LuxeCosmétiques

1.

ID:0001 6634
S tudent Name: Muxammad-Amin S amadov
S eminar Leader: Far
LuxeCosmétiques
1 20
Workforce
Premium
Establishment
The company offers a
diverse range of premium
operating 6 months →
French cosmetics
retail in 3 major cities like
Tashkent,Samarkand and
Jizzakh

2.

LuxeCosmétiques
1. Origin and Operation: LuxeCosmétiques is a recently opened
cosmetics brand from France that has been operating in
Uzbekistan for only six months. The company has established its
presence with retail outlets in major cities like Tashkent,
and The
Jizzakh.
2. Samarkand,
Product Range:
company offers a diverse range of premium
French cosmetics, catering to a wide array of customer needs and
3. preferences.
Customer Service: LuxeCosmétiques prides itself on providing
top-notch customer service. It is committed to upholding the global
brand guidelines for customer service set by its headquarters in
France, which is considered a pivotal element of its competitive
4. advantage.
Workforce: Currently, the company boasts a workforce of over 120
dedicated professionals who are integral to its operations and
customer service.

3.

Problems
Case questions
1
Indifference to Brand Guidelines:
A
significant portion of the staff members
appears to be indifferent to the global brand
guidelines for customer service set by its
headquarters in F rance. They struggle to
find motivation to adhere to the stringent
rules governing customer interactions.
⦁ What are effective leadership
strategies that can be employed
to enhance employee
commitment to the company?
⦁ When it comes to management
style, what balance should be
struck between concern for
people and concern for task?
Which style is more suitable for
2
3
Inappropriate Management Response: In
response to thes e challenges, the
management has resorted to frequent
punitive measures such as salary reductions
and imposing additional overtime hours,
which could be demotivating for the
employees.
Task Assignment Issues:
Uzbek
management often assigns tasks outside of
employees’ job descriptions, which can lead
to confusion and dissatisfaction among the
staff.
our organization?
⦁ Could you provide
recommendations for motivation
strategies aimed at increasing
staff motivation and
engagement?

4.

Solution 1: Implement Transformational Leadership
The management at “LuxeCosmétiques” could take the following steps:
• Ins pirational Motivation
• Intellectual S timulation
• Individualized Cons ideration
• Idealized Influence (R ole Modeling)
By implementing these strategies, “LuxeCosmétiques” could enhance employee commitment to the
company’s brand guidelines and improve customer service quality. R emember, it’s crucial that all ideas,
arguments, and recommendations are justified and supported with references to academic sources or
findings of primary research.

5.

S olution 2: Implement Participative Management
A
B
C
D
Inclusive Decision-
Feedback Mechanisms
Transparency
Collaborative
Making
Problem-Solving
By implementing these strategies, “LuxeCosmétiques” could create a more positive work environment
where employees feel more engaged and motivated.

6.

S olution 3: Implement Task-Oriented
L eadership
Clear Role Definition
S tructured Task
Assignment
Open Communication
Training and Development
By implementing these strategies, “LuxeCosmétiques” could improve task assignment practices and
enhance employee satisfaction.

7.

Conclusion
The case of “LuxeCosmétiques” presents a common challenge many
organizations face when expanding into new cultural contexts. The
company’s struggle with staff indifference to brand guidelines,
inappropriate management responses, and task assignment issues
highlight the importance of effective leadership and management
practices.
1.Trans formational Leaders hip
2.Participative Management
3.Tas k-Oriented Leaders hip

8.

Based on the analysis of the situation at
“LuxeCosmétiques”, here are three practical
recommendations:
Training
Programs
Employee
Involvement
Performance
Management
System
Remember, it’s crucial to communicate these changes effectively to ensure all staff members understand
and are on board with these new initiatives.

9.

REFERENCES
1. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.
2. Blake, R. R., & Mouton, J. S. (1964). The Managerial Grid: The Key to Leadership Excellence. Gulf
Publishing Co.
3. Hersey, P., & Blanchard, K. H. (1969). Life cycle theory of leadership. Training & Development Journal.
4. Herzberg, F., Mausner, B., & Snyderman, B.B. (1959). The Motivation to Work (2nd ed.). John Wiley.
5. Likert, R. (1961). New patterns of management. McGraw-Hill.
6. Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.
7. Vroom, V.H. (1964). Work and motivation. Wiley.