Critically analyse and apply key ideas and concepts via comprehensive research relevant both to the subject area and to professional practice in the field.

Assignment Brief

Module Title:	Strategic International Business Management (RKC)
Assessed intended learning outcomes:	On successful completion of this assessment, you will be able to: Knowledge and Understanding. 1. To comprehensively evaluate theories 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 oral communication 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:	Read the case study at the end of this assignment brief and then complete the following tasks: Write a report explaining why Jan may be encountering the difficulties he is facing and to make recommendations as to how he should proceed, in order to implement this change successfully.  Your report should address the following: 1. The people management issues that potentially underpin the difficulties Jan is facing (30 marks) – 900 words. 2. The steps that Jan should take in the short and medium term, to get the launch of the new product back on track (40 marks) – 1200 words. 3. The leadership style(s) that Jan should adopt in this process, including the reasons why (20 marks) – 600 words. 4. Any decisions or support that might be needed at board level to help improve this situation (10 marks) - 300 words. Your answer should be written as a report, with headings and sub-headings. You should draw on and reference theories of leadership and change management*
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). Feedback will be made available within 3 weeks of submission date. 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.

Sample Answer

Strategic Leadership and Change Management: A Report for Jan

1. Introduction

This report explores the challenges faced by Jan in implementing change and launching a new product in an international business setting. It analyses the people management issues causing difficulties, proposes short- and medium-term solutions, evaluates leadership styles suitable for Jan, and outlines support needed at board level. Relevant leadership, motivation, and change management theories are included.

2. People Management Issues 

Jan is facing several people management issues that are affecting the progress of the new product launch.

2.1 Cultural Differences
Jan is managing a diverse team in an international environment. According to Hofstede’s Cultural Dimensions, different attitudes towards authority, time, risk, and communication can lead to misunderstandings. For example, a high-power distance culture may expect a more directive leadership style, while a low-power distance culture may prefer participation.

2.2 Resistance to Change
Lewin’s Change Model shows that resistance is a normal part of change. Jan may not have effectively “unfrozen” the old way of working, so staff still feel attached to their old processes. Kotter also suggests that without a clear vision and proper communication, change efforts will likely fail.

2.3 Poor Communication
There may be a communication gap between Jan and his team. If expectations are unclear or feedback is not handled well, it can lead to confusion and low morale. Tuckman’s team development model suggests Jan’s team may be stuck in the "storming" phase, where roles and power are still being negotiated.

2.4 Motivation Problems
Herzberg’s Two-Factor Theory separates motivators (like achievement and recognition) from hygiene factors (like salary and work conditions). If Jan hasn’t focused on motivators, his team might feel uninspired. Additionally, Maslow’s Hierarchy of Needs reminds us that until basic needs are met, higher-level performance can`t be expected.

2.5 Lack of Employee Involvement
According to McGregor’s Theory X and Theory Y, if Jan treats his staff like they dislike work and must be controlled (Theory X), they may underperform. Engaging staff through empowerment (Theory Y) can lead to higher commitment and creativity.

3. Short- and Medium-Term Steps 

To get the product launch back on track, Jan needs to take a series of actions.

3.1 Short-Term Steps

3.1.1 Improve Communication
Jan should start daily stand-up meetings to share goals and progress. Open communication channels reduce confusion and build trust.

3.1.2 Clarify Roles and Expectations
Using Belbin’s Team Roles, Jan can identify strengths within the team and assign tasks accordingly. This ensures everyone knows their responsibilities.

3.1.3 Quick Wins
Delivering small wins (Kotter’s Step 6) boosts morale. For example, Jan could run a short pilot of the new product to show visible progress.

3.1.4 Training and Development
Jan should offer training in cross-cultural awareness, communication skills, and the technical aspects of the new product. This will improve confidence and reduce mistakes.

3.1.5 Involve the Team
Jan should create small task groups to make decisions about parts of the launch. This approach, in line with participative management, can increase ownership and motivation.

3.2 Medium-Term Steps

3.2.1 Develop a Shared Vision
According to Kotter’s model, creating and communicating a strong vision is essential. Jan must show how the product will benefit the company and the employees.

3.2.2 Build Team Cohesion
Team-building workshops can help staff move to the “norming” and “performing” stages of Tuckman’s model. Jan must also work on team identity and shared values.

3.2.3 Performance Management System
Implement SMART goals and regular performance reviews to track progress and provide feedback. Link rewards to team and individual achievements to encourage motivation (based on Vroom’s Expectancy Theory).

3.2.4 Address Cultural Barriers
Introduce cultural mentors or buddies for team members from different backgrounds. Hofstede’s insights can guide tailored strategies.

3.2.5 Monitor and Evaluate
Set clear KPIs and use project management tools to monitor performance. Feedback should be regular and focused on improvement, not blame.

Continued...