IndexPart IIIIllustration of the dominant and less dominant structures of the organizationInfluence of different leadership styles on the organization and its peopleInfluence of values ​​and leadership system and structure by SOHAR Bank on Leadership, Management and StaffingPart IIDescription of Industrial Value Systems Using Meme`s StackDescription of Changes Presenting Leadership ChallengesLeadership Problem to be SolvedProblem Solution and Type of Change Variation from Eight VariationsSolution and Variation of Change in the Lens of a closed system, Arrested or open value system Solution and variation of change in the lens of entry, peak or fade value systems Part III Evaluation of my leadership skills and my leadership development plan Developing myself for that type of leader Part I The theory Value and Systems can be used to analyze and identify management, operations and strategic issues facing an organization. Evaluation in light of the principles of the Memes stack allows the researcher to identify the organizational functional principles and management structure, as well as the focus of the company. The value system can be used to address and resolve identified problems through improving or changing the values ​​manifested in the organization (Caleb, 2013). Analysis of Sohar Ban using value and systems theory determined that the company had critical issues driven by leadership strategy and organizational structure. The company has focused on internal structure as a competitive objective to respond to changes in the external environment. Design presents a critical challenge as the company focuses on operations that simply address external marketing, competition, and compliance issues (Banksohar.net, 2016). Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get Original EssayIllustration of Dominant and Less Dominant Structures of the OrganizationPile of Memes Representation of Sohar Bank StructureDescription of Dominant and Less Dominant Leadership Structures and Sub -StructuresDominant leadership styles in the organization can be represented by blue and intersection of the colors beige and red. The color blue represents the organization's focus on product entry and gaining market share through customer relationships and the marketing mix. The intersection of beige and red color indicates the organization's shift from focusing on product entry and marketing mix to dominating through brand marketing and focusing on competition in the industry. The latter is usually taken into account after the company has successfully entered the market. After the actual entry and acquisition of the market, the company has the fundamental function of maintaining its relevance and dominating the industry through leadership. Dominant position cannot be achieved without adequate consideration of changes in the external market and the position of competitors (Banksohar.net, 2016, 3). Subdominant structures in the organization include internal management issues and external operations dimensions. Internal management issues focus on systems operations and employee relations. Systems operations are critical to ensuring adequate performance and product delivery to consumers that satisfies and retains users. The relational dimension with workers is relevant to guarantee employee satisfaction. The satisfaction ofworkers ensures their effectiveness and productivity, as well as their loyalty and retention. Employee satisfaction improves the attraction, hiring and retention of the best workforce in the market which places the organization in a competitive position in the industrial sector. The location can be represented by the intersection of beige-yellow and turquoise colors in the Memes stack representation (Said, 2016). Influence of different leadership styles on the organization and its staff Leadership styles and the management function of the organization significantly influence the company and its staff. Attention to internal operations and management issues as a competitive strategy pushes management to focus and design strategic plans aimed at improving internal dimensions with respect to external changes. The organization's staff are expected to buy into and be part of the management strategy and focus. Hierarchy and increasing levels of management with vertical reporting system influence effective communication in the organization. Design influences the type and nature of business decisions made at each level of management. The vertical management and reporting structure limits the participation of all personnel in decision making and therefore negatively influences the company's ability to respond to desired changes through strategic management (Porter, Lyman, & Edward, 2003). SOHAR Bank's Values ​​and Leadership System and Structure on Leadership, Management and Staffing The leadership and management function and strategy of Sohar Bank has influenced the structure, leadership and staffing. The bank has adopted a hierarchical management structure with a complicated reporting system and management levels. The design has a significant influence on the leadership that is formed along the vertical organizational structure. Decisions in organizations are made at different levels of management. The type and quantity of company information available to managers varies in the various management phases. Because of the limitation in the type and amount of business information available to managers, decisions made at various levels are limited to the scope and capacity of the stage (Porter, Lyman, & Edward, 2003, 147). of the organization is inclined and developed along the organizational structure that is established along the vertical dimensions. Senior managers directly represent the interests of shareholders and try to find a balance between the interests of shareholders, workers and external stakeholders. Middle managers represent the interests of managers and the company, as well as the interests of workers in the organization. However, middle managers are more likely to find a balance between the needs of the company and the needs of the workers. The rest of the staff have the responsibility to represent the interests of the company and that of external stakeholders, especially customers. Junior staff are responsible for receiving and executing orders from middle management. Concerns and complaints are reported to direct line managers who can resolve issues independently or in collaboration with senior managers. The design significantly eliminates and limits creativity and innovation among employees. Workers rely on managers to provide them with work directions, and independence is not promoted in the industrial environment (Don, 2001). Part IIDescribing Industrial Value Systems Using the Meme Stack The company focused on internal operations as a strategic response and competitive approach in the industry. The representation of the corporate value system can be explained by the intersection of the colors beige-purple andred in the Meme stack representation. The company has product entry and marketing mix as its main competitive focus and strategy (said, 2016, 3). The internal operations that the organization has adopted to achieve the purpose are customer service and relations, market research and product improvement. However, recent industry trends indicate that changes in technology and competitive power in the industrial sector pose a critical challenge in the industry. The management function and organizational structure assumed by the company have hindered the company's effective response to changing external conditions. The hierarchical and vertical management structure and rigid organizational culture have limited effective communication in the organization. The decline in effective communication has limited the organization's ability to respond to external changes and increased the influence of changes internal to the organization (Porter, Lyman, & Edward, 2003, 149). Description of Changes Presenting Leadership Challenges The banking industry has faced critical competition from new entrants and adjustments by existing organizations to respond to market changes. Consumer trends have indicated a change and shift from previous consumption to a different design driven by startup businesses and businesses to enterprise selling. Personal consumption of financial sector products has decreased significantly. Furthermore, the emergence of other favorable engagement organizations has appealed to businesses who have shifted their demand to other institutions (Bikker & Haaf, 2010). A focus on customer satisfaction and relationships will not be effective in responding to industry and market changes. In light of this, the company will be forced to change its organizational structure and leadership values ​​to effectively respond to external changes from consumers and competitors (Don, 2001, 4). Leadership problem to be solved The leadership problem to be solved will be the vertical problem and hierarchical management structure and function. The type of leadership presented critical limitations to the organization's ability to respond to external changes in consumer trends and the power of competitors and new market entries. The design increased the influence of internal changes to the form, as well as negatively influenced the actual decision making and implementation of changes. The hierarchical leadership approach eliminated employee participation in decision-making processes (Porter, Lyman, & Edward, 2003, 151). The limited availability of corporate information based on management levels has influenced the adequacy and relevance of strategic decisions made at various levels. Decisions made at higher levels without the involvement of other managers and mid-level employees were limited in their implementation due to a lack of effective communication within the company. Furthermore, the design severed relationships between management and employees, which increased conflict and reduced 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 made possible by changes in the values ​​of the organization and changes in the management function and structure of the enterprise. The changes will be achieved through the adoption of a flat management function and a homogeneous corporate culture. The vertical management design and hierarchical leadership style will be replaced by a flat management design with reduced levels of management. The newdesign will improve communication within the company and improve the company's ability to respond to external changes. The elimination of the hierarchical reporting strategy will improve the management-employee relationship by promoting their involvement in decision-making processes (Don, 2001, 7). The company will be able to make appropriate and relevant decisions through consideration of all underlying factors and factors that cause the challenge and evaluate the influence of the challenge on the entire organization. Involving all workers in the decision-making processes will ensure that all staff are aware of the company objective and their duties towards achieving the objectives, thus promoting quick and smooth implementation (Ihi.org, 2016). The current design can be represented by the intersection of blue and beige colors in the Meme stack presentation. The drawing will be modified to represent the intersection of the Beige-purple and Blue colors of the Meme stack presentation ((Said, 2016, 7). Solution and variation of the change in the goal 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 company as a system. Solutions that may be effective for a closed system may not be as effective in application for the arrested or for an open value system (. Straatsma and de Nooij, 2010).For closed systems, the desired change will focus on internal changes and improvement since it will not affect the external environment, the organization will focus on improving its operations and relationships with employees and the leadership and management function The company will move from focusing on the presentation of customer service and relationships (beige-purple-red) to focusing on employee relations, safety issues, the management function and systems internal operations (Caleb, 2013, 8). . The presentation of the design in the Meme stack will be the intersection of Beige-Yellow-Turquoise colors. For the stopped system type, the organization will have the improvement aligned to the internal constraints. The company will adopt the intersection between blue and beige colors. For the open system, the activity will focus on external and internal factors. The changes will be presented by the intersection of Beige-Blue colors (Caleb, 2013, 5). Solution and Variation of Change in the Entry, Peak, or Fade Value Systems Lens Upon company entry, the organization will focus on actually entering the product into the market. The dominant phase for the company will be the marketing mix, customer relationships and service, as well as compliance (Kamoto and Okawa, 2013). The presentation of the drawing using the Meme stack presentation will be the intersection of Beige-Red-Blue colors. At its peak, the company will focus on dominating the market, building trust and loyalty among customers, and improving their production to reduce production costs, as well as improving employee performance and retention through increased satisfaction. The organization will operate at the intersection of red-blue and beige colors (Hollander, 2013). In the fading position, the organization has declining performance and competence. Two solutions are possible that would require a complete overhaul or exit strategy. To remain operational, the company would operate at the intersection of yellow-turquoise colors that require diversification of business operations and the introduction of new products and markets. To exit the business, the organization should operate at the intersection of the turquoise and blue color focusing on determining appropriate exit strategies in consideration of the shareholders,of workers, customers and other external stakeholders (Don, 2001, 8).Part IIIEvaluation of my leadership skills and my leadership development plan Leadership and management are fundamental attributes and qualities that determine performance, competence and prosperity of the organization. Many theories about management and leadership have been put forward, some of which suggest that leaders are born and others that leaders are made. Other theories postulate that leadership and management skills are acquired characteristics and abilities that vary depending on the situation. The experiences can be used in management aspects while the same cannot be applied in leadership (Patrulescu, 2013). The assessment of my leadership skills was developed into four critical management functions and leadership perspectives. In the management dimension, I used systems management theories while in the leadership theory I used Maslow's hierarchy of needs (Cory, 2004). and the effective operation of systems through the human interface. I am a person focused on optimizing organizational resources through multitasking rather than job specialization. I value innovation and creativity in the organization above experience and demonstrated skills and professionalism. I believe that creatives and inventors are the workers responsible for changing businesses and giving them a competitive advantage in business through inventing and creating better manufacturing and delivery designs. In the Memes stack representation, my leadership style can be demonstrated using the color red and the intersection of red and beige colors. The color red represents the organization's focus on business operations and productivity as a competitive goal in the industrial sector. The intersection of red and beige colors in leadership represents the organization's focus on optimizing performance through improved operating systems that embrace technology and minimize human labor. My leadership style focuses on using recent technology in automated processes that eliminate or minimize human work and interface. The projects improve efficiency, reliability and reduce the cost of operation (Said, 2016, p. 5). In my leadership style I use accommodating and conflict resolution styles. I use negotiations and non-adversarial approaches in solving problems related to employee management and interpersonal relationships that arise in the company. I am a leader who is open to criticism and uses it positively to focus on my weaknesses and incorporate the ideas of others to improve my leadership projects. In decision-making processes I prefer to involve all workers in the decision-making process. The voice of all people is critical to understanding the scope of the problem and the influence of the desire for a solution on all departments. However, my leadership strategy has a fundamental disadvantage in my ability to prioritize and make effective decisions when faced with critical issues that require balancing family, loyalty, and compliance issues. I tend to be more inclined towards the preservation of loyalty and family relationships at the expense of social, professional, ethical and legal conformity. I want to be a leader who sets an example for the rest of the organization's workers by incorporating the interest of shareholders, workers and external stakeholders. I need to improve my management styles to focus on the balance between the needs of human resources and non-human resources in the organization. My goal is to develop myself for.