TABLE OF CONTENTS TABLE OF CONTENTS i SECTION 1 CASE STUDY 1 a Two leadership theories from the case 1 b Janine Allis deems herself less of a manager and more of a leader 1 c Potential specific enviro. TABLE OF CONTENTSTABLE OF CONTENTSiSECTION 1 CASE STUDY1a. Two leadership theories from the case1b. Janine Allis deems herself less of a manager and more of a leader1c. Potential specific environmental factors may influence the success of Boost Juice2d. Impact might increasing participation of women in the workforceleadership positions have on sociocultural changes to behavior and attitudes among the Australian workforce3SECTION 241. Briefly explain management, as discussed in this unit and how managers can create competitive advantages through people.42. The main ways that jobs can be redesigned the Job5REFERENCES7 SECTION 1 CASE STUDYa. Two leadership theories from the caseJanine has demonstrated several leadership qualities on her path to success with Boost Juice. She is an excellent example of transformational leadership, a leadership style in which leaders inspire and motivate staff to innovate and bring about change that will support the expansion and future success of the business (KarakitapoğluAygün and Gumusluoglu, 2013). This is achieved through strong corporate culture, employee ownership, and independence in the workplace, all of which are set by the executive level.She is the one who convinces people to continue to believe in the companys development after the chain of stores has its recipe leaked, and her ability to work with 350 stores established across more than ten countries shows excellent leadership skills.Additionally, the capacity to see the demand for healthy fast food restaurants is evidence of situational leadership qualities. According to McFarland (2014), situational leaders aim to persuade others by modifying their leadership style to suit their followers requirements. The focus of most food outlets has changed due to Janines ability to recognize the demand for healthy fast food retail in Australia. Prior to the launch of boost juice, retail food stores focused on unhealthy foods that did not satisfy customers and caused health risks to them. The fact that Janine recognized a need and filled it demonstrates her situational leadership skills.b. Janine Allis deems herself less of a manager and more of a leaderPeople should make an effort to be better leaders in their daily work because management gives far less value than leading (Bush, 2002). The main tasks of a manager are those related to monitoring, operating management, and evaluating the performance of employees in all parts of the organization.The leader is the person who sets the longterm direction for the organization and can create specific plans and motivation for the organization. It can be said that Janine Allis is more than a manager; she is a leader because of the following points:Janine Allis is the one who came up with the ideaSince the 2000s, aware of the shortage of healthy products in the US market, Janine Allis has dared to open her first branch there. Over a decade later, realizing the growing demand, she decided to open 350 branches in Australians, Singapore, the United Kingdom, South Africa, Thailand, Chile, Malaysia, the Baltics, Ireland, and other countries – here is a bold decision. It is safe to say that she and her colleagues had great faith in Janine Allis to decide to execute that global campaign.Janine Allis asks what and why to find the optimal solution.It can be seen that when the company leaked many secret recipes. In contrast, many other employees and managers were probably worried about business results and the risk of bankruptcy; Janine Allis opened up a vision for them. She pointed out that all consumers around the world love Boost Juice products not only for the taste but also for the companys experience, service, and behavior.c. Potential specific environmental factors may influence the success of Boost JuiceYoung people are increasingly concerned about health and appearance (AlexandrovaKaramanova, 2020). The younger generation is more conscious of the advantages of leading a healthy lifestyle and a boosted combination of nutrition and flavor in the form of lowfat smoothies and sugarfree juices ideally suits Australian dietary habits. This shows that boost has a competitive advantage to advance. The products encourage a healthy lifestyle and are 98% fatfree. To get the markets attention, it employs marketing strategies. Additionally, it has a solid consumer base thanks to its positive reputation.
TABLE OF CONTENT TABLE OF CONTENTS .i SECTION 1- CASE STUDY a Two leadership theories from the case b Janine Allis deems herself less of a manager and more of a leader c Potential specific environmental factors may influence the success of Boost Juice d Impact might increasing participation of women in the workforce/leadership positions have on sociocultural changes to behavior and attitudes among the Australian workforce SECTION 2- .4 Briefly explain management, as discussed in this unit and how managers can create competitive advantages through people The main ways that jobs can be redesigned the Job REFERENCES i SECTION 1- CASE STUDY a Two leadership theories from the case Janine has demonstrated several leadership qualities on her path to success with Boost Juice She is an excellent example of transformational leadership, a leadership style in which leaders inspire and motivate staff to innovate and bring about change that will support the expansion and future success of the business (Karakitapoğlu-Aygün and Gumusluoglu, 2013) This is achieved through strong corporate culture, employee ownership, and independence in the workplace, all of which are set by the executive level She is the one who convinces people to continue to believe in the company's development after the chain of stores has its recipe leaked, and her ability to work with 350 stores established across more than ten countries shows excellent leadership skills Additionally, the capacity to see the demand for healthy fast food restaurants is evidence of situational leadership qualities According to McFarland (2014), situational leaders aim to persuade others by modifying their leadership style to suit their followers' requirements The focus of most food outlets has changed due to Janine's ability to recognize the demand for healthy fast food retail in Australia Prior to the launch of boost juice, retail food stores focused on unhealthy foods that did not satisfy customers and caused health risks to them The fact that Janine recognized a need and filled it demonstrates her situational leadership skills b Janine Allis deems herself less of a manager and more of a leader People should make an effort to be better leaders in their daily work because management gives far less value than leading (Bush, 2002) The main tasks of a manager are those related to monitoring, operating management, and evaluating the performance of employees in all parts of the organization The leader is the person who sets the long-term direction for the organization and can create specific plans and motivation for the organization It can be said that Janine Allis is more than a manager; she is a leader because of the following points: Janine Allis is the one who came up with the idea Since the 2000s, aware of the shortage of healthy products in the US market, Janine Allis has dared to open her first branch there Over a decade later, realizing the growing demand, she decided to open 350 branches in Australians, Singapore, the United Kingdom, South Africa, Thailand, Chile, Malaysia, the Baltics, Ireland, and other countries – here is a bold decision It is safe to say that she and her colleagues had great faith in Janine Allis to decide to execute that global campaign Janine Allis asks w " hat and why"to find the optimal solution It can be seen that when the company leaked many secret recipes In contrast, many other employees and managers were probably worried about business results and the risk of bankruptcy; Janine Allis opened up a vision for them She pointed out that all consumers around the world love Boost Juice products not only for the taste but also for the company's experience, service, and behavior c Potential specific environmental factors may influence the success of Boost Juice Young people are increasingly concerned about health and appearance (Alexandrova-Karamanova, 2020) The younger generation is more conscious of the advantages of leading a healthy lifestyle and a boosted combination of nutrition and flavor in the form of low-fat smoothies and sugar-free juices ideally suits Australian dietary habits This shows that boost has a competitive advantage to advance The products encourage a healthy lifestyle and are 98% fat-free To get the market's attention, it employs marketing strategies Additionally, it has a solid consumer base thanks to its positive reputation Besides that, Boost Juice has been very sophisticated when choosing its markets in Australia, Singapore, the United Kingdom, South Africa, Thailand, Chile, and Malaysia These are all humid, dry, and hot countries, which is an excellent marketplace for Boost to flourish Because of the mentality that Boost Juice is a global brand, this is often the preferred choice of tourists in the above countries Today, online shopping is becoming more and more popular Building fan pages on Facebook, Instagram, and Twitter helps Boost Juice reach more potential customers and advertise more efficiently and effectively Proof of that is the success of The Boost app - downloaded over 250,000 times in its first three months, which was an unbelievable number for the beverage company d Impact might increasing participation of women in the workforce/leadership positions have on sociocultural changes to behavior and attitudes among the Australian workforce While Australia is improving in many areas of gender equality, the lack of women in leadership positions remains a source of concern (Still, 2006) In Australian organizations, women are underrepresented at the leadership and managerial levels Despite the compelling economic evidence supporting the case for equality, progress towards it has been too slow According to a Workplace Gender Equality Agency (WGEA) survey, the gender gap in management only gets more significant with time There are somewhat more female managers than males in the 15–24 age group (4.0 percent compared with 3.3 percent ) The gap has grown to 20.7 percent male managers and 9.6 percent female managers when you look at the 55–64 age group These figures are significantly worse when broken down by race (Source: WGEA) The receipt of many awards for management ability and influencers as affirmations of the position of Janine Allis At the same time, she also put her name on the list of Sharks along with cult figures such as Steve Baxter, Andrew Banks, Naomi Simson, John McGrath, and Glen Richards for four consecutive seasons from 2015-2018, further increasing the belief about female success SECTION 21 Briefly explain management, as discussed in this unit, and how managers can create competitive advantages through people Management is an organized and targeted influence of the subject of management on the objects and objects of management to make the most effective use of the resources and opportunities of the organization to achieve the set goals in ever-changing environmental conditions (Ranniger, 2019) Management can also be defined as administering and controlling an organization's affairs, irrespective of its nature, type, structure, and size It is creating and maintaining a business environment in which members of an organization can work together and achieve business goals To gain a competitive advantage, the first thing managers need to pay attention to is the harmonious relationship between employees and the board of directors in the company This helps increase labor productivity, encourages and rewards commensurately, and improves employees' enthusiasm and loyalty to the company, helping businesses overcome the company's severe challenges Along with that, the manager needs to have a strategy, clear goals for each job, and determine the expected direction for all employees Orienting employees from the start is the key to driving efficiency, besides creating motivation, an ideal working environment for employees to contribute ideas and efforts to develop the business freely The main ways that jobs can be redesigned Reviewing the Work Product: To identify the discrepancy between the individual and the job, the job redesigning process entails gathering and modifying job-related information Analyzing Information Relating to a Job: It is carried out to identify any obstacles to carrying out job-related activities and responsibilities to look into why an employee cannot produce the desired results Modifying the Job Elements: It can entail reducing additional duties or adding new ones along with increased accountability The main goal of changing the job content is to create jobs that motivate workers to put in more effort and deliver better results Reformation of Job Description and Specification: Following the modification of the job aspects, a job analyst must reform the job description and specification to ensure that the employee assigned to a specific location can perform the duties demanded of him Rearranging the duties and tasks associated with the job: The next step is to reassign personnel to new or modified responsibilities and functions Rotating, enriching, enlarging, and engineering tasks are possible methods The goal is to increase the performers' satisfaction while motivating them Circumstances to use the Job Characteristics Model (JCM) to motivate employees The job characteristics model helps management and human resources create positions to boost job satisfaction Even if it is impossible to eliminate dull or uninteresting chores, this model can help (Ziegler, Hagen, And Diehl, 2012) The job characteristics model focuses on improving jobs through work design Employees are given the authority to complete the specified duties that make up their jobs Employees have more influence over their working environment thanks to this autonomy, which also improves job satisfaction REFERENCES Alexandrova-Karamanova, A., 2020 Appearance Self-Attitudes and Health and Well-Being of Bulgarian Adolescents The Central European Journal of Paediatrics, 16(1), pp.69-82 Bush, R., 2002 Effective Nonprofit Management: The Leadership Factor Nonprofit Management and Leadership, 12(3), pp.32-33 Karakitapoğlu-Aygün, Z and Gumusluoglu, L., 2013 The bright and dark sides of leadership: Transformational vs non-transformational leadership in a non-Western context Leadership, 9(1), pp.107-133 McFarland, V., 2014 Situational Leadership SSRN Electronic Journal, Ranniger, C., 2019 Acute Care: Pain Management DeckerMed Pain Management, Still, L., 2006 Where are the women in leadership in Australia? Women in Management Review, 21(3), pp.180-194 ZIEGLER, R., HAGEN, B and DIEHL, M., 2012 Relationship Between Job Satisfaction and Job Performance: Job Ambivalence as a Moderator Journal of Applied Social Psychology, 42(8), pp.2019-2040