About This Unit
The goal of this course is to help the student become a competent manager by developing their ability to build commitment to corporate vision and values, and to social responsibility and sustainability policies. After finishing the unit, students should be able to show that they have reviewed the most important findings and theoretical works in the field. Include a proper citation of this in their paper. Additionally, the project should show a convincing integration of theory and practice.
What You Will Learn
Students will have the opportunity to concentrate on developing a knowledge of the relevant stakeholders in various organizations, as well as their roles, relationships and interests in the organization. The learner will also gain sufficient knowledge on the impact these factors have on the organisation’s plans, policies, goals and values. Students will also investigate the purpose of their organizations’ mission, vision, and value statements, as well as the role that these statements play within an organisation. Students will have an understanding of both sustainability and the concept of corporate social responsibility. In addition, students will investigate organisation structure, leadership and management styles, internal communication channels, and the concepts, features, and efficacy of each. Learners will gain a deeper understanding of the nature and significance organisation’s culture and subcultures in an organization as well as Techniques for establishing and shaping culture and subcultures in organisations of completing this course. In conclusion, the students have a deeper comprehension of management and leadership styles, management structures, internal communications, and operations systems and processes, including their models, features, and efficacy.
This Unit is Suitable for Persons Who
This unit is geared for both newly promoted senior managers and middle managers looking to advance their careers. It is also suitable for students working toward senior management positions who are aim to develop their capacity for critical analysis and self-reflection. It is useful for l earners who wish to advance from Level 5 to Level 7 who can do so with the help of this stepping stone because credits can be transferred. For the ILM Level 7 Certificate or Diploma in Executive Management, for instance, students can transfer 12 credits, while for the ILM Level 7 Certificate or Diploma in Strategic Leadership, students can transfer 6 credits. It’s perfect for anyone hoping to get insight into what it takes to be a senior management, as well as for those who want to take an objective look at how they’ve performed thus far. In addition to helping employees, this is useful for companies that wish to prepare their top executives for future roles and give aspiring top-level managers a means of self-evaluation.
This unit has two learning outcomes. The first learning outcome is to Review the key success factors and organisational experiences of team working and organisational partnerships. This learning outcome is further broken down into three assessment criteria that the learner must fulfil in order to meet the learning outcome. The first assessment criteria is to agree with stakeholders a process to review the organisation’s statement of vision and values, and its policies on corporate social responsibility and sustainability. Second is to lead a review of and where appropriate revise the organisation’s statement of vision and values, and its policies on corporate social responsibility and sustainability. Third is to evaluate the effectiveness of organisational culture, management and leadership styles, internal communications, operational systems, procedures and practices in supporting the organisation’s vision and values and its policies on corporate social responsibility and sustainability. The second Learning outcome is to develop corporate vision, values and culture, and a commitment to corporate social responsibility and sustainability. To meet this outcome, the learner will; Prepare a strategy to support the organisation’s statement of vision and values, and to develop its culture and commitment to corporate social responsibility and sustainability
What are the Entry Requirements?
This unit is a qualification for level 6 certification which is available at three different levels: an introductory Award, an intermediate Certificate, and an advanced Diploma. This credential is broken down into smaller pieces called “units,” and each unit is meant to impart a specific body of information or expertise. Students advance in knowledge and competence as they progress through ILM’s six levels. Before being accepted to level 6, the student should have a substantial amount of credits across multiple types of level 5 certifications. To qualify for an award, a candidate, for instance, must take 6 of the 12 required credits, as well as participate in at least 1 hour of orientation and 3 hours of tutorial support. A minimum of 13 credits, including an introductory session and tutorials totalling at least 3 contact hours, must be completed in order to receive a certificate. As a last step toward graduation, students need to earn 37 credits, sit through a two-hour orientation, and complete seven hours of tutoring. Credits earned at Level 5 can be carried over to Level 6. However, these eligibility standards are set by legal frameworks. They roughly correspond to managerial levels. They also serve to draw attention to the difficulty of a certification process. Because of this, although while the majority of ILM credentials are vocational in nature and the levels correspond to certain educational instruction, you may need to either skip a level or start at a lower level than you are currently at if you wish to advance in your academic career. One could have a bachelor’s degree in economics, but no experience managing a project or leading a team, necessitating a lower level vocational certificate even though level 6 is equivalent to the third year of an undergraduate degree.
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Resources Used for the Unit
There are various publications that are provided for learners wanting to pursue this unit. The following are a few of them that are widely used by institutions all over the world.
Andriof, J., & Waddock, S. (2017). Unfolding stakeholder engagement. In Unfolding stakeholder thinking (pp. 19-42). Routledge.
Benn, S., Abratt, R., & O’Leary, B. (2016). Defining and identifying stakeholders: Views from management and stakeholders. South African journal of business management, 47(2), 1-11.
Bhana, A., & Bayat, M. S. (2020). The relationship between ethical leadership styles and employees effective work practices. International Journal of Higher Education; Vol. 9, Issue 4.
Boaz, A., Hanney, S., Borst, R., O’Shea, A., & Kok, M. (2018). How to engage stakeholders in research: design principles to support improvement. Health research policy and systems, 16(1), 1-9.
Fenwick, J. (2021). Structure and Culture. In Organisational Behaviour in the Public Sector: A Critical Introduction. Emerald Publishing Limited.
Fisch, J. E., & Solomon, S. D. (2020). Should Corporations Have a Purpose?. Tex. L. Rev., 99, 1309.
Kujala, J., Lehtimäki, H., & Freeman, E. R. (2019). A stakeholder approach to value creation and leadership. Leading change in a complex world: Transdisciplinary perspectives.
Law, K. M., & Breznik, K. (2018). What do airline mission statements reveal about value and strategy?. Journal of Air Transport Management, 70, 36-44.
Men, L. R., & Yue, C. A. (2019). Creating a positive emotional culture: Effect of internal communication and impact on employee supportive behaviors. Public relations review, 45(3), 101764.
McKiernan, P., Ackermann, F., & Eden, C. (2018, June). Stakeholders in strategy: their’invisible’and yet an inevitable presence?. In EURAM 2018: 18th Annual Conference of the European Academy of Management (pp. 1-14).