News

Learning from Experience and Evidence

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Truly management education becomes significantly impactful when it draws on the lived experience of practicing managers. That is why we have a 50:50 rule in our classrooms (imhl.org for health care and impm.org for business managers): our mid-career participants, who sit at small round tables, spend half the class time discussing their concerns, sharing their experiences, and generally learning from each other. The other half is for us, as faculty, to maintain the balance by introducing broader evidence in our lectures and exercises. It thus becomes natural for the participants to carry this blend of experience with evidence back into their organizations.

«Il faut offrir à chacun la chance de réveiller ses talents latents»,Mintzberg

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L.A. – Une étude de la firme de sondage Gallup abonde dans le même sens que vous. Elle a mis au jour cette année le fait que, chez nos voisins du Sud, seulement 35 % des managers se sentent engagés dans leur travail. Et que cela a un effet boule de neige sur les employés : ceux qui travaillent sous la gouverne d'un manager peu ou pas motivé sont 59 % plus à risque que les autres d'être eux-mêmes démotivés.

H.M. – Je ne connaissais pas cette étude, mais elle ne me surprend pas. Le mismanagement endommage clairement les équipes dans lesquelles il sévit. Il peut même les mener droit dans le mur. L'important, par conséquent, est de réagir dès lors qu'on décèle sa présence. Et le meilleur moyen de s'y prendre, c'est justement en misant sur les talents des uns et des autres.

L.A. – Comment ça ?

H.M. – Mes travaux de recherche m'ont amené à considérer que l'idéal pour éviter l'écueil du mismanagement, c'est de recourir au coaching entre pairs. Pourquoi par les pairs et pas autrement, me direz-vous ? La raison est triple : ça renforce le sens de la communauté, ça stimule l'échange de points de vue et ça favorise l'esprit d'équipe

Mintzberg on Leadership and Community buidling

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Leaders need to serve communities.   The focus should not be on just one individual  -  it is someone who is working with the community that makes the difference.   IMPM allows managers and leaders to share and learn from each other. 

Managing in a Digital Age by Henry Mintzberg

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Managers need to stop, listen, reflect and then act.  Too many are busy just doing, doing, doing.

Podcast: Interview with Henry Mintzberg on Management

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Listen to what Henry Mintzberg has to say about the practice of management today.

IMPM Seating Arrangements used in Business

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Seating arrangements used in the IMPM used in companies and should be used in politics

Round tables have helped Professor Mintzberg's executive students learn from each other. "Show-and-tell" circles have encouraged them to share ideas. Some participants were designated as "listeners", with a mandate to eavesdrop on the discussion and report back rather than take part.
Some of these more participative arrangements have trickled down to workplaces, flattening hierarchy and making problem-solving easier, and encouraging, in Prof Mintzberg's words, "discussion and development at its best".

Two Campuses for the Price of One

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In the case of the IMPM you have 5 campuses around the world for the price of one.  

Don't Just Sit There

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Using different seating arrangements can lead to better decisions.   In the IMPM you learn through using various seating methods in groups discussions and in workshops.