About This Unit
When it comes to fulfilling the prerequisites for earning a degree from the Institute of Leadership and Management (ILM), this Unit despite being optional represents a key step toward reaching that goal. This unit is designed to develop learners’ appreciation of the role and significance of policy and strategy in enabling the organisation to achieve its goals and live up to its values, and to be able to assess the effectiveness of the processes of policy and strategy development. Upon completion of the course, the participants will have the ability to review the procedures for the development and implementation of corporate policies and strategy as well as make informed recommendations for changes to procedures for the development and implementation of corporate policy and strategy.
What you will learn
This course is designed to give aspiring and current upper-level managers a solid grounding in the intricacies of managing a business. The learner will get an understanding of the how to effectively review, identify and approach these changes in a productive way, to ensure that everyone within the corporate is working toward the same goal. This course will as well develop learners’ appreciation of the role and significance of policy and strategy in enabling the organisation to achieve its goals and live up to its values, and to be able to assess the effectiveness of the processes of policy and strategy development. Which will in-turn improve the effectiveness of their projects and help them see why strategically combining these resources is crucial to the success of any business. In addition, students will gain an understanding of the importance of stakeholders in different organisations, their interests, roles and relationships to the organisation and impact on its goals and values, policies and plans. Learners will then be able to accumulate and use the best practice in the development of policies and strategy, providing their organization with a lasting competitive edge. The student will gain a deeper knowledge on how to best negotiate and discuss skills, as a result the student will develop the knowledge to make a persuasive argument for implementing new strategies for managing and making better use of the management’s policies.
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.
After completing this unit, learners will be able to meet two main learning outcomes as shown below. These outcomes are further divided into a number of sub-divisions. The learning outcomes will enable them to;
- Review the procedures for the development and implementation of corporate policies and strategy.
- Make recommendations for changes to procedures for the development and implementation of corporate policy and strategy.
What are the entry requirements?
This certification 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 slower-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.
Engert, S., & Baumgartner, R. J. (2016). Corporate sustainability strategy–bridging the gap between formulation and implementation. Journal of cleaner production, 113, 822-834.
Daft, R. L., & Macintosh, N. B. (1984). The nature and use of formal control systems for management control and strategy implementation. Journal of management, 10(1), 43-66.
Ogbonna, E., & Harris, L. C. (2003). Innovative organizational structures and performance: A case study of structural transformation to “groovy community centres”. Journal of Organizational Change Management.
Orna, E. (2017). Information strategy in practice. Routledge.
Pearce, J. A., & David, F. (1987). Corporate mission statements: The bottom line. Academy of Management Perspectives, 1(2), 109-115.
Pors, N. O. (2008). Management tools, organisational culture and leadership: an explorative study. Performance Measurement and Metrics.
Savage, G. T., Nix, T. W., Whitehead, C. J., & Blair, J. D. (1991). Strategies for assessing and managing organizational stakeholders. Academy of management perspectives, 5(2), 61-75.
Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons.
Steiner, G. A., Miner, J. B., & Gray, E. R. (1977). Management policy and strategy (Vol. 1). New York: Macmillan.
Varvasovszky, Z., & Brugha, R. (2000). A stakeholder analysis. Health policy and planning, 15(3), 338-345.