Introduction of Oman Electric Transmission Company

For more than two decades, Organisational system and structure theory (vMEME) has been dynamically utilised to analyse the human evolution and the information system integration. Organisational system and structure theory (vMEME) is identified as a psychological model which is aimed to analyse the different stages of development through the creation of values. Clare W. Graves, in 1952, proposed the “Theory of Level of Human Existence” to elucidate the motivations and reactions behind the people’s actions and behaviour (Butters, 2015; Beck & Cowan, 2014). The value structure hierarchy enables individuals to conceptually identify, analyse, and observe the world. A total of eight mind-sets are included within the organisational system and structure theory, which is also commonly known as the spiral dynamics (Jeffery, 2018). All distinctive levels within this theory are colour coded to depict different themes, value system, thinking, and the lifestyle of people (See Fig.1). This report has offered synchronically assessed the organisation and sector approach within my present organisation which is Oman Electricity Transmission Company (OETC) on the ground of Organisational system and structure theory. Different leadership and management styles being followed at the OETC have been critically assessed to develop an understanding of the importance of each leadership style in lieu of organisational performance and success.

Figure 1: Colour Themes and Levels in Spiral Dynamics (Source: Butters, 2015)

Leadership/Management Styles based on Culture, History, and Geographic Life Conditions

The nature between leadership and the cultural underpinnings is imminent in the wake of difference in the managerial styles and organisational environment (Jogulu, 2010). Cultural beliefs, values, and expectations predominantly impact the leadership styles incorporating a complicated set of behavioural processes that highlights the culture-specific roles. Culture along with the history is intertwined with the geographical life conditions as it tends to exhibit a set of patterns, attitudes, and behaviour which cumulatively represent society as a whole. Research by Dorfman et al., (2012) analysed the interrelationship between culture and leadership through the inclusion of the Global Leadership and Organisational Behaviour Effectiveness (GLOBE) paradigm. GLOBE entails a fascinating approach to analyse the difference in leadership based on the cultural aspects adhered by countries all around the world.

In the light of the GLOBE and Hofstede cultural dimensions, it has been explained that countries like USA, UK, and European countries with low power distance and high levels of individualism follows a holistic approach based on the organisational system and structure theory where high focus is built on building and promoting individuals based on their knowledge, expertise, and skillset (Hofstede Insights, 2019). As opposed, countries like China, India, Oman, and Middle Eastern and African countries which have strict cultural integration and adherence, follow a collectivistic approach in the management of the organisation to promote well-being of the society. The difference in the leadership style is an inevitable result of the cultural variances. For instance, there is high inequality and social discrimination followed in the Asian and African countries like China, India, Saudi Arabia, and Oman as opposed to the Western culture which is built on equality and empowerment to all.

The Oman electricity Transmission Company (OETC) was founded in May 2005 by seeking licence permission from the electricity regulation body of Oman.  The main motto of the company is to serve the public of Oman by dispatching more safe and reliable electricity and power at economical standards. The leadership style that strongly prevails within my organisation i.e. OETC is a synergic approach based on “Integrative”, “Socio-centric”, and “Tribalistic”. Through the adoption of an integrative approach, OETC has been able to comply with the natural processes to meet the mutual realities of the organisation. In a similar manner, socio-centric approach has led the company to focus on the individual well-being of the employees through the creation of egalitarian community envisioning the authenticity and harmony. Lastly, the adoption of tribalistic approach is evident throughout the management and leadership of the OETC. Rituals and traditions are followed strictly. For instance, the top-most organisational hierarchy wears traditional clothing and speaks in the Omani language to communicate and cooperate with the local workforce (Oman Grid, 2019a). Furthermore, the company has adopted a flat organisational structure to promote autonomy and empowerment to the employees which reflect the socio-centric approach.

The impact of synergistic leadership approach followed by OETC has significantly influenced the leadership practices, management, and staff motivation. The sociocentric approach is evident in the use of a horizontal organisational structure has promulgated an employee-centric approach with the promotion of teamwork which depicts a positive workplace culture. Employee-centric approach through the adoption of a socio-centric leadership style has emphasised on the training and development of the employees to promote their skills and abilities (Daft & Samson, 2014). In a similar manner, OETC has gained and sustained its competitiveness in the region by focusing on the growth and development of its people. OETC has significantly invested in the development of a training program built on addressing the needs of their employees (Oman Grid, 2019b). Interactive leadership management through open and direct communication and involvement of the employees in the decision-making has motivated employees to perform to their best.

Adapting the “Integrative” organisational structure and style, OETC has been able to enhance its overall system performance through high reliability, integrity, teamwork, and respect offered to the internal and external stakeholders. Inclusion of the employees in the decision-making, employee motivation through rewards and recognition, and equal growth and development opportunities (Oman Grid, 2019c). On the contrary, Qatar General Electricity & Water Corporation (KAHRAMAA) has included a customer-centric approach with the integration of “Strategic” thinking approach according to the organisational system and structure theory. The company has adopted a diversified approach to recruit and retain people form cultural diversities (KAHRAMAA, 2019). The value system of Strategic exhibited by KAHRAMAA is envisioned solely on the success, status, consumerism, and accomplishments to fulfil every demand of customers. In this manner, management and leadership style followed by OETC has offered a competitive advantage in terms of attraction and retention of the talented workforce.

KAHRAMAA has a vertical organisational structure where the decision-making resides at the top management. The incorporation of autocratic leadership has restricted the innovation and creativity of the employees. As opposed, following the cultural values, socio-centric, and integrative approach has enabled OETC to become the leading electric transmission company in Oman with an OMR 88.884 million revenues (Bloomberg, 2019). This depicts that the leadership style has positively influenced the growth and competitiveness of OETC.