CMI 301 Assignment Example
Table of Contents
The majority of assessable work at Level 3 is expected to be in written form, regardless of how it is created or recorded. For this unit, the amount of work should generally fall within a word count of 2000-2500 words, with a margin of +/-10%. While exceeding the word limit is not a reason for referral, CMI may return the work to the Centre for editing and resubmission by the Learner if needed.
Certain elements are excluded from the word count, unless specified by the assessment brief. These include introductions to job roles, organisations, or departments, index or content pages, headings and subheadings, diagrams, charts, graphs, reference lists or bibliographies, and reflective statements on how the assignment has impacted the learner’s work.
Assessment Questions
TASK 1: Governance of organisations
Organisations are managed in different ways. In the table below, provide THREE (3) examples of different types of organisations (such as Public Sector, Public Limited Companies (PLCs), third sector/voluntary/not-for-profit, sole traders, etc.) and describe how each one is governed.
AC1.1 Outline the governance of different types of organisation
Example:
- Public Limited Company (PLC)
PLCs must follow strict rules and laws related to corporate governance. Shareholders own the company and elect a board of directors. The board is responsible for making key decisions, appointing executives, and setting company policies. They also ensure transparency by providing detailed financial reports to shareholders, regulators, and the public (Salehi, Ammar Ajel & Zimon, 2022).
TASK 2: How organisations operate
For tasks 2a, b, and c, it is recommended that you use examples from an organisation you are familiar with or have researched.
AC1.2 Explain the factors which influence an organisation’s culture
Example:
According to White-Lewis, D. K. (2020), an organisation’s culture, equity, and diversity are influenced by many interconnected factors that define its identity and impact. These factors include the organisation’s size, history, purpose, and leadership, which all contribute to its uniqueness.
The size of an organisation affects how communication flows, how cohesive the team is, and how easily cultural initiatives can be implemented. Industry demands, competition, and market trends also play a role in shaping aspects of culture like innovation, adaptability, and risk-taking.
Hierarchical structures, communication methods, and teamwork affect how culture develops and spreads. The age, gender, race, and background of the workforce contribute to creating an inclusive and diverse culture. Leadership styles and the ethical values of top management also influence cultural norms and priorities.
An organisation’s mission, vision, and values align employee behaviour with its overall goals, driving its culture. Additionally, the organisation’s history and experiences shape its cultural traditions, values, and beliefs.
AC1.3 Explain the purpose of organisational mission, vision and value statements
Example:
An organisation’s mission, vision, and values statements act as guiding principles that shape its actions, strategy, and culture. They help define the organisation’s purpose and direction while providing a framework for employee behaviour and motivation.
A mission statement (Hervieux & Voltan, 2019) explains why the organisation exists, detailing its main activities and the impact it aims to achieve. This clarity helps stakeholders understand the organisation’s core purpose.
AC1.4 Outline the purpose of organisational strategies
Example:
According to Tripathi (2023), an organisational strategy serves as a roadmap that helps the organisation reach its goals while effectively addressing the needs of its stakeholders. These strategies are well-thought-out plans that connect the organisation’s overall goals to its operational plans. The type and function of the organisation influence how these strategies are developed.
TASK 3: The role of the manager
For tasks 3a, b, and c, please base your answers on the role of a manager responsible for overseeing a group of staff in an organisation or field that you are familiar with or have researched.
AC2.1 Summarise the role of the manager
Example:
At Riverwood Industries, my role as a production manager is essential for ensuring smooth operations and efficient production. I oversee every part of the production process, making sure products are made on time and within budget while maintaining high-quality standards. My responsibilities include planning production schedules, allocating resources, and coordinating workflows to meet production targets. I also ensure compliance with safety regulations and quality standards while using resources efficiently.
AC2.2 Explain the role of the manager in communicating organisational strategy to individuals and teams
Example:
According to Tabesh, Mousavidin, and Hasani (2019), a manager’s role in communicating the organisational strategy to the team is crucial for coordinating efforts and ensuring everyone understands the company’s goals. Managers can effectively share and implement the strategy through meetings, work plans, training, digital tools, and by setting an example. Regular team meetings give managers a chance to discuss strategic goals, track progress, and clarify the team’s role in achieving those goals. For example, at Riverwood Industries, the marketing manager usually leads regular meetings to discuss how the team’s marketing efforts align with the company’s growth strategy.
AC2.3 Explain levels of accountability and authority in the management role
Example:
Store managers are responsible for daily operations, including managing inventory, setting prices, and staffing (Phan & Tran, 2022). They report to senior management, giving updates on store sales, performance, and challenges. They are accountable for their team’s performance and must ensure that company policies and customer service standards are met. Additionally, they optimise resources by planning the workforce and making sure human resources are used efficiently.
AC2.4 Outline the legal and organisational frameworks which apply to the management role
Example:
Data Protection:
The Data Protection Act 1998 (UK) and the General Data Protection Regulation (GDPR), which took effect in May 2018, require managers to handle and protect personal data according to legal standards (Suff, 2022). They must ensure data security, obtain consent for processing data, and uphold individuals’ rights regarding their personal information.
TASK 4: Application of management and leadership approaches
To be an effective leader, it’s important to understand different leadership styles so you can choose the right approach for various situations.
AC3.1 Explain the differences between management and leadership
Example:
Management is about effectively carrying out tasks and activities to achieve specific results. Managers are responsible for planning, organising, and controlling resources and processes to meet set goals (Kabeyi, 2019). They ensure that work is done efficiently, resources are allocated properly, and tasks are completed within established guidelines. In contrast, leadership focuses on people and guiding them.
AC3.2 Summarise recognised management and leadership approaches
Example:
Hussey and Blanchard’s Situational Leadership:
This approach focuses on adjusting leadership styles based on the maturity and readiness of employees. In normal situations, leaders assess individual skills and commitment and modify their leadership style accordingly. For instance, during a crisis, a more directive style may be necessary to provide clear guidance. In one-on-one meetings, leaders can offer support as needed. For larger teams, a participatory leadership style encourages a variety of ideas.
Explanation:
To encourage independent growth, experienced and motivated team members are given more freedom when managers use a delegating style. However, in urgent situations, a directive approach is used to ensure quick decision-making and effective crisis management.
AC3.3 Explain how management and leadership approaches can be applied and adapted in different work based situations
Example:
Tannenbaum and Schmidt Leadership Continuum:
According to Helmold (2020), this model illustrates that managers can engage with employees at different levels, ranging from authoritarian to more involved styles. In regular situations, managers can include employees in decision-making to some extent. However, during a crisis, quick decisions may require a more authoritarian approach. The level of employee participation can be tailored through personal interaction, and for larger groups, participatory leadership can make the most of everyone’s ideas.
Explanation:
To boost job satisfaction and leverage team insights, managers have found success with a more collaborative approach (McCartney & Fu, 2022). However, in times of crisis, an autocratic style may be necessary for making fast decisions to ensure prompt action. Managers consider each team member’s individual preferences and skills as they adjust their level of involvement, ultimately helping to build strong relationships.
TASK 5: Knowledge, skills and behaviours of an effective manager
The ability to understand and use knowledge, skills, and behaviours effectively in a management role is key to achieving success.
AC4.1 Explain the knowledge and skills required to be an effective manager
Example:
Leading and Managing People:
Successfully leading and managing people requires a range of interpersonal skills, such as communication, delegation, and motivation. These skills help leaders guide their employees in reaching organisational goals. To be an effective manager, it’s important to have strong leadership and team management abilities. This includes setting clear objectives, inspiring and supporting team members, providing constructive feedback, and promoting teamwork.
AC4.2 Summarise the behaviours required to be an effective manager
Example:
Professionalism:
Professionalism involves being fair, consistent, impartial, and ethical. Professional managers promote open and honest communication and work to build trust among their teams and colleagues.
AC4.3 Explain the impact of knowledge, skills and behaviours on the team, colleagues and customers
Colleagues:
A manager’s ability to work well in a team and willingness to share knowledge can motivate their colleagues. When managers demonstrate professionalism and ethical behaviour, they create a respectful workplace (Cardiff et al., 2020). Their commitment to organisational values helps build a reputation for integrity and reliability, which inspires trust among their colleagues.
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