Strategic International Business Management

ModuleTitle: Strategic International Business Management
CRN:
Level: 7
Module Leader/ Assessment set by:
Assessment title: Final Assignment
Assessed intended learning outcomes: On successful completion of this assessment, you will be able to:
Knowledge and Understanding.
1. To comprehensively evaluatetheories of leadership / motivation / change management and their effective implementation in an

international context.

2. To critically appreciate the management of diversity in a cross-cultural context.

Transferable/Key Skills and other Attributes.
1. Critically analyse and apply key ideas and concepts via comprehensive research relevant both to the subject area and to professional

practice in the field.

2. Use terminology associated with the subject area accurately and in a way, which demonstrates sophisticated knowledge and understanding.

3. Develop and enhance individually and/or collaboratively effective written and/or oralcommunication skills for both specialist and non-

specialist audiences.
Weighting within module: This assessment is worth 50% of the overall module mark.
Task details and instructions: Firstly, go to the following link: Has the CEO really changed or is it business as usual?
https://theconversation.com/has-the-ceo-really-changed-or-is-it-business-as-usual-36739

1. Scroll down and listen to the 4-minute video by Professor Ed Schein talking about the main issues within organisations today – the

increasing interdependence between bosses and subordinates, and the need for better upward communication and a different style of

leadership at the top.

2. Read the rest of the article by Paul Levy (Senior Researcher in Innovation Management at University of Brighton) where he discusses CEO

behaviour.

3. With Professor Schein’s thoughts in mind, you should engage in additional reading and research in order to write an essay of 3,000

words that critically discusses the following statement:

“Upward communication and senior leader behaviour – the possibilities and challenges of developing an inclusive, open culture within a

multinational enterprise.”

Your answer should draw on and make reference to relevant theory in order to address the following points.
• The way that MNEs are changing and the leadership challenges associated with this (20 marks) – 600 words
• The style/s of leadership more likely to facilitate the open culture that Professor Ed Schein suggests is needed (30 marks) – 900

words
• Other factors within MNEs that may hinder the development of such an open culture (30 marks) – 900 words
• What might happen if more distributed forms of leadership were to emerge (20 marks) – 600 words

Useful Resources
Via the University of Salford Library:
Journals:
• ‘The Leadership Quarterly’, ‘Leadership’, ‘Administrative Science Quarterly’, ‘Organization’,’ Organization Science’, ‘The Academy

of Management Journal’, ‘The Academy of Management Review’.
Journal Articles:
• House, R., Javidan, M. & Dorfman, P. (2001). Project GLOBE: An Introduction. Applied Psychology: An International Review, 50 (4),

489-505.
• Javidan, M. & House, R. (2001). Cultural Acumen for the Global Manager: Lessons from Project GLOBE. Organizational Dynamics, 29

(4), 289-305.
• Javidan, M.& Dastmalchian, A. (2009). Managerial Implications of the GLOBE Project: A Study of 62 Societies. Asia Pacific Journal

of Human Resources, 47 (1), 41-58.
On the Internet:
• Hofstede’s weblinks on national and organizational culture. https://www.hofstede-insights.com/Word count Your assessment

should be3000 wordsin total (+ / – 10%).
The word count excludes the following:
– cover page
– contents page
– references
-tables
– diagrams
– appendices
Marking criteria/scheme: Marks for your assessment will be awarded with reference to the Level 7 grade descriptors that can be

found in the University web site.
Penalties for exceeding word count/duration: We expect all students to comply with the indicative word count outlined in the Task

Details above.
Feedback arrangements: “The purpose of feedback is not to provide students with a benchmark between passing and failing but to identify

strengths and where there is room for improvement and development” (Assessment and Feedback for Taught Awards Policy).
All marks will be ratified at the appropriate Board of Examiners following internal and external moderation.
Please note that being dissatisfied with your results does not constitute grounds for an academic appeal.
Support arrangements: Academic Misconduct
The University takes all forms of academic misconduct seriously. This includes plagiarism, asking someone else to write your assessment

for you or taking notes into an exam. You can find out how to avoid academic misconduct
Assessment Information
If you have any questions about assessment rules, you can find out more
Personal Mitigating Circumstances
If personal mitigating circumstances may have affected your ability to complete this assessment, you can find more information about

personal mitigating circumstances procedure

Reassessment:

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