Leadership in Alizz Islamic Bank of Oman

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LEADERSHIP
BY
Name
Professor
Date

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ORGANIZATION AND SECTOR LEADERSHIP
Abstract
This organizational leadership paper identifies Alizz Islamic Bank in Oman, where I work, as the
best-case scenario in describing leadership concepts and to understand the concepts of Seven
Leadership Mindset Theory. The bank is charged with providing corporate and retail financial
solutions through retail branches and online platforms. The bank also employs mobile
applications to reach to its esteemed customers. The Alizz Islamic Bank of Oman bank also
provides financial solutions that are Sharia’ compliant.
Most importantly, the bank was founded as a digital Islamic banking solution in 2012. By the
time it began operation, many banks already existed. However, as time passed, the banking
system has achieved a substantial amount of growth into one of the renowned banks within the
Arab Union. The Alizz Islamic Bank of Oman’s steady expansion is driven by a constant influx
of corporate and retail investments and a large profit margin that it generates through its online
financial assistance endeavors. Throughout the years of its operation, the Alizz Islamic Bank of
Oman has employed appropriate strategies towards meeting its vision and mission. The Alizz
Islamic Bank of Oman’s vision is embedded in the fact that it struggles to be the best banking
system in the world – in the minds and hearts of its customers and workers. Otherwise, the main
aim of Alizz Islamic Bank of Oman is to become a top achieving financial hot-point in the
industry – one of which the corporation has already achieved.
Most importantly, Alizz Islamic Bank of Oman has successfully managed to influence the
mindset of its workers and customers to attain financial benefits. While workers earn their
wages, consumers save a lot of money due to the strategy of reduced interest rates offered by

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Alizz Islamic Bank. Therefore, this paper will outline the manner in which the seven structure
and system theory influence the characteristics of Alizz Islamic Bank. The paper will also
examine the evolution of the organizational sectors towards ensuring success. Another activity
that this paper intends to solicit is the critical examination of the development and change within
the structural organization of Alizz Islamic Bank of Oman.

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The Seven Structures and Systems of Alizz Islamic Bank of Oman
The Seven S model is a theoretical framework that several organizations employ in management
situations – however, it is mainly used in the assessment of organizational design. In our case,
the structure will be helpful in:
- Determining the extent of organizational change facilitated
- Implementing new corporate strategies
- Identifying how regulatory sectors are likely to change in future
- Assessing the possibility of Alizz Islamic Bank of Oman to form mergers
The Seven S model, also known as the McKinsey model, represents seven organizational sectors.
The sectors are divided into hard and soft areas. Hard elements include structure, strategy, and
systems because they are easy to manage and identify, unlike flexible elements. Contrarily,
flexible components are the organization's foundation or building blocks. Soft factors are thus,
more likely to develop an organization’s sustainable competitive advantage. The elastic
elements include skills, style, staff, and shared values (Beck and Cowan, 2014).
- Strategy: Alizz Islamic Bank of Oman tends creating a scale economy by investing in
several world organizations and business than offering loans and other services at
reduced interest rates. However, the company also has an efficient system to control its
stock thereby reducing its operating costs compared to its competitors. Alizz Islamic
Bank of Oman cooperates with other banking systems in China – also referred to as “the
world financial factory,” and other parts of the world to reduce financing costs (David,
2009, pg. 46). Therefore, Alizz Islamic Bank of Oman’s company-level strategy is