8316 – 602 Developing the Executive Manager
- July 26, 2022
- Posted by: admin
- Category: ILM Level 6
8316 – 602 Developing the Executive Manager is an important step toward completing the Institute of Leadership and Management (ILM) degree requirements. It includes all of the relevant theories and concepts required for effective company leadership and management. After completing the course, the students will be able to understand the functions of a senior manager as well as the impact of various theories and models on management practice within an organisation across multiple industries.
Your learning objectives
This course provides students with in-depth information designed to help current middle managers advance their careers, as well as incoming senior managers, make an immediate impact. As a result, the student will gain an understanding of the evolution of management theories since around 1900, as well as the impact of major management theorists (e.g., Mayo, Weber, Follet, Taylor, Fayol, Deming, Covey, McGregor, Kotter, Drucker) and conceptual frameworks (e.g., improvement and excellence, human relations, systems, quality, contingency, etc). Management theory teaches students how businesses prioritise, share information, and adapt to changing circumstances. As a result, learners have the knowledge they need in several fundamental areas, such as appraisal/performance management systems and procedures, particularly the 360-degree appraisal, and an understanding of the various approaches for gathering performance feedback. The impact of data on operational performance, as well as its impact on managerial performance and productivity, is investigated. This will teach managers how to provide constructive criticism to their employees promptly, which is critical in any performance management programme that includes goal-setting. As the volume of feedback increases, managers gain insight into their leadership abilities. The course covers topics such as organisational capacity optimization, operations research management, and senior management development. As a result, the student gains the necessary background for executive-level work as well as the ability to assess and apply the most relevant management theories, models, and research to their management and leadership strategies. These competencies provide students with the knowledge and skills needed to enter and advance in a variety of occupations. Through the evaluation of case studies of management performance, as well as the concepts of authority and power, learners will gain a better understanding of the essential behaviours and most useful talents of a corporate leader.
The unit is suitable for people who are
This unit is designed for newly promoted senior managers as well as middle managers who want to advance their careers. It is also appropriate for students pursuing senior management positions who want to improve their critical thinking and self-reflection skills. Earners who want to progress from Level 5 to Level 7 can do so with the help of this stepping stone because credits can be transferred. Students can transfer 12 credits for the ILM Level 7 Certificate or Diploma in Executive Management, for example, and 6 credits for the ILM Level 7 Certificate or Diploma in Strategic Leadership. It’s ideal for anyone looking to gain insight into what it takes to be in senior management, as well as those looking to assess their performance. This is useful for companies that want to prepare their top executives for future roles and give aspiring top-level managers a means of self-evaluation in addition to helping employees.
Result of learning
This unit has only one learning outcome: to improve one’s managerial practice. This learning outcome is divided into three evaluation criteria. The first step is to collect and analyse feedback about one’s management practice from appraisal/performance management systems and colleagues, as well as operational data about one’s managerial effectiveness. The second step is to critically evaluate one’s management performance using performance data and relevant management theories, models, schools, or trends in management thinking. The third assessment criterion is to use the results of this evaluation to identify strengths in one’s management practice and to develop an action plan to address areas for improvement.
What are the requirements for entry?
This credential is available as a brief Award, a more detailed Certificate, or a comprehensive Diploma. This certification is made up of several units, each of which is designed to teach a specific set of skills and knowledge. ILM is divided into six stages, and students gain skills and knowledge at each stage, making them better prepared for the next. Before being admitted to level 6, the learner is expected to have accumulated several credits across a variety of level 5 certification types. To receive an award, for example, candidates must complete 6 of the 12 required credits, as well as at least 1 hour of orientation and 3 hours of tutorial support. To earn a certificate, students must complete 13 per cent of the required 36 credits, which include a mandatory introductory session and at least 3 contact hours of tutorials. Finally, to receive a diploma, students must earn a total of 37 credits, attend at least two hours of orientation, and complete at least seven hours of tutorial support. Some of these level 5 credits are transferable to level 6. However, legislative frameworks establish these qualification requirements. They can be thought of as roughly corresponding to management ranks. They also serve to emphasise the level of difficulty associated with a particular certification. As a result, even though most ILM qualifications are vocational and the levels correspond to some educational training, if you want to advance in your academic career, you may need to either skip a level or start at a lower level than you are now. For example, even though level 6 is equivalent to the third year of an undergraduate degree, someone with a degree in economics but no experience managing a project or leading a team will require a lower-level vocational certificate.
What we can do for you
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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.
Go, R. A. E. (2020). An exploratory study of organizational structure and its impact on leadership styles and power tactics (Doctoral dissertation, De La Salle University).
Holzmann, V., & Mazzini, L. (2020). Applying project management to creative industries: the relationship between leadership style and project success. Journal of Organizational Culture, Communications and Conflict, 24(1), 1-17.
Iranmanesh, M., Kumar, K. M., Foroughi, B., Mavi, R. K., & Min, N. H. (2021). The impacts of organizational structure on operational performance through innovation capability: innovative culture as moderator. Review of Managerial Science, 15(7), 1885-1911.
Jindal, P., & Shaikh, M. (2021). Talent Retention: A Mediator of the Relationship Between Talent Management Strategies and Succession Planning. Asian Academy of Management Journal, 26(2), 117-142.
Johnson, D. A., Johnson, C. M., & Dave, P. (2022). Performance Feedback in Organizations: Understanding the Functions, Forms, and Important Features. Journal of Organizational Behaviour Management, 1-26.
Kremer, H., Villamor, I., & Aguinis, H. (2019). Innovation leadership: Best-practice recommendations for promoting employee creativity, voice, and knowledge sharing. Business Horizons, 62(1), 65-74.
Katulwa, B. (2015). Leadership & Management Made Easy: An Assessment Guide for ILM Qualifications. diplom. de.
Pardey, D. (2016). Introducing leadership. Routledge.
Pyszczynski, T., Lockett, M., Greenberg, J., & Solomon, S. (2021). Terror management theory and the COVID-19 pandemic. Journal of Humanistic Psychology, 61(2), 173-189.
Razzaq, S., Sami, A., & Hammad, M. (2020). Transformational Leadership and Organizational Performance in Western & Non-Western Context: Systematic Review of 2019. International Journal of Entrepreneurial Research, 3(3), 58-60.
Watson, O. (2017). The future of leadership: robots, remote working and real-time reactions. Strategic HR Review.
Witzel, M. (2016). A history of management thought. Routledge.