Contact for further information:<br />Colette Webb<br />IMPM Program Manager<br />info@impm.org / +44 1524 510738<br />IMP...
IMPM Purpose<br /><ul><li>To enable learning through your own jobs and organisations
To share contexts and experiences in order to enrich your learning
To help you to ask the right questions, rather than provide correct answers
To support you to become comfortable with different  ideas, experiences and contexts </li></li></ul><li>Schools<br />China...
Modules Themed Around ‘Mindsets’<br />
The Logic of the Mindsets<br />Reflecting : Managing Self<br />Concepts<br />Competences<br />Worldly Mindset : Managing c...
REFLECTION<br />ACTION<br />“As suggested in the previous figure, everything an effective manager does is sandwiched betwe...
Reflection, Module 1, Cycle 1, 1996<br />
Managing Self: the Reflective Mindset<br />Reflecting about society, organisation, work, self<br />
Managing Organisations: the Analytic Mindset<br />	Analysis loosens up complex phenomena by breaking them into component p...
Explores the problems of applying these techniques in complex situations
Examines the limits of analysis and its relationship with action</li></li></ul><li>Managing context: the Worldly Mindset<b...
Provides experiences that show how managers can feel at home in very different contexts
An understanding of the creativity that can come from diversity</li></li></ul><li>Managing Relationships: the Collaborativ...
Creating a knowledge-sharing & knowledge-creating environment within an organisation
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IMPM Presentation 2010

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This presentation describes the programme in more details. This is a part-time Master degree program for senior managers. This is an international program delivered by a consortium of schools based in China, Brazil, India,
UK, Canada.

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IMPM Presentation 2010

  1. 1. Contact for further information:<br />Colette Webb<br />IMPM Program Manager<br />info@impm.org / +44 1524 510738<br />IMPM - An Overview<br />
  2. 2. IMPM Purpose<br /><ul><li>To enable learning through your own jobs and organisations
  3. 3. To share contexts and experiences in order to enrich your learning
  4. 4. To help you to ask the right questions, rather than provide correct answers
  5. 5. To support you to become comfortable with different ideas, experiences and contexts </li></li></ul><li>Schools<br />China – Module 4<br />South America – Module 5<br />
  6. 6. Modules Themed Around ‘Mindsets’<br />
  7. 7. The Logic of the Mindsets<br />Reflecting : Managing Self<br />Concepts<br />Competences<br />Worldly Mindset : Managing context<br />Analytic Mindset : Managing organisations<br />Collaborative Mindset : Managing people<br />Action : Managing Change & Continuity<br />person ----&gt; job ----&gt; organisation ----&gt; industry ----&gt; culture<br />
  8. 8. REFLECTION<br />ACTION<br />“As suggested in the previous figure, everything an effective manager does is sandwiched between action on the ground and reflection in the mind. <br />Reflection without action is passive; action without reflection is thoughtless. <br />Effective managers function at the interface of these two mindsets; where reflective thinking meets practical doing.” <br />Henry Mintzberg, Managers not MBAs, 2004.<br />
  9. 9. Reflection, Module 1, Cycle 1, 1996<br />
  10. 10. Managing Self: the Reflective Mindset<br />Reflecting about society, organisation, work, self<br />
  11. 11. Managing Organisations: the Analytic Mindset<br /> Analysis loosens up complex phenomena by breaking them into component parts<br /> Synthesis brings them together<br /><ul><li>Develops an understanding of the power of analysis, beyond techniques and simple models
  12. 12. Explores the problems of applying these techniques in complex situations
  13. 13. Examines the limits of analysis and its relationship with action</li></li></ul><li>Managing context: the Worldly Mindset<br /> Develops an ability to appreciate and work across cultures, to escape from one’s own world and understand others.<br /><ul><li>Explores the different contexts in which management can take place: national; cultural; organisational; and markets
  14. 14. Provides experiences that show how managers can feel at home in very different contexts
  15. 15. An understanding of the creativity that can come from diversity</li></li></ul><li>Managing Relationships: the Collaborative Mindset<br /> Understanding collaboration between organisations and within organisations<br /><ul><li>The role of trust in joint ventures & mergers
  16. 16. Creating a knowledge-sharing & knowledge-creating environment within an organisation
  17. 17. Managing human networks</li></li></ul><li>Managing Change: the Action Mindset<br />Leading & Managing<br />Change<br /><ul><li>Rational approaches to managing change
  18. 18. The role of emotions in managing change
  19. 19. Value Innovation
  20. 20. Fair leadership</li></li></ul><li>Overview of the program<br />Reflection Paper I<br />I<br /> T<br />Reflection<br />Lancaster<br />9 days<br />Reflection Paper II<br />II<br /> T<br />Analysis<br />McGill<br />9 days<br />Reflection Paper III<br />III<br /> T<br />Reflection Paper IV<br />Context<br />IIM Bangalore<br />9 days<br /> IV<br />Close<br />Learning<br /> T<br />Collaboration<br />China<br />10 days<br /> V<br />Action<br />Brazil<br />9 days<br />Management <br />Exchange<br />Management Exchange<br />Impact <br />Final Paper<br />Diploma <br />16-16 months<br />Degree<br />+6 months<br />
  21. 21. IMPM is ‘Participants’ rather than ‘students’plus engaged, flexible faculty<br />Participants who embrace the challenge to explore, share and reflect<br />Faculty who adapt their material and sessions to engage with participant experience<br />
  22. 22. Participants’ Experiences<br />“Writing this reflection paper has widened my personal horizon, given me new insights on an academic level, helped me to re-evaluate my personal set of values and attitudes and shown me several fields of improvement within my own scope of work.”<br />GötzAhmelmann<br />IMPM 2004<br />Senior Manager, Corporate Strategy <br />Lufthansa<br />
  23. 23. Participants’ Experiences <br />“The IMPM is the beginning of an incredible journey that will have lifelong impact, contributing greatly to personal and professional growth. <br />It provides participants with a unique opportunity to reflect deeply on the practice of management, extending well beyond the components of a more traditional business degree. <br />The IMPM encourages individuals to explore new and diverse ways of thinking and acting to strengthen leadership and management capabilities. <br />The program&apos;s content is highly relevant to today&apos;s issues and challenges, and is further enriched by the diversity of skill, knowledge and experience of the global participants.”<br />Mary-Lynn Kassis, IMPM 2002<br />Senior Human Resources Advisor <br />RBC Financial Group<br />

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