International Masters Program for Managers

Introduction

THE MANAGERS’ emba: engaging managers beyond administration

In contrast to the use of case studies to develop analytical tools students are expected to "share competences" with each other based on their own experience as managers. ("The Anti-MBA" New York Times 20 May 2012). Participants develop a worldly perspective of management, discover a deeper understanding of themselves and develop new insights that lead to major changes for their organizations.

Since 1996, the International Masters in Practicing Management, co-founded by Henry Mintzberg, has been changing the course of management education and leadership development. This is more than an EMBA that replicates the MBA for experienced people. Beyond administration, the IMPM engages you as an accomplished leader to reflect on your own experience and share insights with colleagues from around the world. Over 16 months, you attend five 10-day modules designed and delivered by leading business schools in Bangalore, Beijing, Lancaster, Montreal, and Rio de Janeiro.

Read about the family of innovations that you will find in no other program: managerial mindsets, friendly consulting, co-coaching, managerial exchanges, impact teams back at work, special seating arrangements, dedicated tables for entrepreneurs and others, and more. Our next class begins on October 25. We welcome applications from experienced managers including those with MBA's and those with no degree. No GMAT required.

AT THE CROSSROADS? HERE IS THE REFRESH BUTTON

This International Masters Program appeals to managers for all sorts of reasons. Many are accomplished leaders who want to enhance the skills they have learned on the job. Some have an MBA or EMBA and feel it's time for management education. Some have accomplished records but no degree. And then there are those who need a refresher, a boost: they have done well but feel stuck where they are. Not in terms of career advancement--some of these are CEOs - but to prepare themselves for the changes ahead.

No program shakes managers out of complacency better than the IMPM. None! We invite you to read the comments on this site, or speak with our graduates. Please don't read this and say: "Good idea. One day I've got to do the IMPM." That's more complacency. If not now, when?

IMPM is delivered in collaboration with 5 schools.

5 schools

Administered by McGill, the program’s five modules take place in Britain, Canada, China, India and Brazil. Each lasts 10 days, is delivered by a different academic partner and is devoted to a different management mind-set.

The first module, beginning October 25, 2015, takes place at Lancaster University Management School and the Lake District. It focuses on self and is fosters the “reflective mind-set.” In England and in every module that follows participants visit local companies and to apply some of the content they have seen. This enables them to better apply the learning when they return to their own organizations.

The participants then meet at McGill University in Montreal, where the focus will be on the “analytic mind-set,” and managing the organization.

Three months later, at the Renmin University School of Business in Beijing, the participants explore ideas of collaboration and cooperation from a Chinese perspective.

At the Fundação Getúlio Vargas in Rio de Janeiro to look at how to manage continuity and change and other aspects of the “action mind-set.”

The last module, in Bangalore at the Indian Institute of Management participants will develop their “worldly mind-set.” The mindset is ‘worldly’ instead of ‘global’ because ‘global” implies one size fits all and we want participants to really appreciate the importance of cultural differences.

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IMPM

Campus Part time 16 months September 2017 Brazil Rio de Janeiro Canada Montreal United Kingdom Lancaster India Bangalore China Beijing + 8 more

You can see the basic layout of the program below. The core is a set of five modules of 10 days each that take place over 16 months, organized by managerial mindsets. Accompanying these are all kinds of intriguing activities, in the class and out: Co-coaching, Friendly Consulting, Dedicated Tables, Managerial Exchanges, and Impact Teams. [+]

You can see the basic layout of the program below. The core is a set of five modules of 10 days each that take place over 16 months, organized by managerial mindsets. Accompanying these are all kinds of intriguing activities, in the class and out: Co-coaching, Friendly Consulting, Dedicated Tables, Managerial Exchanges, and Impact Teams. Those who wish to receive the masters in management degree, beyond the IMPM Certificate, write a Final Paper that allows them to probe more deeply into some issue of key concern. These elements are described below. THE FIVE MINDSETS MODULE 1 MANAGING SELF: THE REFLECTIVE MINDSET The Lake District of northern England, far from the hectic pace of managing, is the perfect setting for thoughtful reflection on yourself and your experiences as a manager. Participants experience The Nature of Engaging Management (Henry Mintzberg), Ethics and Virtue within the Organization (Lucas Introna), and in the footsteps of Woodworth before undertaking a cultural audit of a British company. The module is developed and delivered by leading faculty at the Lancaster University School of Management, consistently ranked among the top research school in the UK. MODULE 2 MANAGING ORGANIZATIONS: THE ANALYTIC MINDSET We move to Montreal, one of North America's most engaging cities, where Canada's foremost university, McGill, hosts the second module, on the analytic mindset. Sessions on big data, finance, and marketing, ect. focus on developing an understanding of analysis beyond techniques —and away from both "extinction by instinct" and "paralysis by analysis". Estelle Metayer takes the class to the hidden web, and Henry Mintzberg contrasts adhocracies with bureaucracies and emergent strategies with deliberate ones. MODULE 3 MANAGING RELATIONSHIPS: THE COLLABORATIVE MINDSET At Renmin, one of China's most prestigious universities, the class explores collaboration in all of its aspects: in teams, alliances, and with governments ect. Participants explore a uniquely Chinese perspective on the world of business, drawing on the traditional process of Guanxi to understand the importance of Harmony and Balance. They are also exposed to urban and rural development and sustainability in China(Wen Tiejun). MODULE 4 MANAGING CHANGE: THE ACTION MINDSET In Rio de Janeiro, at EPABE/FGV, Brazil's renowned school of administration, the class considers not only managing change, but also managing continuity. There is no better place than Rio to contrast the "Why Not?" mentality of people who create change with the more common "Why?" mentality. Visits to local organizations and companies illustrate how culture and power affect trust and values in the workplace.(Alexandre Faria). MODULE 5 MANAGING CONTEXT: THE WORLDLY MINDSET India is another world. This is the place to learn about other people's worlds in order to better understand our own. This module, at the Indian Institute of Management Bangalore, ranked the best business school in Central Asia, delves into all sides of the world around the enterprise: from financial markets and consumer behavior, championing and sustaining business growth (S. Raghunath), to stakeholder relationships and cultural differences. The experience comes alive through visits to different places that illustrate India's diversity, from a food market to a software campus, separated by just a few kilometers and several centuries. DEDICATED TABLES We have a 50:50 rule in the IMPM: half the time over to you on your agendas. You sit at roundtables, to share your experiences and learn with your peers. Most of the time you are in mixed groups, to gain from the diversity of experiences. But now we also have dedicated tables, where you can spend some of the discussion time with related managers. You might join a table of entrepreneurs or family-business owners, or you might come to the program with colleagues from your industry or your own company. (LG and Lufthansa have been sending teams of managers for almost all of our twenty years.) FRIENDLY CONSULTING Engaging managers means more than just doing workshops and discussing ideas. The managers of the IMPM bring in concerns from their own work, to benefit from the experience of their colleagues. This is ongoing in the program—around the tables all the time. But it is now institutionalized in a process we call friendly consulting, where small teams of your colleagues work with you on your concerns. This has become one of the highlights of the program. REFLECTION PAPERS AND PEER COACHING Learning from each other and the faculty does not stay in the classroom. After each module (except the last), you write a reflection paper. This is not an academic paper: you review what particularly struck you at the module and relate it your own needs—personal - at your job, or in your organization. During this process of writing, you connect with a team of colleagues, and a faculty tutor, who work with you to make these papers as helpful as they can possible be. We call this peer coaching. MANAGERIAL EXCHANGE Midway in the program, you pair up with a colleague and spend the better part of a week as host and as visitor at each other's workplace. This process of observing another manager at work and providing feedback is simple yet powerful. It is quite amazing what has come out of these exchanges. "When visiting with one of my LG colleagues in Korea, I realized that our company is vulnerable to a disruptive technology. As a result we launched a startup company together with a top IT university in Brazil. We believe this will save our company." Gustavo Miotti, Board Chair, Soprano Eletrometalugica Ltd., Brazil IMPACT TEAMS "Never send a changed person back to an unchanged organization." Yet that is what almost all development programs do. We have changed that. You are given the opportunity, with our guidance and supporting materials, to designate an impact team back at work, of colleagues or reports, to help you carry your learning into the organization. In effect, these people do the IMPM virtually. You debrief your team after each module, and discuss how to carry use the learning for constructive change. Thus does management development become organization development. And thus does education that may seem pricy to an HR department become an astute investment for the organization—in training several managers for the price of one and in the profound changes that they can champion. Some companies send teams to the IMPM to work on a key issue. I coached my team as I learned. I grew my team as I was growing. As I went through the modules, I took the basic principles and they were so appreciated by my team at work that they kept on asking, "When are you going to the next module?" Daniel Smedo, VP and General Manager, Metro Supply Chain Group, Canada WELCOMING EXPERIENCED CANDIDATES If you are seeking an international focus to your career, have more than 10 years of work experience with substantial and relevant managerial experience then the IMPM is for you. The entire IMPM premise is based on sharing experiences and insights with peers and participants are therefore typically 35–55 years of age. IMPM participants are either sponsored by their company; companies such as Lufthansa, BNDES and LG have been sending managers for years or are individuals who have decided that the philosophy and outcomes from the program are what they need to move forward in their career or organization. Dedicated tables are available for individuals or teams who want to join others from similar types of organizations. Entrepreneurs, members of family owned businesses, professionals from different fields will spend time with peers and learn from those with similar challenges. Attending as part of a company team, allows managers to learn about the diversity that exists within their organization. Through the sharing of experiences, these team members gain a deeper understanding of how the entire organization works and are in a good position to implement changes. [-]

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IMPM - International Masters in Practicing Management

Contact

Dora Koop

Address 1001 Sherbrooke St. West
H3A 1G5 Montréal, Canada
Website http://www.impm.org/
Phone +1 514 398 7309