Course Objectives
When you have completed
this workbook, you will be better able to:
- understand the value of an organization to achieving objectives,
and the power of an organization to act by comparison with
non-organized action
- describe the forms that organizations can take, the functions
required to maintain them, and the proper roles of managers at
various levels within them
- distinguish between different organizational structures and their
‘fitness for purpose’ in differing situations
- recognize the importance of organizational and business ethics in
general and their application to your own workplace
- understand the concept of stakeholders and identify the
stakeholders in your organization
- appreciate the conflicts that can exist between individuals’
values and those of the organization for which they work
- appreciate the range of organizational cultures that may exist and
recognize their specific effect on your own workplace
- recognize the value of delegated authority and be ready to use it
within your own working environment
- understand how the organization’s legal and ethical obligations
shape its impact on the environment
Assessment Criteria
Understand an organization’s culture
1.1 Describe the dominant culture within the organization and
explain how this influences the management style and team structure
1.2 Recognize own responsibility to promote the organization’s
vision and help shape the culture
1.3 Explain how to approach problems in the workplace without
creating a ‘blame culture’
1.4 Briefly explain how internal politics could arise within the
organization and its possible effects
Understand ethics and values in business
2.1 Define values within the context of the organization
2.2 Describe how to communicate the organization’s values to the
team
2.3 Explain how a First Line Manager could approach a problem
between individuals who have different perceptions, values or
cultures
2.4 Explain how a First Line Manager could approach a problem where
an individual’s personal values clash with that of the organization
2.5 Describe one of the organization’s corporate social
responsibilities
2.6 Briefly explain the rights given to people at work by the Public
Interest Disclosure legislation to “blow the whistle” on perceived
malpractice
Understand the organization’s social responsibility
3.1 Explain the importance of social responsibility and
sustainability
3.2 Describe what action the First Line Manager could take to enable
the organization to fulfill its social responsibility
International
Curriculum
Unit 3.25 - Official ILM
Curriculum, Institute of Leadership & Management
Course Outline
Workbook introduction
1 ILM Super Series study links
2 Links to ILM qualifications
3 Links to S/NVQs in management
4 Workbook objectives
5 Activity Planner
Session A - ETHICS IN BUSINESS
1 Introduction (Activity 1)
2 The Stakeholders in an Organization (Activity 2)
- Actions or
deeds
3 Ethics in Practice
- Value judgments (Activity 3, 4)
-
Personal ethics and business ethics
4 Mission Statements
- Forms of mission statements (Activity 5)
- The pitfalls
5 Is Good Ethics Good Business
- The law and ethics
-
Organizations that do more than they have to (Activity 6)
-
Looking at motives
6 Communications
- Public relations briefings
- Annual reports
(Activity 7)
7 Political, Investment and Trading Practices
- Political
donations
- Investment and trading decisions (Activity 8)
8 The Public Interest Disclosure Act (PIDA) 1999
- What the act aims to achieve (Activity 9)
9 Conflicts and Ethical Dilemmas (Activity 10)
- Corporate
responsibility - no place to hide
- Personal responsibility
Self
Assessment, Summary
Session B - ORGANIZATIONAL CULTURE AND ITS EFFECT ON PERFORMANCE
1 Introduction
2 Contrasting Organizational Cultures
- Is there one ' right ' culture (Activity 11)
- Cultural change
(Activity 12)
- Management attitude Surveys (MAS)
3 Culture and
Management Style
- Blame cultures in everyday life (Activity 13)
- Blame
cultures at work (Activity 14)
- Problem solving cultures
(Activity 15)
- Empowering people throughout the organization
(Activity 16)
- Corporate responsibility and corporate culture
4 Sub-Cultures
- Contractors and subcontractors (Activity 17)
-
Responding to sub-cultures (Activity 18)
- Informality vs open (or
transparent) management style
- Sub-cultures and their impacts
(Activity 19, 20)
5 Internal Politics
- Ambition and politics
- Organizational
structures and reporting relationships
- Line and staff
relationships
- Informal reporting relationships (Activity 21)
-
The manager as politician
Self Assessment, Summary
Session C - THE ORGANIZATION'S ENVIRONMENTAL OBLIGATIONS
1 Introduction
- The environment under threat
- The need for control
2 Background to
Environmental Law
- Sources of environmental law (Activity 22, 23, 24)
- Areas of
environmental law
3 Principal Environmental Legislation
- The Environmental Protection Act 1990
- The Environment Act
1995
- Other environmental legislation
4 Integrated Pollution Control
- The objectives of IPC
- Industrial processes affected by IPC
- Prescribed substances
- BATNEEC
5 How the Law is Enforced
- The Environment Agency for England and Wales, and the Scottish
Environment Protection Agency
- Sewage undertakers
- Local
authorities
- Prosecution and punishment (Activity 25)
- The
powers of inspectors under IPC
6 The Law on Waste Management (Activity 26)
7 The Law on Water Pollution (Activity 27)
- The system of '
consents '
- The new water companies
8 The Law on Atmospheric Pollution (Activity 28)
- Control of
smoke
- Air pollution control
- The control of vehicle emissions
9 Ethics and the Environment (Activity 30)
Self Assessment, Summary
Performance checks
1 Quick quiz
2 Workbook assessment
3 Work-based assignment
Reflect and review
1 Reflect and review
2 Action plan
3 Extensions
4 Answers to self-assessment questions
5 Answers to activities
6 Answers to the quick quiz
7 Certificate