News

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.

The Managers' emba: Engaging Managers Beyond Administration

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How about an emba that engages managers beyond administration? We can do wonderful things in a classroom that draws on managers' own experience. Real experience, deeply felt. (Cases are other people's experience, in small, disconnected doses. The IMPM has tables(participants sit in tables not in rows of individual seats). These tables can be dedicated to entrepreneurs, or people from particular industries or companies, who can spend time delving deeply into their concerns. Instead of training people to become consultants, imagine using these tables for "friendly consulting": the managers bring in issues of major concern which their colleagues help them think through. And they can take their learning back to their organizations, to share it with colleagues in "impact teams" and explore the implications for consequential change.

If you can't measure it, you had better manage it

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Wait, that's not it. It's supposed to be: "If you can't measure it, you can't manage it."  BUT have you ever seen an acceptable measure of culture? Does that mean we can't manage culture, and so better get rid of it in our organizations?  

The Brazil Module - learning to be a "why not" person

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The Change Module of the IMPM takes place in Brazil where many of the changes happen because you have people who are "why not" people rather than "why".  In other words let's try it.  The IMPM classroom and company visits in Rio de Janeiro let managers experience this mindset