A CRISIS CAUSES ANDREA JUNG TO CHANGE HER LEADERSHIP STYLE. Being a Leader means | Being a Manager means | Motivating, influencing, and changing behavior | * Practicing stewardship, directing and being held accountable for resources | Inspiring, setting the tone and articulating a vision | * Executing plans, implementing and delivering the goods and services | Managing people | Managing resources | Being charismatic | Being conscientious | * Being visionary | Planning, organizing
Avon's position on whether the grand strategy, under the leadership of Andrea Jung has its merits and if the grand strategy is properly focused and directed. In addition, discuss and argue the position if the grand strategy of Jung is not optimal and needs to be refocused (Syllabus, 2005, p. 16). Evidence will be provided supporting each argument and finally the decision rational will discuss why the weaker factors of the case study were dismissed. Strategic management can, through long-term objective
the company is fairing under the leadership of its current CEO, Andrea Jung. There are two opposing views regarding the company's current and future success. One group feels that the firm has a promising future with Jung at the helm while the other group does not. This paper will analyze the pros and cons uncovered by each team member and discuss which view prevailed in the debate and why. Pros and Cons Pros of Jung and Avon Andrea Jung became president and CEO of Avon in 1999 and has totally revamped
control accounted for the senior managers not being aware of what was happening on the ground. The tall hierarchal structure refers to the number of layers of management in the relaying of information before that information reaches the head, in this case Jung. Avon previously had a structure of fifteen layers. According to McShane et al, “senior managers in tall structures often receive lower quality and less timely information from the external environment because information from frontline employees
five ways pioneers shape authoritative variables including individuals and assets. The five influence processes include direct decisions, reward system, allocation of resources, selection and promotion of other leaders and role modeling. In most cases, Chief Executive Officer is considered as the most astounding positioning officer in an organization while the president is second in the hierarchy. However, in corporate administration and structure, numerous permutations can occur, so the parts of
are illustrated in the Avon case. First, Avon’s CEO Andrea Jung implemented a strategy to capture a new customer base and by contouring a product line for women age 16-24. This strategy has a big difference with originally core customers which was 35 and older. Catch the young market is the key to success. This young generations spend a lot of money on beauty products. Second, the image of a company is very important, they make the customers believe the brand. Jung had to improve the company’s
Running head: ANDREA JUNG: EMPOWERING AVON WOMEN 1 ANDREA JUNG: EMPOWERING AVON WOMEN 11 Andrea Jung: Empowering Avon Women Name: Lecturer: Course Name: Date: Andrea Jung: Empowering Avon Women Question 1 It has always been assumed that anyone in management, particularly the CEO, is a leader. However, there has been controversy over this assumption. While management involves the promotion of stability and enabling the smooth running of an organization, leadership is
Andrea Jung, CEO of Avon, and Howard Schultz, CEO of Starbucks are both very effective leaders. Although both are very effective leaders, their ways to leader inside each company are very different. Jung is a leader that focus more on the tasks being done than creating a relationship with her subordinates while Schultz is a leader that focus more on his relationship with his employees than being concerned with them doing the tasks that they were told to do. In other words, Jung is basically a task-oriented
Avon As of November 1999, Avon was experiencing economic troubles. Avon's growth rate of annual sales was less than 1.5 percent during the greatest economic boom in history. This prompted a transfer in leadership which appointed Andrea Jung as CEO. Since that time, Avon has experienced remarkable growth. Under the direction of the new CEO, a new strategy was developed to reinvent Avon's image, improve customer satisfaction, and to increase profit margins and market share. Avon has gained an outstanding
Avon As of November 1999, Avon was experiencing economic troubles. Avon’s growth rate of annual sales was less than 1.5 percent during the greatest economic boom in history. This prompted a transfer in leadership which appointed Andrea Jung as CEO. Since that time, Avon has experienced remarkable growth. Under the direction of the new CEO, a new strategy was developed to reinvent Avon’s image, improve customer satisfaction, and to increase profit margins and market share. Avon has gained an