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Avon: More than Cosmetic Changes

The success of business operations is determined by a number of factors. This includes the organization structure and the organization of the management team to facilitate the organization’s activities. In the recent past, leadership effectiveness has been view as a driver of organizations into greater achievement. However, leadership has been depicted as complex and sophisticated subject. Based on this, many of the leaders are viewed as lacking effectiveness in the execution of duties and responsibilities. This has been an issue that has raised great concern many organizations, especially in those mature and expansive institutions operating in the international markets. As the success subject takes the priority in business world, this has led to the adoption of different leadership styles to meet the organization success needs (Jeong, 2010).

All in all, a successful management team has to provide the most conducive working environment in all dimensions and to all key players of the organization.  Based on the recent research, this largely depended on the way the leaders integrates the leadership competencies in their workplaces, and in their personal and social duties. Generally, there are eight leadership competencies which make leaders to be effective performing or executing their duties. Among these are personality, self-concepts, drive, and leadership motivation, knowledge of business, cognitive intelligence, integrity and emotional intelligences. Thus, persons in the management level have to accommodate the entire positive and the negative effects that might arise within their tenure in order to make a progress growth and development of the organization or institution. In this particular paper, it is a case analysis of the Avon’s leadership to show the extent to which leaders acquire and apply these competencies, hence make themselves to succeed or fail in their career.


The Avon product Inc., under the leadership of chief officer Andrea Jung, had been so successful in its business operation till 2005, when its global sales dropped. This followed as result of the foil of the company’s sales in the international markets, especially in the developed nations including Central Europe, Russia, Mexico and United States. This was a reversed CEO’s expectation who believed that the company will soon be famed over the Wall Street. In reality, the company’s stock prices dramatically fell from the previous 181% to 45% within a couple of months. This has been the trend for more than a year. In 27th Feb, Jung is aware of the stock price drop from the 39 to 36.65%, which was as a result of the new sales recruits in China, a thing which made the shareholder happy. Despite this situation, the chief officer is optimistic in the regaining of the market; she continues her habitual expansion of the geographical market size, shifting his target from the developed national to the developing states, particularly in China. The CEO had however been pondering over the existing problem of diminishing sales for the last 1 ½ years. Following the sales downsizing, the company shareholders received the news with surprise, and angrily responded by bailing out (Bloomberg. Com, 2010).    

Although the company still experiences eminent problems, and the chief officer lack restructuring experience except the pervasive experience that she bolster on brand development. Undoubtedly, the Jung is not confident of whether to undertake the restructuring of the management team, a task that she has never before on her own, or to involve the other managerial individuals in the process. In her 5 ½ year of the company management, she has applied the forceful strategy on her junior managerial team. In the past year, the chief officer had restructured the company’s management structure, drawing most autonomous powers of the country managers for centralized manufacturing and marketing. During the company’s meeting, the usual protocol has greatly changes, and the representatives are wondering and annoyed of the speech on problem rather than the products as it used to be. Jung received a number of advices from different individual including the Ram to settle the current problem at hand. The Company’s traveling tasks on her is too much to a point that Jung believes that she is just doing it by sacrifice (Bloomberg. Com, 2010). 

Key Issues

The major issue in this particular subject is leadership competencies are acquired in different ways and applied by the leaders in diverse manner.  It is indicative in chapter 12 of the textbook that leadership competencies are fundamental for effective leadership. In the general management of organization, emotional intelligence is perceived as one of the key factor that enables leaders to more effective in their work than others. Emotional intelligences help leaders to have control of them of incidents that happen coincidentally right or wrong. Knowledge of business is also another core leadership competency that is widely applicable in many institutions as it helps to the leaders to entangled problems emerging from the external environment of the business. However, emotional intelligence is most important in the making of decisions in an organization that is fighting for its survival in the market.


Poor decision making in a large proportion of the organizations is related to core leadership competence of emotional intelligence. The sales downsizing of the organization brought in much tension to the key players of the organization. The shareholder are not confident and happy about the outcome of the organization for the last 1 ½ years. The chief officer is aware of the market situation, and her intentions might be right in cutting down the overhead managerial cost, however, she is failing in acting in the right direction, whereby he should have consulted with the others leaders. In order to enhance the judgments of other and make the right decision, leaders should have control over their emotions. In addition, emotional intelligence is of fundamental importance on interaction and learning more others in workplaces (Jeong, 2010). 

Alternative solutions

Self-concept is broadly and largely linked to what psychologists have referred to as self awareness. In the psychologists view, emotional intelligence can be acquired in several ways. This entails participative strategy, where individuals within an organization or institution get involved in an activity of common goal. A part from, leaders gained emotional control through setting an environment where individual become interdependent on one another. Delaying a particular task is another method through which leaders may get themselves and those whom they lead in their control of their emotions. Building composure and being straight forward is another way through which leaders may have great impact on the organization performance. Finally, it said that keeping work balance with personal life is crucial measure of emotional intelligence of an individual (Goleman, 2002).    

Selected solution

In the Avon case study, the most appalling issue is concerned with the balancing of workload with personal life. Seemingly, the leaders in the managerial position appear to pile all the workload on themselves. Thus, balancing the workloads and the personal life is selected as the most pervasive strategy of solving the problem associated with numerous failed decisions in an organization.


In the implementation strategy, the organization has to take the following steps to integrate greater emotional controls in their operations.

The company has to determine the various tasks to be undertaken to prevent all the possibilities of leaving some work unattended.  This is necessary to ensure no losses or cause of inconvenience to individuals or the organization.

These tasks should then be subdivided to different individuals in the organization. Such subdivisions not create an environment where there individuals has to dependent on others assistance but it also leads to work specialization, which is likely to increase efficiency.

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