Boost juice leadership theories

TABLE OF CONTENT

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 environmental factors may influence the
success of Boost Juice............................................................................2
d. Impact might increasing participation of women in the
workforce/leadership positions have on sociocultural changes to
behavior and attitudes among the Australian workforce..................3
SECTION 2-.................................................................................................4
1. Briefly explain management, as discussed in this unit and how
managers can create competitive advantages through people..........4
2. The main ways that jobs can be redesigned the Job......................5
REFERENCES................................................................................................7

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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.
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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%

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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

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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).
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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.
2. 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.

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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.

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REFERENCES
1. 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.
2. Bush, R., 2002. Effective Nonprofit Management: The
Leadership Factor. Nonprofit Management and Leadership, 12(3), pp.32-33.
3. 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.
4. McFarland, V., 2014. Situational Leadership. SSRN Electronic
Journal,.
5. Ranniger, C., 2019. Acute Care: Pain Management. DeckerMed
Pain Management,.
6. Still, L., 2006. Where are the women in leadership in Australia?.
Women in Management Review, 21(3), pp.180-194.
7. 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.

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