Poor communication in Ahli bank

By this point you will have submitted and received formative feedback on your developing research investigation during what is termed IMP1.


Now you will produce a report that:


Identifies an issue or problem in your own organisation (another organisation is acceptable only in exceptional circumstances. Seek approval from the Unit Coordinator) that has multiple and varied approaches to its resolution. This should be a current or impending but not a past issue. You will identify and integrate a range of theories and techniques drawn from multiple appropriate disciplines from your MBA in the creation of appropriate solutions.


Once you have framed the problem you will identify and discuss relevant theories, models and paradigms related to the problem.  Make sure that you look at the problem from different points of view and relate them to your learning from as many different units of the MBA.  For example:


  •  People – LMP, LP, MCI – how does your problem/ solution impact on the team & company?  Performance, leadership, managing creativity/innovation etc.
  •  Financial aspect – AfL – How will your solution improve/ impact positively on the financial aspect of the company?
  •  Marketing – How does your problem/solution impact on the marketing dimension?
  •  Strategy – From the Strategy unit (Business Strategy) and from TCGC (locating your problem / organisation within the wider context of global business/ sector – macro-environmental impact – PESTEL, etc.)
  •  Operations Management – How does the problem/solution impact on the supply chain, procurement and operational management issues?
  •  Project management – Consider the models for managing change and other project management theories or models.  Can any of these be applied to your problem area?  You may use the soft and hard systems approach within this context.  Is there any other approach that would be appropriate? If so, present it (with appropriate referencing) and explain how and why it is more suitable to the task at hand.


This is not an exhaustive list and you may want to broaden the range of theories as you see fit. You will also want to be selective in the approach you adopt, justifying the selection methodologically.  It is important to use an integrated approach rather than look at each dimension on its own






Poor Communication in Ahli Bank


Executive Summary 

Ahli Bank is an international organization that operates twenty branches in the Sultanate of Oman. The bank is one of the key private players in Oman banking and financial services. Ahli bank has gained a large customer base in a short period, with operations in international banking services, retail banking, corporate banking, treasury, and investments. The success of the company in the country has relatively been limited by the increased competition in the banking industry as players in the sector adopt new technologies and efficient business strategies. This has made it imperative for Ahli to address the internal challenges that limit productivity to remain competitive. A key challenge faced in Ahli bank is the lack of an effective flow of information between the management and the workforce. This is evident from the analysis conducted using the Fishbone and McKinsey 7s model. The lack of effective communication in organizations is detrimental to the overall operations and outcomes of the workforce. Poor communication results in conflicts that erode trust, a poor productive work environment that harms the organizational structure, and the loss of many customers. This makes it imperative to implement solutions that can address this challenge to promote the aspects of motivation among workers, trust among different stakeholders, and healthy relationships that can improve organizational outcomes. Drawing from the problem, the challenges in the bank must be addressed systematically and reliably. The report employs the Mckinsey 7s model, transformational leadership, McClelland’s theory of needs, and Total Quality Management (TQM) to highlight how the challenges are the organization can be addressed appropriately.

List of Contents

Executive Summary

  1. Introduction
  2. Background Ahli Bank

2.1 Vision

2.2 Mission

  1. Background of Oman Banking Industry
  2. Problem Statement
  3. Framework for Analysis of the Problem Statement

5.1 Environment

5.2 People

5.3 Management

5.4 Process

5.5 Material

  1. Additional Framework for Analysis of the Problem Statement
  2. The impact of the problem on Ahli bank

7.1 People

7.2 Financial aspect

7.3 Marketing

7.4 Creativity

7.5 Strategies

7.6 Operation Management

  1. Best Systems Approach Suits the Problem Statement

8.1 Leadership style

8.2 Management of Change Tool

8.2.1 Risk elimination

8.2.2 Guidance of Oversight

8.2.3 Audit creation

8.3 Brainstorm

8.3.1 Use of online technologies

8.3.2 Gather information

8.3.3 Accept ideas without discrimination

9.0 Additional Best Systems Approach Suits the Problem Statement

9.1 Leadership Theories

9.2 McClelland’s Theory of Needs

9.3 Total Quality Management Model

  1. Literature Review

10.1 McKinsey 7S model

Internal Analysis of seven Formworks

10.1.1 Strategy

10.1.2 Structure

10.1.3 System

10.1.4 Shared Values

10.1.5 Skills

10.1.6 Style

10.1.7 Staff

10.2 Advantages and Disadvantages of McKinsey 7s Model

10.2.1 Advantages of McKinsey 7s model

10.2.2 Disadvantages of McKinsey 7s Model

10.3 Leadership Theories

10.3.1 Transformational Leadership Theory

10.3.2 Leadership Influence Employee Creativity

10.3.3 The link between transformational leadership and support offered to the workforce

10.3.4 The application of transformational leadership at Ahli bank

10.4 McClelland’s Theory of Needs

10.4.1 Need for Achievement

10.4.2 Need for Affiliation

10.4.3 Need for power

10.4.4 Advantages and disadvantages of McClelland’s Theory of Needs

10.5 Total Quality Management Model

10.5.1 Service quality (SQ)

10.5.2 Market orientation (MO)

10.5.3 Customer satisfaction (CS)

10.5.4 Customer loyalty (CL)

10.5.5 Advantages and Disadvantages of Total Quality Management Model

  1. Recommendations

11.1 Promote Leadership Development

11.2 Promote Teamwork

11.3 Motivation

11.4 Skills

  1. Action plan
  2. Conclusion
  3. Reference





1. Introduction

Communication plays an essential role in different aspects within an organizational setting. Effective communication is central to the how information flows, and orders are executed within an organization as well as foster healthy communication among different stakeholders in the organization (Matin, Jandaghi, Karimi, and Hamidizadeh, 2010). Poor communication in the organizational setting is detrimental to the operations and impacts on the relationship that exists between managers, employees, and other stakeholders in the organization (Solaja, Idowu, and James, 2016; Mutuku and Mathooko, 2014, p. 28). Also, the lack of adequate communication strategies affects the ability of people and teams to collaborate and focus on organizational objectives. Challenges in communication lead to disconnected, uninformed, and counterproductive workers (Muthiah, 2003). The importance of communication systems and the development of communication skills, tools, and strategies have become an important aspect in any organizational setting. Nevertheless, it requires taking different factors to account due to the various challenges associated with the communication process. These factors range from organizational aspects, leadership, technologies, to personal and team behaviors that emerge from the respondents (Solaja, Idowu, and James, 2016). The need for effective communication has influenced different studies and models that attempt to influence effective change and improvements to improve the interaction between internal as well as external stakeholders. In this light, understanding the communication needs of organizations offers insights that can be implemented strategically to facilitate constructive change (Deyoe and Fox, 2012). This helps to address issues linked to the lack of effective communication such as misunderstandings, stress among workers, suppressed innovations, and lack of effective engagement with external stakeholders. Additionally, companies should put an effort to ensure there is effective communication, and there is constructive engagement with both internal and external stakeholders (Berková, Adamová, and Nývltová, 2017, p. 1843). This project intends to review the effects of poor communication at the workplace by focusing on Ahli Bank. The research focuses on the bank’s communication strategy and identifies ways in which it has suffered due to poor communication between the employees and the management.

The objective of the report is to explore the challenges faced with communication within the Ahli Bank. This will focus on the characteristics of communication between different stakeholders, particularly between the management and the employees. By identifying the problems, the research will formulate the most appropriate solutions that can be adopted in the organization to ensure improved communication and collaboration among the different stakeholders. The projects employ theoretical frameworks and models to solve the problem statement and identify the different approaches that can be adapted to address the inherent communication challenges experienced at Ahli Bank. This follows a strategic approach that involves identifying the problem, analyzing it, and discussing the appropriate models that can be used to solve the challenges.

The project addresses a problem statement centered on the lack of efficiency in the communication processes at Ahli Bank, including the contribution of leadership and technology to foster the effective flow of information in the company. It also addresses the efficiency of the communication process to foster innovative solutions to improve productivity and the clients’ experience. The problem in the bank is analyzed using the Fishbone and McKinsey 7s model, which are models that have been widely used to understand and address problems experienced in organizations. The insights emerging from the application of these models inform the literature review and the relevant solutions. The models offer the basis for the discussion and the recommendations that are suggested in this report.

The project is divided into two key parts, which include the analysis of the problem statement that includes the profile of the bank and the problem statement. This is followed by a literature review that presents frameworks and models that are considered appropriate in understanding and addressing the challenges in the communicative processes at Ahli Bank. These include the Mckinsey 7S framework, McClelland’s Theory of Needs, and Total Quality Management (TQM) model, coupled with other appropriate models of leadership and management theories.

Based on the insights gathered, the project offers recommendations that are designed to meet the specific needs of the organization. This is premised on the identified problems and structured based on the theoretical basis employed in the study. The recommendations part highlights the relevant solutions that should be embraced for the short- and long-term efficiency in addressing the communication challenges at Ahli bank. The recommendation also focuses on strategies that not only improve the communication process, but highlight solutions that can be effective in the advancement of the organization to increase efficiency, organizational performance, and competitive advantage. This is followed by a conclusion, which is a recap of what was addressed in the project and subsequent changes that should be adopted.

2. Background Ahli Bank  

Ahli Bank is an emerging banking institution in Oman that has been experiencing substantial growth for the past two years. The organization has emerged as a modern banking institution that is attracting a customer base with the traditional banking approaches coupled with the internet and online banking strategies. The company products are also differentiated to include a range of services in retail banking, corporate banking, treasury, and investments. In addition to these four segments, the bank also engages in international banking services. It employs about 549 workers within 20 branches in the Sultanate of Oman. The bank reported $4931 million as its value of assets in 2016 and a net profit of $77 million. The growing success of the company can be attributed to its commitment to offering customers the best services and products by redefining them to ensure that they are more effective and convenient choices for the customers (Al Ghammari and Ahmed, 2017, p. 2167). This has increased the ability of the back to gain a large following and develop a good reputation among customers. The bank operations are guided by the belief of offering value-based services and products and innovativeness to facilitate progress and improvement in the banking sector. Additionally, the core objective of the company in the corporate context is to satisfy the stakeholder needs by ensuring the welfare of investors and shareholders. The management strategies adopted by the bank are centered on ensuring accountability, instilling integrity, and identifying opportunities for development and productivity. This highlights the need for effective communication in the organization to foster the achievement of these objectives. Being an award-winning banking institution, there is great potential for Ahli bank if challenges experienced within the organization can be addressed appropriately.

2.1 Vision 

“To create an unrivaled ability to meet customer needs, provide fulfillment and development for our staff, and deliver outstanding shareholder value.”

2.2 Mission

“To be a vibrant and innovative center of banking by developing a cadre of responsive managers and professionals who will be committed to fulfilling the needs of our customers.”

3. Background of Oman Banking Industry 

Like in any economy, the Oman banking industry is an critical part of its economic development. The county has been experiencing a sound financial system that has fostered sustainable economic development. The economic potential and large customer base in the country has attracted various international players in the sector, including Ahli Bank. The commercial banks dominate the financial sector and are supported by the oil and gas economy, that is capital intensive and influential as well as support other industries in the country (Devesh, 2019). The banking sector is increasingly led by customer expectations and increased efficiency in the delivery of services. This has influenced the increased adoption of technology for communication and understanding of market dynamics. Leadership and management have also improved substantially to ensure strategic approaches in meeting the current and future challenges. With the application of new technologies to improve customer experience, coupled with the introduction of Islamic banking, there has been an increased focus on the development of effective communication strategies. This is reflected in the role played by the Central Bank of Oman, which engages an array of stakeholders to streamline the banking industry in the Sultanate. The changing customer behaviors and interests have also contributed to the need for improved communication in the banking organizations to ensure customer satisfaction and competitiveness (Al Dalayeen, 2017).

4. Problem Statement  

Reviews by Leblebici (2012) show that poor communication in the workplace leads to unhealthy relationships among the people in the organization. This results in friction, frustrations, confusion, and tension among the people. This limits teamwork, and the ability of individuals to be productive and collaborative in the organizations. The lack of effective communication affects the motivational levels to meet the organizational objectives as well as how the staff relate to the clients and other potential customers (Ravanfar, 2015). Poor communication is influenced by different factors that include low morale among the workers, relational breakdown, and poor interpersonal communication. Reviews from the banking industry show that recent failures by organizations in the sector are linked to the internal challenges, considering that they operate in a thriving economy. This is evident in the efforts made by organizations in the financial sector to improve their competitiveness based on internal capabilities (Deyoe and Fox, 2012). Fundamentally, organizations have focused on improving employee productivity and addressing issues associated with the customer base. Ahli Bank has not been immune to the internal challenges faced by banking organizations. In this context, the organization has been facing substantial challenges in maintaining functional communication channels between the management and the workers.

According to Fill and Turnbull (2016, p. 23), poor communication among the workers and management teams in Ahli Bank can be linked to low motivation within the company. Also, poor communication in Ahli Bank is due to the lack of clear objectives in the bank. Suggestively, despite having proper job descriptions that highlight the obligations of each employee, there is a lack of appropriate comprehension of the organizational goals in various tasks. Further challenges are linked to the lack of face-to-face engagement between the employees and the management limits the efficiency of the communicative process. Consequently, many workers in the company tend to underperform unknowingly due to the lack of effective alignment of responsibilities to the organizational goals set by the management. This is linked to poor leadership in the bank that can guide, inspire, and motivate the workforce (Batra and Keller, 2016, p. 134). Communication is also affected by the cultural diversity experienced in Ahli Bank. The different values, cultures, and beliefs that emerge among the workers create language barriers that need to be overcome for the workforce to be productive (Muthiah, 2003).

5. Framework for Analysis of the Problem Statement 

Communication challenges have been among the major issues experienced by organizations across different industries. This has led to the development of numerous theories that can be used to study poor communication within organizations in an effective manner. For this project, the Fishbone and McKinsey 7s model are appropriate to understand the poor communication phenomenon at Ahli bank. These theoretical models have been employed in an array of studies, which gives them credibility on identifying the issues and solutions that can be employed in addressing communication issues. The Fishbone theory is a powerful tool used in problem-solving by dissecting the issues faced in the organization and helping to establish the root cause of communication challenges in the organization (Li et al. 2016, p. 109). The Fishbone theory presented in figure one below facilitates the development of a cause-and-effect approach based on the problem statement. This enables managers to track the causes of the problem with the major issue being at the head of the fish skeleton and the causes on its spine. Based on the evaluation conducted using this approach in the case of Ahli bank, the issues of poor communication emerge from the top management in the organization. It is passed on to the workforce through various department managers and leaders across the organization who fail to communicate appropriately. This cause-effect relationship is exemplified in the failure of management and leaders to communicate coupled with an inadequate communication strategy, which impacts on the performance of the company and the individual performance of employees. Ultimately, this has an impact on the profitability and competitiveness of the company in the banking sector (Deyoe and Fox, 2012). Using this model will facilitate an understanding of the communication problem from the organizational perspective and offer insights that can be employed by the management to improve its outcomes.




Figure 1. Fishbone diagram on communication failure at Ahli Bank

Drawing from the Fishbone analysis, the problem faced in Ahli bank is reflected in the following contexts:

5.1 Environment 

The work environment is influenced by different factors that include the organizational structure, which impacts the interaction between workers and teams, the styles of leadership adopted considering the accessibility of resources and cultural values, and the availability of talented and productive individuals within the organization and in the labor market (Alexiou, Khanagha, and Schippers, 2019). From this perspective, the organizational environment of Ahli bank is influenced by its experiences in Oman. An effective work environment is characterized by an atmosphere of enthusiasm that can influence increased performance in the organization (Chandrasekar, 2011). Ahli operates 20 branches across the country, which suggests differences in the environments where the company operates. The location of the branches in urban areas increases the accessibility of the employees as well as resources necessary for operations such as technologies and infrastructure. Nevertheless, the large workforce compromises the capability of employees to participate effectively in the work environment. This can be credited to the overcrowding that limits privacy. Additionally, Oman experiences high temperatures, which makes it essential for the workplace to have adequate ventilation and use of air conditioners. The lack of these solutions or their limited application makes the workplace undesirable, limiting employee engagement and job satisfaction (Kumar and James, 2015).

5.2 People 

Researchers suggest that the staff are the most critical asset for any organization. This places workers at the center of the achievements made in any organizational setting (Kumar and James, 2015). In the banking industry, the services offered require the input of the workforce who interact with the customers and other stakeholders. The capacity of the management to connect with the staff determines the success achieved in Ahli bank (Al Dalayeen, 2017). Nevertheless, the lack of an effective flow of information from the management reduces the ability of the workforce to comprehend and act on the organizational objectives. The operations across branches also limit the interaction that the workers have with senior leaders who set the strategies and key decisions upheld in the company. This implies that employees are less motivated, considering that the communication process in the organization does not allow them to contribute to decision-making and the strategies that they are meant to implement (Neal, 2010). Without the appropriate communication strategies, the relationship between the management and the workers is also compromised. Consequently, the workers lack insights about how they can contribute to particular objectives and the avenues to communicate the challenges faced or make suggestions that can result in improvements. The limited human socialization increases the difficulty of the staff to engage in teamwork and remain productive (Kumar and James, 2015).

5.3 Management 

Management influences the kind of leadership employed in organizations. It also influences how resources are used, the role played by each employee, and the goals that should be addressed to ensure productivity, performance, profitability, and sustainability (Neal, 2010). These roles are coupled with ensuring the implementation of effective training and development programs for the staff. At Ahli bank, the management faces challenges in mobilizing the workforce to work on common objectives. This can be associated with the lack of strategic involvement of the staff in decision-making and a clear understanding of the organizational objectives. Lack of effective human resource management has also limited leveraging from the talented workforce as well as effective training programs that can advance their productivity in the organization (Kumar and James, 2015). This is linked to the lack of a reliable channels of communication where workers can communicate their ideas or issues with the management.

5.4 Process 

The process incorporates the strategies and business operations in the organization. The complexity of these processes can impact on the communication in an organization. In the case of Ahli bank, the process that includes the procedures, policies, and rules that workers should comply with often compromise the freedom of speech. In this context, workers are unable to communicate issues that might be sensitive due to fear of repercussions or punishment from the management.

5.5 Material  

The availability of the necessary resources for communication is important to facilitate the flow of information between different stakeholders. In this context, the failure of the Ahli to formally adopt new technologies that appeal to the workforce and encourage communication limit the flow of information. Communication is also poor, whereby the systems implemented fail to meet the communication needs of the large workforce efficiently (Adeyanju, 2012). The lack of strategic communication solutions such as notice boards and suggestion boxes makes it hard for individuals to contribute to the necessary change in the organization.

6. Additional Framework for Analysis of the Problem Statement 

The communication problem at Ahli bank can also be identified by employing the McKinsey 7s model. This model is used in organizations to test the effectiveness and the occurrence of how businesses can be improved and how change management can be implemented appropriately. The model is premised on seven elements, which are strategy, systems, style, skills, shared values, structure, and staff as presented in figure 2 (Mumford, Todd, Higgs and McIntosh, 2017, p. 28). The interaction between these factors offers insights that can be used to establish insights about the internal situation experienced in the company. In the context of Ahli bank, analysis premised on the model highlights that there is a lack of efficiency in the harmonization of the seven aspects, which compromise a seamless operation across the organization. For instance, in situations where the systems are not working appropriately, there is a lack of effective flow of information within the company, limiting the solutions or changes that can be applied to match the needs of Ahli’s structure (Chin, 2015, p. 200). The model also shows that employees and the management can leverage the skills available to improve communication and advance the business operations to meet the set objectives. By employing this model, there is an opportunity to understand the effects of the seven factors in the communication process and the subsequent solutions that can be adopted.



Figure 2. McKinsey 7s model

7. The impact of the problem on Ahli bank

7.1 People 

Poor communication limits the emergence of healthy relationships among different stakeholders in the organization. It leads to interpersonal conflicts, a demotivated workforce, reduced productivity, and reduced organizational performance. This makes it imperative for Ahli bank to establish communication strategies that are based on trust, honesty, and teamwork for the organization to experience improvements (Manser Payne, Peltier and Barger, 2017, p. 187).

7.2 Financial aspect 

The lack of effective communication at Ahli bank has an impact on the financial capacity of the company. The financial capacity of the organization requires effective communication to ensure commitment, dedication, and enthusiasm among the workers (Karjaluoto, Mustonen and Ulkuniemi, 2015, p. 709).

7.3 Marketing 

Success in marketing requires effective communication. The failure of communication strategies in Ahli compromises the reputation of the organization and limits its competitiveness in the industry. Improving the communication process can enable the company to understand the market and customer needs, enabling Ahli to improve its brand reputation among the customers (Li et al. 2016, p. 69). This can be achieved by leveraging the capabilities of effective communication within the organization.

7.4 Creativity

Poor communication limits the ability of the employees to participate in teamwork and interdepartmental collaboration. Consequently, Ahli bank is unable to leverage the creativity, skills, and talents of the workforce that can lead to innovation and development of strategic measures to address specific challenges or gain competitive advantage.

7.5 Strategies 

Effective communication is necessary for Ahli bank to guarantee the formulation and implementation of organizational strategies. This is attributed to reduced interpersonal and team conflicts and improved utilization of resources, increasing the capacity of the bank to gain competitive advantage (Singh and Fida, 2015, p. 170).

7.6 Operation Management 

Through open communication, there is increased operational efficiency in the workplace. This implies that Ahli bank needs to implement open communication channels that can enhance information sharing and engagement of workers at the workplace. The open communication also contributes to creating synergy and actions that are in line with the culture, values, and objectives of the company (Krylov, 2019, p. 17).

8. Best Systems Approach Suits the Problem Statement 

With the identified communication challenges emerging at Ahli bank, the following presents the best practices that can be adapted to solve the challenge:

8.1 Leadership style 

Leadership styles adopted in organizations have a considerable impact on the ability of workers to communicate among themselves and with the management. The adoption of effective leadership styles contributes to the development of trust and attention among the internal stakeholders. The transformational leadership style has largely been adopted in various organizational settings, with the intent of improving the relationships that emerge in organizations (Al-Qura’an, 2015). This form of leadership offers an opportunity for workers to engage in decision-making, increasing their motivation and commitment to the team and organizational objectives.

8.2 Management of Change Tool 

Addressing the challenge of poor communication at Ahli bank needs effective change management approaches that can be accomplished through the following approaches:

8.2.1 Risk elimination      

This entails adopting effective approaches that can result in the emergence of a conducive environment for cooperation among the workforce and harmonization of organizational processes (Adler, Leonard, and Nordgren, 1999).

8.2.2 Guidance of Oversight 

Ahli bank should ensure organizational objectives, individual obligations, regulations, and policies that should be upheld are appropriately understood. This can be achieved through the delegation of responsibilities to facilitate the flow of information across the organization by individuals who play an oversight role (Stettina and Schoemaker, 2018).

8.2.3 Audit creation 

Audit programs offer a chance to engage in quality assurance and identify issues that might compromise the efficiency of company operations. This can be accomplished by the adoption of audit management tools or engagement of third parties who are experts in the industry (Stettina and Schoemaker, 2018). The insights from the audits can help identify the gaps in the communication process before they become a major challenge.

8.3 Brainstorm

Brainstorming entails the use of teamwork and various technologies to understand and develop new solutions that can address the challenges associated with the communication. This is can be achieved through the following strategies (Seeber, De Vreede, Maier, and Weber, 2017):

8.3.1 Use of online technologies

The workforce can be engaged in online platforms where they can share ideas to address the challenges.

8.3.2 Gather information

This entails gathering ideas among the workforce, which can trigger creativity and encourage workers to share ideas.

8.3.3 Accept ideas without discrimination

Ahli bank management should accept ideas from all contributors without discrimination or criticism. This can offer different perspectives on how the challenges can be addressed.

9.0 Additional Best Systems Approach Suits the Problem Statement

Other approaches that can be considered by Ahli bank include:

9.1 Leadership Theories 

The adoption of appropriate leadership approaches offers an opportunity to influence change and efficiency in the organization. Transformational leadership is an effective approach that can be implemented to improve communication. The qualities of transformational leadership are reflected in the following strategies (Abouraia and Othman, 2017).

9.2 McClelland’s Theory of Needs 

The use of this theoretical approach entails focusing on the motivational aspects that increase the emergence of healthy relationships among workers and management.

9.3 Total Quality Management Model 

The TQM model offers an opportunity to achieve compliance and engage in ineffective management of change that contributes to effective communication while creating a competitive advantage.

10.  Literature Review 

Effective communication is imperative in developing productive and healthy working environments. The communicative process is effective when individuals can interact and engage in a means that involves the use of symbols, words, pictures, or other forms of stimuli that can convey a message. Good communication practices are instrumental in addressing the challenges that compromise the flow of information among internal and external stakeholders. This is achieved by addressing the barriers and errors that might lead to miscommunication and misconceptions among the people (Muthiah, 2003). Subsequently, an effective communication process can help to address challenges experienced in the organization, including employee motivation, distribution of resources, job satisfaction, shareholder satisfaction, increased creativity, and innovation. In this light, this section offers further insights that can be used to handle the challenges associated with poor communication at Ahli bank by highlighting additional approaches that can be utilized to solve the problem. These insights are reflected in the following models and theories:

10.1 McKinsey 7S model 

Internal Analysis of seven Formworks 

10.1.1 Strategy

Strategy alludes to the systematic approach and considerations taken within an organization in developing, using, and integrating different organizational aspects that include the structure, controls, and culture with the intent of improving performance and creating competitive advantage (Alshaher, 2013). There is no doubt that the lack of effective communication has a considerable effect on organizational productivity at Ahli bank. These challenges are linked to the lack of effective application of strategies in the company. The competitive nature of the Oman banking sector has made it necessary for Ahli to frequently review and renew its strategies to guarantee that it has a competitive edge by creating a conducive working environment. The implementation of a successful strategy requires cooperation and input from different stakeholders in the organization. The lack of effective communication in the organization compromises the ability of Ahli bank to implement its strategies and gaining a competitive advantage. The challenges in the organization range from the role of leadership and management in the communicative process, to the interactions among the workers. With the lack of appropriate implementation of strategies, the bank has faced challenges in building a good reputation and meeting customer satisfaction (Al Dalayeen, 2017). Subsequently, it is critical to have an effective communication process within the company that can guarantee sustainability and increased efficiency in the application of strategies in the organization.

10.1.2 Structure

The effective execution of strategies in an organization requires an effective structure that is simple, flexible, and appropriate for productive teamwork and a supportive organizational culture. Having a good organizational structure facilitates the engagement of different stakeholders. In this context, the structure can allow different individuals to share ideas and opinions that can improve the achievement of certain objectives. This includes the delegation of responsibilities and the inclusions of workers in decision-making. The flexibility of the structure is imperative to guarantee that changes experienced in the industry are effectively adopted in the organization (Gyepi-Garbrah and Binfor, 2013). A structure that facilitates teamwork and supportive organizational culture ensures that the communication process fosters productivity and there is focus on the set objectives by facilitating access to necessary resources. This is achieved where there is effective communication that ensures the effective distribution of resources in the organization. Ahli Bank has 20 branches and operations in about five banking segments. This suggests that there is a complex organizational structure that should be efficiently managed to ensure effective communication and engagement of all stakeholders in the organizational process. Additionally, ensuring that the structure is effective creates a chance to improve problem-solving through the engagement of different players and fostering teamwork. With such a structure, there is increased efficiency to use the communication strategies to strengthen the bank’s achievements in different sectors, including addressing the weaknesses that emerge in the flow of information between employees and the management. Other aspects of the structure include the recruitment, training, and development of workers. This impacts on the achievements made by the company in developing a productive, creative, and innovative workforce. Subsequently, an effective flow of information is necessary to meet the training and planning objectives at Ahli bank. The fact that the company lacks effective human resource management practices increases challenges faced in the communication and development of employees (Ravanfar, 2015). This is due to an inflexible and simple structure that can influence cooperation among departments to improve the recruitment and training programs. Furthermore, with an effective structure, there is an effective flow of information across all parts of the organization, which fosters engagement and contribution of different stakeholders in meeting the set objectives.

10.1.3 System 

The system alludes to the formal procedures that are used in the company in determining, measuring, and controlling the management strategies. In this context, the systems include the marketing strategies that are adopted by Ahli bank to market its services and products in the country. Furthermore, building a large customer base requires effective marketing not only through the corporate marketing strategy but also through word of mouth that is fostered by the workforce. Marketing through the workforce is important because it builds a good reputation for the company. This makes it imperative to have effective communication strategies to ensure that the information passed on to the customer base is relevant and constructive in building the customer base (Chen and Liu, 2010; Poovalingam and Veerasamy, 2007, p. 86). Ahli Bank has adopted an array of strategies to facilitate interaction among workers as well as with the customer base. The online and internet banking segments of the business have influenced the adoption of various technology-based communication strategies that have increased the effectiveness in the interaction with the customers (Al Dalayeen, 2017). Nevertheless, these are corporate strategies that are designed to meet the organizational objectives. In this light, there is no guarantee that there is effective communication in the different technology-based strategies in the country that is designed to meet the communication needs of workers. Additionally, the use of technology systems presents various challenges that include the failure of the systems. These malfunctions can impact the workforce performance and where it involves the customers, the reputation is ruined, creating the notion of incompetence. From another perspective, the lack of effective recruitment and training initiatives limits the ability of employees to effectively utilize information technologies. In this light, the ability to effectively utilize IT systems at Ahli to meet the organizational and customer needs is paramount to the overall achievements made in the organization (Al Dalayeen, 2017). Challenges that might emerge in the IT systems should be addressed appropriately and ensure that there is efficiency in how the management and employees utilize the systems in strategic organizational undertakings.

10.1.4 Shared Values 

The shared values in the company allude to the important set of values that are adopted in the organization and act as a guide for what is considered to be important. This includes the vision, mission, and value statements of the company. By understanding these values, the employees can develop a link with the organization and create a sense of purpose in the workforce. Ahli bank’s vision and mission statements have supported the development of the company over the years and has ensured sustained focus on common goals across all branches. This has been imperative in ensuring consistency in how the company engages with the customer base across different geographic regions. The shared values contribute to the development of organizational culture. By developing an effective organizational culture that facilitates the flow of information across the organization, there is an effective engagement of all stakeholders in meeting the organizational objectives. Communicating the shared values to new workers is imperative to guarantee that they are onboard to meet the short and long-term objectives (Chen and Liu, 2010). Notably, the shared values act as guiding concepts upon which the business engages the workforce to remain productive, competitive, and sustainable. In this light, the shared values foster a collaborative environment. The lack of effective communication weakens the benefits associated with shared values, compromising the cooperation among workers and influencing inconsistencies that limit the achievement of organizational goals.

10.1.5 Skills

The skills available within the organization determine the achievements made in the set objectives. The skills allude to the distinct competencies that exist among workers in the organization. Skills define the talents, knowledge, and experience of the people available to complete different tasks and take up different responsibilities. The effective implementation of organizational strategies requires understanding the skills in the workforce (Chen and Liu, 2010). This requires effective communication between the management and the workforces. The ability of workers to communicate their skills guarantees that the management can offer them appropriate positions where they can maximize their potential. Additionally, the management has to foster strategic communication strategies that can add to the development of skills among the workers. The lack of effective communication in Ahli bank limits the ability of the company to leverage the skills of the workers or improve them to maximize their potential and how they contribute to the company. Subsequently, promoting skill development requires effective training of workers and creating opportunities for career advancement (Ravanfar, 2015). This ensures that the workers remain motivated and focus on not only organizational objectives but also personal development that is supported by organizational strategies.

10.1.6 Style 

Each organization has a distinct organizational culture and management or leadership style. This implies that each organization is unique from the others. The organizational culture can create competitive advantage, considering that it cannot be replicated in other businesses. Additionally, the leadership approach employed in specific organizations has a unique impact on organizational outcomes. The style of leadership and organizational culture in Ahli bank has compromised how the managers interact with the workforce. Due to poor communication, there are compromised professional values in the organization, which suggests that there is a lack of adequate leadership and development of organizational culture (Ravanfar, 2015). Suggestively, although there are shared values in the organization, there is diversity in the beliefs, behaviors, and standards that are embraced by people in the organization. Additionally, the lack of effective human socialization through communication in the company has limited casual relationships in the bank that can have positive effects on the creativity and innovation achieved in the organization. Additionally, this complicates the development of a friendly environment that can motivate the workforce.

10.1.7 Staff

The staff alludes to the people who work in the company. They are the most significant assets in the organization, and they hold the competencies that facilitate the transformation of inputs into economically tangible outcomes. In this model, the staff includes how the organization identifies, selects, recruits, trains, manages career development, and engages in the promotion. These factors require effective communication strategies across the organization. Ahli has benefited from a large labor market in identifying qualified employees that can contribute to the achievement of its objectives. Despite this, there is a high diversity among the workers, which has affected the communication strategies used in the organization (Ravanfar, 2015). Bridging the communication barriers requires a strategic approach that includes the engagement of all stakeholders through training and mentoring programs and deploying the necessary resources to keep the workforce motivated.

10.2 Advantages and Disadvantages of McKinsey 7s Model

The McKinsey 7s model offers an analysis approach that can be utilized for the internal assessment of the company. In assessing the alignment of Ahli bank to the seven key elements, the model presents various advantages and disadvantages.

10.2.1 Advantages of McKinsey 7s model

The model offers insights that Ahli bank can utilize to align the essential operations of the company to its vision, facilitating the achievement of the set objectives strategically. It enables synchronization of different departments and processes in the organizational operation, which increases productivity and performance. The framework enables the top management to systematically implement policies, regulations, and strategies. Additionally, bank management can effectively analyze the impact of change on the corporate culture, structure, or technology on the organizational operations and outcome.

10.2.2 Disadvantages of McKinsey 7s Model 

A key disadvantage of the model is that it consumers a lot of time and effort among the management teams, which might have an influence on other activities. In some cases, the analysis might lack factual support, which might lead to the implementation of unproductive changes. In this context, the managers might overlook some aspects when implementing strategies. Furthermore, the model might fail to explain strategies clearly, and the fact that it takes a lot of time makes it inefficient in meeting short-term changes. The model also focuses on internal factors, neglecting the external factors that might be instrumental to the changes being implemented.

10.3 Leadership Theories 

Leadership styles have a considerable effect on how organizational objectives are set and achieved. The leadership approach influences the strategies and organizational structure, as well as how employees engage in the workplace (Abouraia and Othman, 2017). Like other organizations in the banking industry, Ahli bank has also adopted transformation leadership strategies that have contributed to its achievements (Al-Qura’an, 2015). In the same context, transformational leadership, coupled with other leadership aspects, can be employed to address the communication challenges faced in the bank.

10.3.1 Transformational Leadership Theory 

Transformational leadership has become a  reliable strategy for meeting the needs of the banking industry. It is also effective in the implementation of change and offers support in the development of a productive workforce. In this context, transformational leadership qualities that include the engagement of workers in decision-making, the delegation of responsibilities, professional development, and effective management of available resources highlight its ability to influence change through effective sharing of information between the management and workers (Abouraia and Othman, 2017). This leads to improved performance, alignment of personal objectives with organizational objectives, and maximization of the employee skills and talents. Transformational leadership is also instrumental in improving creativity, job satisfaction, commitment to the company, and improved management of change. This can be associated with the ability of transformational leaders to have a charismatic influence on the followers, personalized engagement, high motivation levels, and intellectual stimulation (Maharani, Surachman, Sumiati, and Sudiro, 2017). These factors contribute to increased productivity among workers and improved organizational performance.   

10.3.2 Leadership Influence Employee Creativity 

Creativity among workers determines their contribution to innovation and competitive advantage gained by an organization. In the case of Ahli bank, effective communication can promote creativity and innovation among workers. This requires leaders in the organization to offer a supportive environment that offers opportunities for workers to be creative (Abouraia and Othman, 2017). This includes establishing teams and improving cooperation between the teams in different tasks.

10.3.3 The link between transformational leadership and support offered to the workforce

Transformational leadership approaches are centered on fostering a conducive environment where workers can be creative and engage each other in meeting the organizational objectives. The ability of transformational leaders to communicate and acquire feedback from the workforce enables them to offer relevant support to the workforce (Abouraia and Othman, 2017). Additionally, transformational leadership facilitates the development of healthy relationships in the organization, which contributes to improved teamwork and collaboration among workers. By setting realistic goals that are understood by all stakeholders, the workers can focus on common objectives. Transformational leadership supports this by ensuring that there is adequate and effective distribution of resources, sharing of valuable information, and strategies to develop the skills available within the organization.

10.3.4 The application of transformational leadership at Ahli bank

Although Ahli bank has adopted transformational leadership strategies, there is a limitation on how it contributes to organizational objectives. This can be attributed to the lack of effective communication among different professionals in the organization. The failure in communication impacts on the capability of the leaders to foster effective sharing of resources and information among the employees. Consequently, there has been limited creativity among the workers as well as reduced engagement in the workplace. Successful implementation of transformational leadership requires increased engagement and interaction of the management at the workplace (Al-Quraan, 2016). This can help to identify the challenges faced by workers and enable them to adopt effective solutions in motivating the workforce is a sustainable manner.

10.4 McClelland’s Theory of Needs 

McClelland’s theory is a motivational theory that focuses on the needs of achievement, power, and affiliation in an organization. Based on this theory, an individual’s specific needs emerge over time, and they are influenced by life experiences. These needs are either achievement, affiliation, or power. The effectiveness and motivation of an individual to engage in particular operations in the workplace are influenced by these needs (Verma, 2017). This theory can be employed in understanding and addressing communication challenges in Ahli bank in the following contexts:



Figure 3.  McClelland’s Theory of Needs (Verma, 2017)

10.4.1 Need for Achievement 

This alludes to the desire of an individual to accomplish a task and meet the set standards with the intent of distinguishing themselves from other workers. Individuals who have a high need for achievement focus on excelling, which leads them to avoid situations that present any form of risk (Verma, 2017). This requires organizations to offer a work environment that offers a moderate probability of success. To foster this, the management needs to offer training initiatives that equip employees with the skills required to achieve specific achievements in the organization by reducing the risks associated with the communication process. Such an approach offers Ahli bank an opportunity to develop effective communication among the workers.

10.4.2 Need for Affiliation

Persons with a high need for affiliation are more effective in a setting that facilitates the development of harmonious relationships with other people (Verma, 2017). In this light, they need to be accepted to adopt the norms and culture of a group. Such workers are motivated when they have an identity and personal interactions. Managers can influence communication practices that lead to healthy relationships among workers, satisfying the need for affiliation. This can promote teamwork and commitment to the company.

10.4.3 Need for power 

The need for power can be in personal or institutional contexts. Individuals who focus on personal power tend to direct others, which is considered to be undesirable (Verma, 2017). In the institutional power context, the individuals are focused on organizing the efforts of other people to meet the organizational objectives. In this light, developing leaders who have a high need for institutional power is an effective approach in meeting organizational needs. This entails the development of efficient leadership skills, self-development and problem-solving. With the effective delegation of responsibilities at Ahli bank, this can improve communication by facilitating the emergence of leaders at different levels of the organization.

10.4.4 Advantages and disadvantages of McClelland’s Theory of Needs Advantages of McClelland’s Theory of Needs

Ahli can benefit from this theory by enabling the employees to improve the workplace as they focus on meeting their objectives. Due to the critical role played by the employer in developing a conducive environment, there is an emergence of healthy relationships between the workers and the management (Verma, 2017). The theory can contribute to effective communication with the emergence of leadership roles among the workers. Disadvantages of McClelland’s Theory of Needs

The theory fails to offer clear insights on how the management should accommodate the different employee needs and the varying leadership approaches embraced across the organization (Verma, 2017). This can lead to a conflict of interests, which compromises cooperation across the organization.

10.5 Total Quality Management Model 

TQM alludes to various management and organizational control approaches that are adopted across the company to ensure efficiency in satisfying the customers. This implies that the adoption of this approach at Ahli bank will require the company to concentrate on the most effective strategies that ensure sustainability in producing products and services to meet customer expectations. This entails the following factors:

10.5.1 Service quality (SQ) 

This enables the organization to attract customers and ensure that their needs are met. The SQ is measured through assurance, reliability, empathy, responsiveness, and tangibles. Insights from these measures guarantee that there is sustained productivity in the company (Tadic, Aleksic, Mimovic, Puskaric, and Misita, 2018).

10.5.2 Market orientation (MO) 

This alludes to the aspects of the organizational culture that contribute to the establishment of appropriate behaviors that guarantee value for the customers through a focus on quality and learning to improve (Tadic et al., 2018).

10.5.3 Customer satisfaction (CS) 

This is the key objective of TQM for profit-oriented companies such as Ahli bank. Achieving customer satisfaction entails focusing on their needs and improvement of services and products through effective management and increased management of the workforce (Tadic et al., 2018).

10.5.4 Customer loyalty (CL) 

It entails the commitment the customers develop to re-purchase a product or service. Through TQM, companies can influence customer behavior, which requires employees to be committed to set objectives. By developing a loyal customer base, Ahli bank can gain a competitive advantage that can contribute to its sustainability (Tadic et al., 2018).

10.5.5 Advantages and Disadvantages of Total Quality Management Model Advantages of TQM Model

This model is instrumental in fostering the creation of competitive advantage and stressing excellence in the workplace (Tadic et al., 2018). It also focuses on motivation that can enhance the intent of workers to meet the customer needs by encouraging their productivity and organizational performance. Disadvantages of TQM Model

The adoption of TQM at Ahli bank will require intensive investment in the training and provision of necessary resources for workers to be productive.


11. Recommendations 

The lack of effective communication in Ahli bank is a detrimental aspect of the productivity of the staff and the capacity of the bank to effectively engage in the competitive industry. Drawing from the insights emerging in this project, the following considerations can be adopted to improve the outcome of the communication process in the bank:

11.1 Promote Leadership Development 

There is potential for developing leadership in the bank premised on the transformational leadership qualities that have already been adopted. This can be accomplished by establishing a leadership culture characterized by a delegation of responsibilities, which encourages communication across the organization (Kumar and James, 2015). The company can also engage in leadership development programs that can motivate individuals to take up leadership roles and develop skills that improve relationships in the company (Adeyanju, 2012). With effective leadership, there will be more distribution of ideas and challenges, which can be appropriately addressed by communication to the top management.

11.2 Promote Teamwork

Engaging workers in teams to accomplish tasks creates an opportunity for improved communication among the members. Furthermore, the management can deliver messages more effectively within a team compared to targeting each individual (Kumar and James, 2015). Teams also offer an opportunity for individuals to understand information by seeking clarification from other members. There is also more efficient in addressing the common goals as a team compared to individual efforts within the organization.

11.3 Motivation

Leaders within the organization must keep the workforce motivated. A motivated workforce is highly committed to the organization’s objectives and can strategically engage in teamwork and achieve organizational objectives. Motivation is generated by how leaders engage in their roles (Adeyanju, 2012). This includes engaging as role models that can be emulated by other workers at the workplace. The bank management can keep the workers motivated by setting realistic and achievable goals that are appropriately communicated across the organization. Workers are more motivated in organizational settings where leaders listen to their ideas and opinions and offer feedback. This requires the creation of the appropriate avenues where communication can be achieved without fear of repercussions (Verma, 2017). Employees who offer information that can contribute to improvements in the organization should be recognized and offered an opportunity to play a critical role in executing the ideas. The formulation of an effective reward system can contribute to the motivation levels that exist in the organization. The rewards offered can influence workers to be creative and innovative and enable them to engage in the communication process for the benefit of the company and their interests. Motivation can also promote communication, where the management facilitates the engagement of employees in training programs that can be focused on enhancing their communication skills or other inherent skills to increase their productivity (Tadic et al., 2018). The communication process should also be used by the management to know the workforce, which ensures that individuals are appropriately positioned for them to maximize their potential in the workplace. This is also linked to the creation of teams, whereby effective communication enables the management to develop teams that are competent by placing individuals with different capabilities that can contribute to increased efficiency in meeting task requirements.

11.4 Skills 

Addressing the challenges of communication at Ahli bank requires the establishment of appropriate skills that can enable individuals to communicate, share knowledge, and ease the flow of information (Adeyanju, 2012). The increased use of technological solutions implies that there is a need for the back to carry out train for the workers on how they can use the systems in communication (Tadic et al., 2018). Computer skills should include information security measures that can promote the ability of the staff to keep sensitive banking information secure. The leaders in the bank should also ensure that the execution of each strategic initiative is coupled with the development of the necessary skills that can facilitate effective engagement of the workforce. This can encourage the workers to communicate issues that might emerge in the course of the implementation as well as opportunities that can add to increased efficiency, cutting costs, or alternative measures (Tadic et al., 2018).

12. Action plan         

The best action plan for Ahli bank based on the poor communication that is problematic for the organization is to enhance the free flow of content, starting with the executives and management to the employees. Moreover, the bank needs to redefine the structure and ensure the communication strategy that is adopted is in place within six months of presentation to the board. While communication is a critical point of the Ahli bank, it needs to make it mandatory and assist the executives in coming into terms with the overall flow of information. Also, the value of having hard systems that abide by the mission and vision of Ahli bank is commitment and re-affirmation of purpose to society. Although the organization has faced challenges, it is also clear that there is a possibility of resolving the problem through a top-to-down approach that can be initiated through collective responsibility and ensuring the seven elements of the McKinsey model are applied in the communication process (Zeng, Phan and Matsui, 2015, p. 225). Also, the development of a leadership style that boosts the understanding and value of communication is essential. For instance, if the organization hires a competent and transformational leader who values the free flow of information, it will not only improve the organization’s outlook but also boost relationships, since it is documented that poor communication leads to strained relations between employees and management.

The significance of the six months is to ensure that the bank has enough time to plan for the development of a communication framework that is viable and accommodates all staff and management into the process. Furthermore, the bank faces considerable challenges in the identification of new consumers and understanding their tastes and preferences (Jackson et al., 2016, p. 145). Unfortunately, poor communication has not only reduced its reputation but also hindered the penetration of new markets due to internal disputes that are primarily driven by a lack of communication skills in the organization. The value of changing the communication approach is to enhance the free flow of information and employ tools such as brainstorming to identify new ideas in the organization.

Table 1. Action Plan

Objective Time-scale Priority Cost Resources
Free flow of communication Jan 2020 Medium 5,000 · Hire development and learning coaches

· Finance department

Redefinition of Organizational Structure Jan 2020 High 10,000 · Finance department

· Each department

Communication framework June 2020 High 7,500 · Each department

· Finance department

Change of communication approach Jan 2020 High 3,000 · Each department

· Finance department

Encourage employee engagement Jan 2020 High 3,500 · Each department

· HR/ Recruitment department



13.  Conclusion

The objective of this report was to address the issue of poor communication at Ahli bank. The key problem related to the challenge of communication is due to the lack of effective engagement between the management and the workforce. The problem faced in the organization was analyzed by employing the McKinsey 7S framework and Fishbone frameworks. This was followed by a literature review that draws insights from the McKinsey 7s model, transformational leadership theory, McClelland’s theory of needs, and total quality management. The insights from these theories and frameworks show that various avenues can be used to improve communication at Ahli bank. The challenges faced by the organization that impact communication includes the formulation of unclear goals that are not effectively understood across the organization, communication barriers due to diversity in the workforce, lack of effective leadership practices, lack of effective teamwork practices, and the large size of the organization. Despite the existence of computerized communication systems, the organization faces challenges in the distribution of information. This can be attributed to the lack of appropriate skills among the workers to use formal and informal communication problems that are facilitated by information technology. The highly formalized structure of the bank limits casual interactions among the workers and the management, which limits the ability to share ideas and challenges faced in the workplace. These challenges require a strategic approach that can guarantee success in improving communication and sustaining the features and skills that can ensure such challenges are not experienced again in the bank.

The insights gathered in the report show that leadership is the most imperative aspect in the development of effective communication practices in the organization. In this light, transformational leadership is instrumental in developing a conducive environment for effective communication across the company. This includes implementing strategies and creating an organizational structure that is designed to improve the communication process in the organization. Leaders are also a source of motivation that can support and drive workers to engage in organizational activities. The commitment workers develop to the organization is coupled with improved communication. Leaders also foster the development of teams, which support the engagement of different members with varying skills in meeting the organizational objectives. By working in teams, the workers are more likely to understand the information shared by seeking clarification from other members. Leaders also offer opportunities for skill development that include training and coaching in communication skills such as the use of diverse technologies that can be adopted to improve the flow of information. These insights show that communication can be naturally improved in the bank as well as be a strategic initiative that involves training and other support initiatives. The bank can also adopt a policy framework that contributes to the development of formal communication, as well as improve the connection between the management and the workforce through informal communication strategies. This includes encouraging casual communication among the workers, which can support sharing ideas and challenges experienced by the organization. In this context, the leaders should listen to ideas and opinions and offer relevant feedback, which is also a motivation for the workforce.

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Reflection Report

Table of Contents


Reflection Discussion

Reflections on Discovery


So What?

Now What?

Reflections on Theory


So What?

Now What?

Reflections on Personal Development


Now What?

So What?


References 53



This report offers an analysis and evaluation of learning and development during the MBA program at XXX University. The reflective report offers the benefits and challenges faced in the learning experience from a personal and critical perspective. This report aims to present and analyze the learning strategies and the content of the MBA, how the program contributed to the ability to develop new knowledge, and understand the key theories, models, and tools that were presented. This is coupled with a reflection on how the content learned can be employed in personal and professional undertakings. This is evident in the contribution it has in the context of career objectives and personal skills instrumental in improving the quality of life and the outcome of different operations in the workplace and in personal ventures. The report will highlight how the learning experience can be improved and how the theories and other materials learned can be utilized to enhance the workplace.

This reflective report covers the experience gained in the two years of the Master’s program. The report is premised on Rolfe et al.’s (2001) model, which shows that reflection entails addressing three questions of what, now what, and so what? Additionally, the report presents the discovery made in the program by describing what was learned and discovered in the review of different studies in the Master’s program. It also entails the integration of different theories concerning my career objectives. In this context, there is a focus on how the theories and models learned will contribute to the progressive development of skills and knowledge in the workplace. The report also describes my personal and academic interests and reflects on how the program will contribute to these factors with emerging needs and changes experienced in the future.

Reflection Discussion 

This section offers a summary of the experience over the two years of engaging in the Master’s program. This facilitates a critical reflective account and an in-depth review of the Master’s program. This is achieved by focusing on the reflections on the discovery, reflection on theory, and reflection of personal development. The discussion is accomplished following Rolfe et al.’s (2001) model of the three questions of what? So what? Now what?



Figure 1. Reflective Framework (Rolfe et al.’s 2001)

Reflections on Discovery

Based on the Rolfe et al.’s (2001) model, the reflection in this section is analyzed by addressing the following questions:


Before enrolling in the MBA program, I had developed a substantial interest in developing management skills. This led to increased research in the sector and engagement with individuals who had leadership and management roles in different sectors. Nevertheless, without guidance from educators, it was difficult to gather and develop the relevant knowledge that can result in appropriate business management skills. This lack of sufficient experience and knowledge made enrolling in the MBA program an imperative aspect of developing the skills and knowledge necessary for success. In this light, I lacked substantial insights and experience in business management, the link between management and strategic planning, the implementation of theories to real-life situations, and how the management should engage with other stakeholders in the organizational setting to meet the set objectives. Also, I could not evaluate and analyze problems that might emerge in the management of roles and choosing the relevant theories that can be employed in different situations to effectively engage in different work contexts. The lack of these skills and knowledge compromised my confidence and ability to engage in effective decision-making. Subsequently, engaging in the master’s program was imperative to develop the relevant skills in business management, increase efficiency communication with different stakeholders, participate in teamwork, and how to remain motivated, motivate others, set objectives and employ strategic measures in problem-solving and meeting the set objectives.

So What?

After enrolling in the MBA program, I discovered that there was a large diversity in how leadership and management initiatives are carried out in the organizational setting. Additionally, there are many issues associated with business management, which require research and learning the existing theories and models of management coupled with learning in practice to customize solutions in a manner that they can be effectively implemented in the actual work environment. This discovery implied that management was not only a practice but a lifestyle. This is based on the notion that the management skills developed through learning and focused on the organizational setting are also applicable to activities in my personal life. Also, I realized that numerous perspectives in management include addressing issues and needs in control, finances, operations, human resource management, information management, and formulation and implementation of strategic plans within organizations. By taking the Master’s program, I had an opportunity to expand on the knowledge in these organizational aspects and build skills that can contribute to personal improvement such as entrepreneurship that can influence the effectiveness in directing an organization to perform effectively.

Now What?

To be a successful leader and manager, I had to learn and understand the imperative aspects of professionalism organizational management, the effective theories and frameworks of business management, and the strategic measures that can be implemented to effective leadership in the work environment. After engaging in the program, I developed skills and knowledge that foster effectiveness in problem-solving, setting goals, and strategic management of the organization. These insights are reflected in the report addressing the challenges faced at Ahli Bank. This involved identifying and analyzing the problem faced in the bank and determining the appropriate theories that can be employed to understand and address the challenge. Additionally, I have acquired appropriate skills and knowledge in leadership and management that include integrity, honesty, transparency, brainstorming, and engaging with different stakeholders. These qualities are not only imperative in the working environment, but also personal life objectives.

Reflections on Theory 

The reflection on the theory is accomplished through the three questions presented by Rolfe et al. (2001) as presented below:


Before engaging in the master’s program, I lacked substantial knowledge about the different theories and frameworks that are effective for different business management situations. Consequently, I did not have substantial capability to address challenges in the business context in a strategic manner that result in constructive outcomes. The lack of insights about the application of different theories also limited my competency to be creative and offer solutions that are instrumental in addressing challenges and acceptable within organizations such as the Ahli Bank.

So What?

The Master’s program was an effective platform for gaining the necessary knowledge and developing the relevant skills based on the academic theories that guarantee evidence-based solutions. With guidance from educators and researchers, I was able to develop knowledge that is relevant to the application of theoretical concepts and frameworks in organizational settings. The use of proven theories and frameworks helped in developing the confidence necessary to address challenges at the work environment in a manner that the outcome can be strategically determined, monitored, and measured. This facilitated working with a timeframe that follows milestones that should be addressed and the resources required. By learning and implementing the theories, I was able to understand their practicality and application in practice. Additionally, the learning experience offered an opportunity to understand how different theories such as PESTLE, TQM, and SWOT, among others can be employed to understand the position of the company, and how effective solutions can be implemented to address challenges take advantage of the experience for competitiveness, productivity, profitability, and sustainability (Abouraia and Othman, 2017). With these insights, my confidence and credibility in professional management were assured, increasing the ability to develop strategic plans, influence creativity, and innovation, and engage in an in-depth analysis of challenges that emerge in organizations such as the Ahli Bank.

Now What?

The engagement with the Ahli Bank presented a situation where the learned management theories and practices can be executed in the work setting. In the context of Ahli Bank, I was able to adopt different theories in investigating the problem and formulating solutions that are appropriate for the success of the bank in a competitive environment. The problem with the bank was analyzed by employing the Fishbone and McKinsey 7s model, which have been proven in different studies to be effective in identifying and understanding the causes of challenges faced in different organizational settings. The application of these models led to the realization that the cause of the problem at Ahli Bank was the lack of effective communication between the management and the organization. Consequently, this led to poor communication across the organization. I utilized insights from McKinsey 7s model, the McClelland’s Theory of Needs, transformational leadership theory, and TQM in formulating solutions that can be effective based on the perceptions emerging in the analysis of poor communication at Ahli bank. Drawing from these theoretical concepts, I found that it is important to take a strategic approach in addressing the challenge face in the organization. The effectiveness of the solutions is premised on the capacity of the management to develop effective leadership skills that can foster accomplishments in the company. In this light, I realized that there is a need to constantly engage with the staff and other stakeholders to identify problems and appropriate solutions. Additionally, organizations should focus on training and development initiatives that guarantee a balance in the competences of all individuals across the organization in problem-solving.

Reflections on Personal Development 

The reflections in this section are addressed following the questions in Rolfe et al.’s (2001) model as follows:


Drawing from previous experiences, I had knowledge that was not sufficient in identifying and addressing the challenges that exist in the work setting. This includes the lack of effectiveness in communication with other stakeholders, brainstorming to be creative and innovative, and the execution of strategies to effectively meeting organizational objectives in a competitive industry. This highlighted the need to engage in the Master’s program and engage in problem-solving that could confirm the new abilities gained.

Now What?

The knowledge gained through academic learning is often not effective in addressing the challenges that are experienced in real-life situations. To address this shortcoming, I had to implement the learned skills and knowledge in the real-life situation concerning Ahli Bank. Drawing from this experience, I was able to increase efficiency and confidence in addressing the challenges faced with the implementation of learned theories. This offered an opportunity for self-development through research and a clear understanding of the situations faced in organizations. This includes developing leadership capabilities and credibility in the management of organizational operations such as creativity, teamwork, creativity, and innovation. Additionally, the ability to engage in problem-solving confirmed the credibility of the MBA program to develop individuals who can effectively engage in the workplace.

So What?

With the experience emerging from the MBA program, I have developed skills that have not only boosted the managerial capabilities but also improved engagement in personal activities. This is reflected in the ability to engage in problem identification and solving through strategic theories that have been proven to be effective, as well as offering recommendations that highlight the short- and long-term solutions that can be adopted at Ahli bank to improve communication and sustainably create a competitive advantage. This can be attributed to the leadership skills gained in the program and in addressing the issues faced at Ahli bank.


This reflective report shows that the MBA program was instrumental in developing effective management and leadership skills that are premised on proven theories and frameworks. Addressing a real-life problem at Ahli Bank shows that learning and research are instrumental in developing leadership and management skills. Building a successful management career in the banking industry requires the engagement of different stakeholders in the organizational setting. With the skills from the MBA program, I can develop teams and draw insights from different levels of the company to identify and solve problems in an amicable manner through transformational leadership. Drawing from this context, the experience in the MBA program has increased my professionalism in management and leadership, as well as changed my perspective in addressing challenges faced in daily life situations.





Abouraia, M. K., and Othman, S. M. (2017). Transformational leadership, job satisfaction, organizational commitment, and turnover intentions: the direct effects among bank representatives. American Journal of Industrial and Business Management, 7(4), pp.404-423.

Rolfe, G., Freshwater, D. and Jasper, M., 2001. Critical reflection in nursing and the helping professions: a user’s guide. Basingstoke: Palgrave Macmillan


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