8316 – 610 Building Commitment to Corporate Vision and Values

This course’s goal is to help students become competent managers by developing their ability to build commitment to corporate vision and values, as well as social responsibility and sustainability policies. Students should be able to demonstrate that they have reviewed the most important findings and theoretical works in the field after completing the unit. Include a correct citation in their paper. Furthermore, the project should demonstrate a convincing integration of theory and practice.

Learning Objectives

Students will be able to focus on developing an understanding of the relevant stakeholders in various organisations, as well as their roles, relationships, and interests within the organisation. The learner will also gain sufficient knowledge of the impact these factors have on the plans, policies, goals, and values of the organisation. Students will also investigate the mission, vision, and value statements of their organisations, as well as the role that these statements play within an organisation. Students will understand the concepts of sustainability and corporate social responsibility. Students will also research organisational structure, leadership and management styles, and internal communication channels, as well as the concepts, features, and efficacy of each. By completing this course, learners will gain a deeper understanding of the nature and significance of an organization’s culture and subcultures, as well as Techniques for establishing and shaping culture and subcultures in organisations. Finally, the students have a better understanding of management and leadership styles, management structures, internal communications, and operations systems and processes, as well as their models, features, and efficacy.

The unit is suitable for those who:

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.

Outcomes of learning

There are two learning outcomes for this unit. The first learning outcome is to evaluate the key success factors and organisational experiences with teamwork and organisational partnerships. This learning outcome is further subdivided into three assessment criteria that must be met by the learner to meet the learning outcome. The first assessment criterion is to agree with stakeholders on a process for reviewing the organization’s vision and values statements, as well as its policies on corporate social responsibility and sustainability. The second step is to lead a review and, if necessary, revision of the organization’s vision and values statement, as well as its policies on corporate social responsibility and sustainability. Third, assess the effectiveness of organisational culture, management and leadership styles, internal communications, operational systems, procedures, and practices in advancing the organization’s vision and values, as well as its corporate social responsibility and sustainability policies. The second Learning outcome is the creation of a corporate vision, values, and culture, as well as a commitment to corporate social responsibility and sustainability. To achieve this goal, the learner will develop a strategy to support the organization’s vision and values, as well as its culture and commitment to corporate social responsibility and sustainability.

What are the Entry Requirements?

This unit is a prerequisite for level 6 certification, which comes in three levels: an introductory Award, an intermediate Certificate, and an advanced Diploma. This credential is divided into smaller pieces known as “units,” and each unit is designed to impart a specific body of knowledge or expertise. As they progress through the six levels of ILM, students gain knowledge and competence. Before being accepted to level 6, the student should have accumulated a significant number of credits from various types of level 5 certifications. To be eligible for an award, a candidate must, for example, complete 6 of the 12 required credits and participate in at least 1 hour of orientation and 3 hours of tutorial support. To receive a certificate, a minimum of 13 credits, including an introductory session and tutorials totalling at least 3 contact hours, must be completed. Students must earn 37 credits, attend a two-hour orientation, and complete seven hours of tutoring as a final step toward graduation. Level 5 credits can be carried over to Level 6. However, these eligibility requirements are governed by legal frameworks. They roughly correspond to different levels of management. They also serve to highlight the difficulty of the certification process. As a result, while the majority of ILM credentials are vocational and the levels correspond to specific educational instruction, if you want to advance in your academic career, you may need to skip a level or start at a lower level than you are currently at. Even if a person has a bachelor’s degree in economics but no experience managing a project or leading a team, a lower-level vocational certificate is required, even if level 6 is equivalent to the third year of an undergraduate degree.

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Reference

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).

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