AC 1.1 – Review and access the relationship between different partners in the development of policy and impact on inter-organisational strategies.
UNIT CMI 8004V1 LEVEL 8 IN STRATEGIC DIRECTION AND LEADERSHIP
CMI provides a six-week service level on all assignments received for marking. Learners are required to complete all tasks and address ALL assessment criteria.
Assignment Guidelines
All work must be submitted in a single electronic document (.doc file). The document must be marked with the learner’s name, number and unit number. Electronic assignments should be sent by Cambridge College to [email protected].
The assignment should be your own work and not copies of theories or models, direct quotes should be kept to a minimum, and shown in inverted commas. Models described and other quotes used must be properly attributed and referenced as appropriate. Learners must acknowledge or reference any sources that have been used to complete the assignment, listing reference material and web sites used, appendices must not be included.
Learners are encouraged to produce a reflective statement of no more than 300 words (which does not count towards the final word count), describing the value and knowledge gained from undertaking this assignment. The reflective statement is not assessed; however, it encourages you to review the value and application of your learning.
Plagiarism and Collusion
In submitting the assignment, the learner or Centre must complete a statement of authenticity confirming that the work submitted for all tasks is their own and does not contravene CMI policies including word count and plagiarism.
Academic offences, including plagiarism and collusion, are treated very seriously. Plagiarism involves presenting work, excerpts, ideas or passages of another author without appropriate referencing and attribution. Collusion occurs when two or more learners submit work which is so alike in ideas, content, wording and/or structure that the similarity goes beyond what might have been mere coincidence. Plagiarism and collusion are very serious offences and any learner found to be copying another learner’s work or quoting work from another source without recognising and disclosing that source will be subject to a malpractice investigation by Cambridge College and CMI will be notified. As a professional body CMI considers such actions very seriously and in line with its own code of conduct and practice may impose its own sanction separate to that imposed by Cambridge College.
In submitting their assignment for the unit, and completing the relevant statement of authenticity, learners are confirming that the work submitted for all tasks is their own and does not contravene the CMI policies including word count, plagiarism and collusion. Tutors must sign the statement of authenticity, confirming that to the best of their knowledge the work submitted is the learner’s own. CMI reserves the right to return assessments if the necessary statements of authenticity have not been completed.
Learners found to be in breach of these regulations will be reported to the relevant CMI contact for deliberation. The Centre and learner will be notified in writing of the outcome of the investigation. In the event that a learner is found to have perpetrated malpractice, the learner will be withdrawn from his/her qualification immediately; fees will not be refunded, the relevant Regulatory Body will be informed and membership of the CMI will be withdrawn
Appendices
Appendices should not be included. All use of tables, graphs, diagrams, Gantt chart and flowcharts should be incorporated into the main text of the assignment. Any published secondary information such as annual reports and company literature, should be referenced in the main text of the assignment but not included.
Confidentiality
Where learners are using organisational information that deals with sensitive material or issues, they must seek the advice and permission from that organisation about its inclusion in an assessment. Where confidentiality is an issue, Learners are advised to anonymise their assignment so that it cannot be attributed to that particular organisation.
Word Count Policy
In total, it is required that your assignment should be between 5000 - 5500 words. Learners must comply with the required word count, within a margin of +10%. These rules exclude the index (if used), headings, information contained within references and bibliographies. When an assessment task requires learners to produce presentation slides with supporting notes, the word count applies to the supporting notes only. Where a learner’s work has contravened the word count policy, it will be reviewed by the Marker and Lead Moderator and may be returned to the centre for editing.
UNIT CMI 8004V1 LEVEL 8 IN STRATEGIC DIRECTION AND LEADERSHIP
Referencing and Professionalism
A professional approach to work is expected from all Learners. Learners must therefore identify and acknowledge ALL sources/methodologies/applications used. The learner must use an appropriate referencing system to achieve this. Whilst marks are not awarded for the use of English, the learner must express ideas clearly, succinctly, and ensure that appropriate terminology is used to convey accuracy in meaning.
| |
INTRODUCING ASSESSMENT BRIEF Unit CMI 8004V1 LEVEL 8 IN STRATEGIC DIRECTION AND LEADERSHIP
|
To complete this assignment, you should select a company and an industry with which you are familiar. The organisation could be the one you currently work for in real life or another organisation of your choice. You need to apply your learning to all of the tasks in this assignment and address ALL assessment criteria with your answers. It is important, therefore, to choose an organisation that you are familiar with, and where there is sufficient scope for exploring all tasks and potentially adding value from the work you do for the assignment.
|
»
|
ASSESSMENT TASKS AND WORD COUNT
|
Assessment brief Unit CMI 8004V1 features the following assessment tasks. Further detail is provided against each assessment task within the brief.
Background
Provide a background to your chosen organisation, 10 sentences (Max 200 words). Background should include:
- The name of the organisation
- Type of organisation
- Size of organisation
- Range of products and services
- Customer base
- Key customer segment
The background is not assessed and not taken into consideration when calculating the word count of the completed assignment.
|
Assessment Task
|
Learning Outcome
|
Assessment Criteria
|
|
Question 1
|
Be able to explain how policy objectives are translated into Inter-organisational strategies
|
AC 1.1 – Review and access the relationship between different partners in the development of policy and impact on inter-organisational strategies.
|
|
AC 1.2 - Evaluate the contribution of economic, political and social factors to the development of inter-organisational policy and strategy
|
|
AC 1.3 - Assess and evaluate the role of domestic, national, and multi-national interests in the translation of policy into inter-organisational strategy
|
|
Question 2
|
Be able to assess the roles of relevant partners in the formulation of inter- organisational strategy
|
AC 2.1 - Identify and evaluate the policy position of different partners involved in the development and implementation of inter-organisational strategy
|
|
AC 2.2 - Evaluate tensions and conflicts of interest in the roles of different partners, and propose innovative solutions to enhance relationships and outcomes in order to achieve a coherent output
|
|
AC 2.3 - Develop models which support inter-organisational working and which respect the integrity of partner organisations and their political, moral, social and economic stance and differences
|
|
Question 3
|
Be able to evaluate the impact of economic factors in the coordination of inter- organisational policy objectives and strategy
|
AC 3.1 - Identify and assess the key economic drivers of inter- organisational policy and strategy
|
|
AC 3.2 - Evaluate the impact on existing policy and strategy commitments of the finance and funding of operational activities arising from new inter-organisational strategic and policy imperatives
|
|
AC 3.3 - Propose and assess ways of funding unexpected operational activities which will need to meet inter- organisational policy and strategic commitments
|
|
Question 4
|
Be able to assess the coherence of inter-organisational strategy, planning and implementation
|
AC 4.1 - Review and critique current methods and theories of inter-organisational strategic planning and implementation
|
|
AC 4.2 - Propose original and innovative alternatives to improve inter-organisational communication co-ordination, strategic planning and operational implementation, and evaluate their likely impact
|
|
Question 5
|
Be able to forecast a future view of how trends and events can and will influence inter- organisational policy and strategy
|
AC 5.1 - Research and review authoritative, quantitative and qualitative data and sources to identify relevant political, social, economic, technological and moral trends which will be likely to affect short, medium and long-term inter- organisational policy and strategy
|
|
AC 5.2 - Use current concepts, theories and methodologies to forecast likely future events which will affect and be affected by inter-organisational policy and strategy
|
|
AC 5.3 - Propose alternative and innovative solutions which challenge received wisdom to achieve better outcomes from the process of inter-organisational policy and strategy formulation.
|
Review and assess the relationship between different partners in the development of policy and its impact on inter- organisational strategies. Evaluate the contribution of economic, political and social factors to the development of inter- organisational policy and strategy. Assess and evaluate the role of domestic, national, and multi-national interests in the translation of policy into inter-organisational strategy.
AC 1.1, 1.2, 1.3
|
Guidance for completion of Question 1
|
|
In reviewing and assessing the relationship between different partners in the development of policy and its impact on inter-organisational strategies, Learners should start by setting the context. Is the relationship inter-organisational involving several entities within the same national or international organisation, or, is the relationship inter-company involving relationship between different organisations noting these organisations could be located within a national or international context? If the relationship involves different organisation a full answer could discuss the nature of the relationship of the different Partners in context of a joint project or programme of work across the end-to-end customer supplier value chain. Learners might also review how this relationship manifests itself in the respective policy deployment of the Partners and the impact on their inter-organisational strategies. Building on the response to AC 1.1, above, Learners could then evaluate the contribution of 7 economic, political and social (STEEPV) factors on the development of inter-organisational policy and strategy. The answer could be presented in terms of two scenarios for example:
1) The contribution by the subsidiaries of the same organisation to the development of the overarching inter- organisational policy and strategy. The contribution to the development of inter- organisational policy and strategy by the partner organisations where there may be different perspectives or importance placed on the role of these (STEEPV) factors When assessing and evaluating the role of domestic, national and multinational interests in the translation of policy into inter-organisational strategy a full answer could build on the response to AC 1.2, above/ Learners could again be presented in terms of two scenarios.
2) The role of domestic, national, and multi- national interests in the translation of policy into inter-organisational strategy where a different emphasis is placed by national entities within the Same international organisation.
3) The role of domestic, national, and multi- national interests in the translation of policy into inter-organisational strategy where a different emphasis is placed by the different Partners on their inter- organisational strategy. A considered response could also comment on any of the constraints, legal obligations or national government policy and their effect/s upon a given sector/s.
|
Identify and evaluate the policy position of different partners involved in the development and implementation of inter- organisational strategy. Evaluate tensions and conflicts of interest in the roles of different partners, and propose innovative solutions to enhance relationships and outcomes in order to achieve a coherent output. Develop models which support inter-organisational working and which respect the integrity of partner organisations and their political, moral, social and economic stance and differences.
AC 2.1, 2.2, 2.3
|
Guidance for completion of Question 2
|
|
In identifying and evaluating the policy position of different partners involved in the development and implementation of inter-organisational strategy learners could build on the response to AC 1.3, in particular scenario 2: The role of domestic, national and multi-national interests in the translation of policy into inter- organisational strategy where a 8 different emphasis is placed by the different Partners on their inter-organisational strategy. A full answer could also comment in more detail on any of the constraints, legal obligations or national government policy the Partner organisations must take into consideration, for example, ratio of national and ex pat employees and the emigration and immigration of talent. In evaluating the tensions and conflicts of interest in the roles of different partners, and proposing innovative solutions to enhance relationships and outcomes in order to achieve a coherent output, a full answer could comment in detail on the constraints, legal obligations or national government policy the Partner organisations must take into consideration. Learners might put this into context of a joint project or programme of work where each of the partners has a common interest. Here the overriding purpose and outcomes of the project or programme could drive innovative solutions to enhance relationships and outcomes whereas in other sectors this might not be possible. In responding to this criterion, you answer could be based on utilising and synthesizing the following models to fit the context: Viable systems model - Stafford Beer, Organisational Congruence - Nadler and Tushman. This is an input output model which considers the change drivers and change dimensions IDEF (0) - USAF - based on cybernetic principles used to map the end-to-end process flows which are neutral of any organisational constraints, SSM - Soft Systems Methodology, Log Frames - used for major international project/programme justification. These models support inter-organisational working and respect the integrity of partner organisations and their political, moral, social and economic stance and differences.
|
Identify and assess the key economic drivers of inter-organisational policy and strategy. Evaluate the impact on existing policy and strategy commitments of the finance and funding of operational activities arising from new inter- organisational strategic and policy imperatives. Propose and assess ways of funding unexpected operational activities which will need to meet inter - organisational policy and strategic commitments.
|
Guidance for completion of Question 3
|
|
In identifying and assessing the key economic drivers of inter organisational policy and strategy, a full answer could explore the different economic cycles in which a national and international organisation operates. This could include comments on the cost of money, appetite for risks; the availability of resources and capabilities and the role of disruptive technologies (Stewart Brand) in the markets/sectors in which the organisation operates. 9 When evaluating the impact on existing policy and strategy commitments of the finance and funding of operational activates arising from new inter- organisational strategic and policy imperatives, a full answer could build on the response to criterion, 3.1, above and quantify more fully the economic drivers. Learners could also comment on the organisations approach to funding and project/programme justification. This could be based on simple cost benefit; the use of Log Frames and NPV methods. Some comments on how new inter organisational strategic and policy imperatives provide the guides for project/ programme justification would add to an answer. In proposing and assessing ways of funding unexpected operational activities which will need to meet inter organisational policy and strategic commitments a full answer could explore some of the accounting methods used to justify project/ programme expenditure. These could include: The role of contingency funds, the treatment of depreciation. That is depreciation used as a sinking fund to provide funds for capital asset replacement, The treatment of risk and the application of hurdle rates, Self-funding projects. That is, projects funded from revenue generated rather than initial capital investment
|
Review and critique current methods and theories of inter-organisational strategic planning and implementation. Propose original and innovative alternatives to improve inter-organisational communication co- ordination, strategic planning and operational implementation, and evaluate their likely impact.
AC 4.1 & 4.2
|
Guidance for completion of Question 4
|
|
Here Learners might use the 4 basic methods and theories of inter-organisational strategic planning and implementation based around the use of: Deliberate strategy, emergent strategy, Scenario based strategy and Resource based strategy. For this criterion Learners should further review the use and relevance of these approaches in context of an organisation’s inter-organisational strategic planning and implementation philosophy. When proposing original and innovative alternatives to improve inter-organisational communication co-ordination, strategic planning and operational implementation, and evaluating their likely impact, a full answer could be based on using Beer’s viable systems model amongst others that recognise autonomous business units and could also call upon Shannon’s communications theories. Learners could further explore entities via the use of complexity drivers of time, geography, customers and markets and technologies. That is depreciation used as a sinking fund to provide funds for capital asset replacement, The treatment of risk and the application of hurdle rates, Self-funding projects. That is, projects funded from revenue generated rather than initial capital investment.
|
Research and review authoritative, quantitative and qualitative data and sources to identify relevant political, social, economic, technological and moral trends which will be likely to affect short, medium and long-term inter-organisational policy and strategy. Use current concepts, theories and methodologies to forecast likely future events which will affect and be affected by inter-organisational policy and strategy. Propose alternative and innovative solutions which challenge received wisdom to achieve better outcomes from the process of inter-organisational policy and strategy formulation.
AC 5.1, 5.2 & 5.3
|
Guidance for completion of Task 2B
|
|
In researching and reviewing authoritative, quantitative and qualitative data and sources to identify relevant political, social, economic, technological and moral trends which will be likely to affect short, medium and long term inter organisational policy and strategy learners could make reference to: National and international media and journals, Research data based held on the internet, Public sources of data and information held on the internet, e.g., Google, NOS, The use subscription only data bases, e.g., PIMS (Profit Impact of Market Share) and TRIZ. When discussing current concepts, theories and methodologies to forecast likely future events which will affect and be affected by inter- organisational policy and strategy, a response might be able to draw upon the cultural norms of the organisation used in formulating strategy and policy. For example, the organisation’s view and use of: Forecasting techniques, Environment scanning to identify weak signals, Scenario based strategy formulation, Resource based strategy formulation. This could also include the organisation view and comfort of dealing with and recognising unexpected events. In proposing alternative and innovative solutions which challenge received wisdom to achieve better outcomes from the process of inter- organisational policy and strategy formulation, answers could build on the response to criterion 5.2, above and explain how the following help challenge received wisdom to achieve better outcomes from the process of interorganisational policy and strategy formulation: Forecasting techniques, Environment scanning to identify weak signals. Scenario based strategy formulation; Resource based strategy formulation.
|
- Evaluate - Consider the strengths and weaknesses, arguments for and against and/or similarities and differences. The writer should then judge the evidence from the different perspectives and make a valid conclusion or reasoned judgement. Apply current research or theories to support the evaluation when applicable.
- Identify - Ascertain the origin, nature or definitive characteristics of something.
- Assess - Provide a reasoned judgement or rationale of the standard, quality, value or importance of something, informed by relevant facts/rationale.
- Review - To examine, survey, reconsider a subject, theory or item.
- Develop - Elaborate, expand or progress an idea from a starting point building upon given information. Research - A detailed study or investigation of a subject in order to establish facts and reach new conclusions.
UNIT CMI 8004V1 LEVEL 8 IN STRATEGIC DIRECTION AND LEADERSHIP
100% Plagiarism Free & Custom Written,
tailored to your instructions