CMI Level 8 Assignments


CMI Unit 8006V1 – Strategic Culture Level 8 Assignment Sample UK

CMI Unit 8006V1 – Strategic Culture Level 8 Assignment Sample UK

The CMI Unit 8006V1 – Strategic Culture course is a great way to gain insight into the field of strategic management. With the use of case studies, lectures and discussions, the course will allow participants to explore how to create value using both strategy and culture. By working with leading international scholars from around the world, learners will ultimately understand how strategic alignment can be achieved within an organization. Those who attend this course will certainly benefit from acquiring the knowledge and skills necessary for creating a successful company environment that reflects its culture and strategic goals.

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In this part, we shall provide various assignment activities for you to complete. These include:

CMI 8006V1 Task 1: Be able to evaluate and critique currently held perceptions of inter-organizational policy and strategy.

Assessing the current perceptions of inter-organizational policy and strategy requires an open-minded approach that takes into account all relevant facts. We must strive to truly understand the reasoning behind existing beliefs, rather than merely accepting them without question. To do this effectively, attention should be paid not only to broad trends but also to specific details that could explain why certain decisions have been made. By looking at each individual approach critically and thoughtfully, we can identify areas for improvement and make better-informed strategic choices. This analytical process can help to ensure a successful outcome while also honoring the expectations of stakeholders.

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AC 1.1 Identify and critically evaluate the conceptual grounds on which current perceptions of inter-organizational policy and strategy are based.

Inter-organizational policy and strategy is a complex field that requires careful evaluation of the fundamental concepts underpinning these strategies. Among the most prominent theoretical premises are those associated with governance, where the relationship governing bodies have with stakeholders such as customers, suppliers, partners and governments must be reconciled for successful implementation. Leadership and decision-making theories are also vital, allowing executives to take informed decisions based on contextually aware models.

Finally, current perceptions of policy and strategy must also consider wider economic concerns that shape how organizations anticipate changes in market conditions. In view of this complexity and interconnection of variables, effective execution of any cohesive policy or strategy must allow for the articulated understanding of all these basic concepts.

AC 1.2 Assess how to exploit the potential outcomes if these factors changed.

Exploring the potential outcomes of a change in certain factors can be a great way to gain invaluable insights that can drive business decisions. A thorough assessment should include looking at what effects said changes could have on existing processes and workflows, as well as seeking out new opportunities that may arise due to the transformation. Additionally, it’s important to consider how the modified parameters could create more meaningful customer experiences and foster better relationships with partners and contractors. By taking the time to review all these points carefully, companies can optimize their current strategies and ensure they are making full use of new potentials if the given factors change.

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CMI 8006V1 Task 2: Be able to evaluate the impact of cultural influences on inter-organizational decision-making.

From analyzing employee attitudes to considering the effects of international borders, it is essential for businesses to understand how cultural influences can affect inter-organizational decision-making. Cultural values, habits and perceptions of leadership play a key role in this process and should be evaluated carefully during the decision-making process. By understanding the cultural preferences of a particular group or nation, organizations have the power to shape decision strategies that provide positive outcomes while remaining sensitive to each culture’s distinct values.

AC 2.1 Assess the roles of religion, political structures, cultural norms, ethnicity, ethos, the concept of “the State”, business and economic models and globalization in the development of inter-organizational policy and strategy.

Religion, political structures, cultural norms and ethnicities have all played a role in the development of inter-organizational policy and strategy. Depending on the society or region, activities such as trade or diplomatic relations may be heavily influenced by religious doctrines. Political structures can also play a part in how organizations operate at a regional level, as does cultural norms which can dictate ideas about acceptable behavior between different entities. Additionally, ethnicity has often been used to form alliances or create divisions that have impacted organizational policy and strategy.

The concept of ‘the State’ has often changed organizational policy both locally and globally due to the increased abilities of global communication technologies. Similarly, economic models employed by various organizations are intricately linked to international trade agreements and the flow of people and resources across borders. Finally, economic and business globalization have had an irreversible impact on inter-organizational policy and strategy through both positive and negative implications.

AC 2.2 Evaluate how these factors affect the process of and participation in decision-making to arrive at a consensus view of inter-organizational policy and strategy.

Coming to a consensus view of inter-organizational policy and strategy requires careful consideration of the factors that influence decision-making processes. These factors can range from the size and experience level of the decision-makers to the organization’s structural dynamics in terms of buy-in and inclusion, to basic needs for agreement around costs, benefits and outcomes. Competition between stakeholders over varying interests can complicate negotiations, making it important to ensure everyone’s voice is heard during deliberations.

Staffing decisions must also factor in, both in terms of empowering high-level decision-makers within each organization as well as creating an environment wherein all levels of staff are allowed opportunities to contribute their ideas into the broader discussion. By addressing these various variables, organizations evoke significant changes in how they view and implement policies applicable across scenarios.

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CMI 8006V1 Task 3: Be able to challenge pre-conceptions and current interpretations of stakeholder power, status and roles.

Challenging pre-conceptions and current interpretations of stakeholder power, status and roles is an essential component in any successful interaction between stakeholders. Many of the assumptions underpinning existing models of stakeholder engagement have been challenged in recent years, and it is now more important than ever to educate ourselves on the importance of taking a new approach. Leaders must not only recognize that all stakeholders should be considered and fairly represented in decision-making processes but also strive to ensure that decisions are taken with the best interests of all parties in mind. By building consensus among stakeholders – rather than pursuing narrow interests – it is possible to create business solutions that represent everyone’s needs.

AC 3.1 Compare and contrast how current stakeholders structure themselves and develop their power and status.

Stakeholders have traditionally structured themselves in order to amplify their individual and collective power, as well as their status. However, in the current landscape of global connectivity and digital competition, the traditional models of stakeholder structure are not always applicable. Many stakeholders are now turning to technology-driven solutions that allow them to aggregate data and leverage it for insights that give them an edge over their competition.

They can also use social media platforms to develop strong relationships with potential and current partners, customers, and employees, which helps elevate their influence substantially. Ultimately, today’s stakeholders must approach these strategies with agility if they want to stay ahead of the competition while creating a culture of success.

AC 3.2 Develop researched logical, powerful and coherent arguments for discussion with stakeholders and influencers which challenge the status quo in terms of thinking and structures.

Developing researched logical, powerful, and coherent arguments is a critical part of any discussion in order to effectively challenge the status quo. This means that the individual must be knowledgeable in the subject matter being discussed and have the ability to guide conversations in a manner which enables all stakeholders and influencers to more fully understand. Being able to provide insight into how current practices may not be leading to desired outcomes as well as articulating possible alternative approaches is essential for successful discussions.

Moreover, understanding how complex issues should be framed from many different perspectives allows for more effective responses when any form of resistance is encountered. Without an informed argument firmly supported by research, it will be very difficult for the conversation at hand to lead to meaningful change for all parties involved.

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