The business will shift from focusing on the customer service and relations (Beige-Purple-red) presentation to focus on employee relations, safety issues, and management function and internal operation systems (Caleb, 2013, 8). The presentation of the design in Meme`s stack will be intersection of the Beige-Yellow-Turquoise colors. For the arrested type of system, the organization will have the improvement aligned to the internal constraints. The firm will adopt the intersection between the blue and the beige colors. For the open system, the business will focus on the external and the internal factors. The changes will be presented by the intersection of the Beige-Blue colors (Caleb, 2013, 5).

Solution and Variation of Change in the lens of Entry, Peak, or Fade Value Systems

At the entry of the business, the organization will focus on the effective product entry in the market. The dominant phase for the business will be marketing mix, customer relations and service, as well as compliance (Kamoto and Okawa, 2013). The presentation of the design using Meme`s stack presentation will be the intersection of the Beige-Red-Blue colors. At the peak, the business will be focused on dominating the market, building trust and loyalty among the customers, and improving their production to lower the cost of production as well as improving the employee performance and retention through increased satisfaction. The organization will operate at the intersection of the red-blue-and Beige colors (Hollander, 2013). At the fade position, the organization has decreasing performance and competency. Two solutions are possible that would require a complete overhaul or an exit strategy. To remain in operation, the business would operate at the intersection of the yellow-Turquoise colors that require diversification of the business operations and introduction of new products and markets. To exit the business, the organization should operate at the intersection of the Turquoise and Blue color that focus on determining appropriate exit strategies in consideration of the shareholders, the workers, customers, and other external stakeholders (Don, 2001, 8).

Part III

Assessment of my Leadership Capabilities and my Leadership Development Plan

Leadership and management are critical attributes and qualities that determine the performance, competency, and the prosperity of the organization. Many theories have been forwarded about management and leadership, with some indicating that leaders are born and other arguing that leaders are made. Other theories postulate that leadership and management skills are acquired characteristics and skills that vary depending on the situation. The experiences can be used in the management aspects while the same cannot be applied in the leadership (Patrulescu, 2013). Assessment of my leadership abilities were developed in the four critical management functions and leadership perspectives. In the management dimension, I employed the systems management theories while in the leadership theory I employed the Maslow’s hierarchy of needs (Cory, 2004).

My management design involves evaluation and focus on the effective performance of the organizational operation and functional non-human resources and the effective working of the systems through the human interface. I am a person that is focused on optimization of the organizational resources through multi-tasking rather than job specialization. I value innovation and creativity in the organization above the experience and the demonstrated skills and professionalism. I believe the creative and inventors are the workers that are responsible for changing the businesses and giving them a competitive upper hand in the business through invention and creation of better production and delivery designs.

In the Memes stack representation, my leadership style can be demonstrated using the red color and the intersection of the red and the Beige colors. The red color represents the focus of the organization on the business operations and productivity as a competitive end in the industrial sector. The intersection of the red and the beige colors in the leadership represents the organization focus on optimizing performance through improved operation systems that embraces technology and minimizing the human labor. My leadership style focus on utilizing the recent technology in the automated processes that eliminate or minimize the human labor and interface. The designs improve the efficiency, reliability, and reduce the cost of the operation (Said, 2016, p. 5).

In the leadership style, I employ accommodative and conflict resolution styles. I employ negotiations and non-adversarial approaches in the resolution of the employee-management and the interpersonal relation issues arising in the business. I am a leader that is open to criticism and employs it positively to focus on my weaknesses and incorporate the ideas of others in bettering an improving my leadership designs. In the decision-making processes, I prefer incorporating all the workers in the decision making process. The voice of all the people is critical in understanding the extent of the problem and the influence if the desire solution to all the departments. However, my leadership strategy has one critic al drawback in my ability to prioritize and make effective decisions when faced with critical issues that require the balance between family, loyalty, and the compliance issues. I tend to be inclined more towards preservation of loyalty and family relations at the expense of the social, professional, ethical, and legal compliance.

I desire to be a leader that sets an example to the rest of the workers in the organization by incorporating the interest of the shareholders’, the workers, and the external stakeholders. I am to improve my management styles to focus on the balance between the human resource and non-human resource needs in the organization. I aim to develop myself to meet the management and the leadership styles of the global leadership designs f the 21st century that focuses on the identification and incorporation of the diversity perspectives. The leaders of the current generation need to incorporate the diversity perspectives in their business and adopt a homogenous management structure and organizational culture. The design will be effective in fostering effective communication, improving the management–employee relations, as well as improving the performance and productivity of the business. The homogenous management function and leadership approach will increase the business ability to respond the external changes through internal variations (Ewoh, 2013).

Developing myself to that type of a leader

Following my capabilities leadership and management analysis in the lens of the leader I want to be, I have detected critical areas that I need to improve. The areas include the identification and incorporation of the diversity elements relevant to the specific industrial sectors. The diversity elements include the cultural, language, religious practices, environmental, regional, age, gender, social practices and professionalism. The diversity aspects will be included in the operations and the functioning of the management, leadership strategies, as well as in shaping the organizational culture and climate. In the current competition, the business will need to customize the merchandize in the diversity perspectives to acquire a competitive end in the market. Identification and inclusion of the factors in the business will ensure the satisfaction of the diverse workers in the firm (Patrulescu, 2013, 531).

Following that, I wish to design my leadership and management evaluation design that will focus on my inclusion and observation of the diversity issues in my organization. I wish to develop my leadership approach and style by joining management and leadership organizations that will equip me with 21st century leadership skills and professionalism. The organization that I wish to join will be the online educative and interaction management professional platforms. The platforms will enable me to interact and ask questions from the panel of the experts. I will be able to contribute to the panel by offering my experience and expertise that will be professionally criticized and improved by the members to my benefit. In addition, I will use the process to network and build my career. The platform will enable me to learn about evidence-based management styles and leadership approaches employed in the various industrial sectors from the professionals and real world managers (Malinowski, 2011).

I have identified that I face critical challenges in prioritizing and making appropriate decisions that require striking a balance between personal relationships and professionalism. My previous and behavior trends indicate that I value personal relationships more than the required business compliance. I have in the past covered up for non-compliance to foster and protect personal relationships. The design is not effective in the betterment of the business for the 21st century. I need to develop conflict resolution skills that do not compromise the professional, ethical, social, and legal compliance for the sake of preserving and protecting personal relations and values (Ewoh, 2013, 119).Towards that end, I wish to participate in the online management forums where I will present my case and the community will guide me about it. In addition, I will be attending management and leadership seminars organized by the international and the local communities four times a year.

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