About This Unit
This Unit, despite being optional, is an important step toward fulfilling the prerequisites for earning a degree from the Institute of Leadership and Management (ILM). The objective and purpose of this unit is to enable learners to operate effectively as part of a team and in collaboration with other organizations. This unit is intended to help learners understand the function and purpose of the Board of Directors/Trustees/Governors and other stakeholders in team and partnership work. The unit also focuses on supporting learners in understanding the role, nature, and purpose of teams, as well as the different types of teams, particularly teams operating at a strategic level and diverse teams.
What You Will Learn
This course is designed to provide aspiring and current upper-level managers with a solid foundation in the details of working effectively as part of a team as well as in collaboration with other organizations. The course also focuses on the nature and status of organizational partnerships, as well as the legal and ethical consequences of working in partnerships, particularly those that combine the private, public, and/or voluntary sectors. It examines recent drivers of partnerships and mergers in the private, public, and/or voluntary sectors, and gives a more in-depth treatment of partnership definitional debates. It also takes into account the many types of partnership work, partnership governance and accountability, as well as their outcomes and evaluation. Furthermore, as a learner, you will get an awareness of the notions of diversity, as well as the social and cultural features of majority and minority groups, as well as diversity as a social and cultural construct and its ramifications. Learners will then be able to employ different negotiation methods and skills depending on the situation, as well as establish operational procedures for organizational partnerships in ways that are difficult to replace for or imitate, giving their organization a long-term competitive advantage. Finally, this unit will help learners comprehend the relationship between the nature and status of organizational partnerships, as well as the legal and ethical consequences of working in partnerships, particularly those that combine the private, public, and/or voluntary sectors. As a result, learners will be able to identify the role, nature, and purpose of teams that can aid the organization’s welfare while also improving its achievement, objectives, and goals.
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 learners working toward senior management positions who are aim to develop their capacity for critical analysis and self-reflection. It is useful for learners 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, learners can transfer 12 credits, while for the ILM Level 7 Certificate or Diploma in Strategic Leadership, learners 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.
Learning Outcomes
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 key success factors and organisational experiences of team working and organisational partnerships
- Establish effective team working and organisational partnerships.
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. Learners advance in knowledge and competence as they progress through ILM’s six levels. Before being accepted to level 6, the learner 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, learners 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.
How We Can Help
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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.
Allaoui, H., Guo, Y., & Sarkis, J. (2019). Decision support for collaboration planning in sustainable supply chains. Journal of Cleaner Production, 229, 761-774.
Benmira, S., & Agboola, M. (2021). Evolution of leadership theory. BMJ Leader, leader-2020.
Cameron, G., & Danson, M. (2018). The European partnership model and the changing role of regional development agencies: a regional development and organisation perspective. In Governance, institutional change and regional development (pp. 11-36). Routledge.
Cletus, H. E., Mahmood, N. A., Umar, A., & Ibrahim, A. D. (2018). Prospects and challenges of workplace diversity in modern day organizations: A critical review. HOLISTICA–Journal of Business and Public Administration, 9(2), 35-52.
Danso, R. (2018). Cultural competence and cultural humility: A critical reflection on key cultural diversity concepts. Journal of Social Work, 18(4), 410-430.
Groot, B., & Abma, T. (2019). Partnership, collaboration and power. Ethics in participatory research for health and social wellbeing. Cases and Commentaries. Oxon: Routledge.
Hurley, E., Mortimer, M., Abrams, J., & Robertson, D. (2020). The Power Game: Developing Influence and Negotiation Skills for Sustainable Development. Journal of Sustainability Education, 24.
Khaola, P., & Coldwell, D. (2018). Explaining how leadership and justice influence employee innovative behaviours. European Journal of Innovation Management.
Mayer, C. H., & Mayer, L. J. (2020). On being “outside the box” or being “inside”: Intercultural communication, relationship-building and identity ascription failures. In Mistakes, Errors and Failures across Cultures (pp. 163-181). Springer, Cham.
Nurmala, N., de Vries, J., & de Leeuw, S. (2018). Cross-sector humanitarian–business partnerships in managing humanitarian logistics: an empirical verification. International Journal of Production Research, 56(21), 6842-6858.
