Online information session to discover more about the International Masters in Practicing Management – IMPM program. The IMPM is delivered by top business schools in 5 countries. Lancaster University in England, McGill University in Canada, IIMB in India, Renmin University in China and FGV/EBAPE in Brazil all bring a different international perspective to the program. Each School hosts a 10 day module that is based on a different managerial mind-set and uses your experiences, your reality to deepen the learning.
Organizational Learning through ModelingDaniel Hayden
This presentation focuses on Rare's, rareconservation.org, data-driven learning model. It shows that establishing clear processes, consistent data and a focus on measurable outcomes can lead to improved organizational learning even in highly variable systems.
Knowledge management and Organizational Learningshiluswami46
This presentation defines about the meaning of knowledge its concepts, Knowledge management along with the meaning of organizational learning and types of learning.
Organizational Learning through ModelingDaniel Hayden
This presentation focuses on Rare's, rareconservation.org, data-driven learning model. It shows that establishing clear processes, consistent data and a focus on measurable outcomes can lead to improved organizational learning even in highly variable systems.
Knowledge management and Organizational Learningshiluswami46
This presentation defines about the meaning of knowledge its concepts, Knowledge management along with the meaning of organizational learning and types of learning.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
What makes Japanese companies more progressive than others? It actually lies in their employee centered way of management and utmost dedication to Quality.
Management development plays a vital role in human resource management. Because of the changes in organizational goals, technological advancements, etc efficiency of existing managers should be updated. Management Development Programs bring efficiency in managerial personnel.
Educational Leadership - The Importance of Leadership and Management to Educa...polchan
Educational Leadership - The Importance of Leadership and Management to Education
-Education defined
-Management defined
-Educational Management
-Leadership defined
-Educational leadership
-Educational management v. Educational Leadership + The Paradox
IMPM - International Master's in Practicing ManagementFGV Brazil
The International Masters Program in Practicing Management (IMPM) is an international masters program focused on the practice of managing. Co-founded by Professor Henry Mintzberg in 1996, the program is designed for very experienced managers and entrepreneurs, to help them become even better managers and leaders, and to make a lasting impact on their organisations and societies.
Find out more about the International Master's Program in Practicing Management (IMPM): http://ebape.fgv.br/en/node/1051
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
What makes Japanese companies more progressive than others? It actually lies in their employee centered way of management and utmost dedication to Quality.
Management development plays a vital role in human resource management. Because of the changes in organizational goals, technological advancements, etc efficiency of existing managers should be updated. Management Development Programs bring efficiency in managerial personnel.
Educational Leadership - The Importance of Leadership and Management to Educa...polchan
Educational Leadership - The Importance of Leadership and Management to Education
-Education defined
-Management defined
-Educational Management
-Leadership defined
-Educational leadership
-Educational management v. Educational Leadership + The Paradox
IMPM - International Master's in Practicing ManagementFGV Brazil
The International Masters Program in Practicing Management (IMPM) is an international masters program focused on the practice of managing. Co-founded by Professor Henry Mintzberg in 1996, the program is designed for very experienced managers and entrepreneurs, to help them become even better managers and leaders, and to make a lasting impact on their organisations and societies.
Find out more about the International Master's Program in Practicing Management (IMPM): http://ebape.fgv.br/en/node/1051
Online information session with Henry Mintzberg to discover more about the International Masters in Practicing Management – IMPM program. The IMPM is delivered by top business schools in 5 countries. Lancaster University in England, McGill University in Canada, IIMB in India, Renmin University in China and FGV/EBAPE in Brazil all bring a different international perspective to the program. Each School hosts a 10 day module that is based on a different managerial mind-set and uses your experiences, your reality to deepen the learning.
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.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
É com muita satisfação que a GVcasos traz a público esta sua primeira Edição Especial Temática. Ela é resultado da chamada de trabalhos que publicamos no final de 2021, convidando autores a produzirem casos que enfocassem tecnologias sociais, um tema tão relevante para a sociedade, mas ainda pouco explorado no ensino de Administração.
Neste primeiro número de 2022, a GVcasos passa a circular com uma novidade: um projeto visual inteiramente renovado. O leitor perceberá, ao acessar os casos e as notas de ensino, que os textos adotaram uma nova apresentação gráfica. A mudança já tinha sido iniciada em 2021, com a renovação visual do site, e agora de estende às páginas internas.
Neste segundo número do volume 11, a GVcasos reuniu dez casos, acompanhados das respectivas notas de ensino. Os trabalhos foram sendo publicados em fluxo contínuo, o primeiro deles ainda em julho, e o último em 30 de dezembro de 2021, data em que a edição foi dada por completa.
Este número tem um espírito festivo. Com muita alegria e orgulho pelo caminho trilhado, a GVcasos comemora seu décimo aniversário! Para marcar essa conquista, além dos costumeiros casos e suas notas de ensino, a revisa traz um breve artigo do editor, com algumas memórias e um balanço desses 10 anos de contribuições ao ensino de Administração no Brasil.
Este número da GVcasos é o segundo publicado pelo sistema de fluxo contínuo. Ele está indo ao ar ainda em julho, com os dois primeiros trabalhos aprovados para publicação no segundo semestre de 2020. Deverá crescer substancialmente, com a incorporação paulatina de diversos outros trabalhos que se encontram em diferentes fases do nosso processo editorial.
A GVcasos entrou em 2020 com uma novidade. A fim de melhorar sua dinâmica editorial e diminuir a demora entre a submissão e a publicação dos trabalhos, a revista passa a ser, a partir de agora, publicada no sistema de fluxo contínuo.
Os CGPC se propõem a estabelecer avanços em termos teóricos e metodológicos, que tragam alternativas inovadoras para políticas públicas ou novos arranjos organizacionais e conteúdos pertinentes também para gestores e executivos.
Os CGPC se propõem a estabelecer avanços em termos teóricos e metodológicos, que tragam alternativas inovadoras para políticas públicas ou novos arranjos organizacionais e conteúdos pertinentes também para gestores e executivos.
Os CGPC se propõem a estabelecer avanços em termos teóricos e metodológicos, que tragam alternativas inovadoras para políticas públicas ou novos arranjos organizacionais e conteúdos pertinentes também para gestores e executivos.
Os CGPC se propõem a estabelecer avanços em termos teóricos e metodológicos, que tragam alternativas inovadoras para políticas públicas ou novos arranjos organizacionais e conteúdos pertinentes também para gestores e executivos.
Os CGPC se propõem a estabelecer avanços em termos teóricos e metodológicos, que tragam alternativas inovadoras para políticas públicas ou novos arranjos organizacionais e conteúdos pertinentes também para gestores e executivos.
Os CGPC se propõem a estabelecer avanços em termos teóricos e metodológicos, que tragam alternativas inovadoras para políticas públicas ou novos arranjos organizacionais e conteúdos pertinentes também para gestores e executivos.
Os CGPC se propõem a estabelecer avanços em termos teóricos e metodológicos, que tragam alternativas inovadoras para políticas públicas ou novos arranjos organizacionais e conteúdos pertinentes também para gestores e executivos.
Os CGPC se propõem a estabelecer avanços em termos teóricos e metodológicos, que tragam alternativas inovadoras para políticas públicas ou novos arranjos organizacionais e conteúdos pertinentes também para gestores e executivos.
Os CGPC se propõem a estabelecer avanços em termos teóricos e metodológicos, que tragam alternativas inovadoras para políticas públicas ou novos arranjos organizacionais e conteúdos pertinentes também para gestores e executivos.
Para esta edição, selecionamos cinco casos de ensino que abordam um amplo leque assuntos: empreendedorismo feminino, gestão de empresas familiares, marketing de varejo e de serviços, implementação de sistemas de informação, inovações sociais.
O Caderno Especial desta edição da GV-executivo apresenta artigos sobre inovação e tendências no ensino. Falar em ensino talvez esteja ultrapassado. Estamos lidando com novas formas de conhecer. Com o avanço tecnológico, é quase lugar-comum dizer que enfrentaremos, nas próximas décadas, formas de trabalho totalmente diferentes das atuais, no entanto ninguém consegue prever com exatidão quais serão esses novos formatos e quais competências serão necessárias.
Essa edição contempla justamente um fórum sobre Big Data, organizado por Eduardo de Rezende Francisco, José Luiz Kugler, Soong Moon Kang, Ricardo Silva e Peter Alexander Whigham. O fórum traz o primeiro artigo convidado, “A jornada acaba de começar”, por William Lekse. Em seguida, a introdução ao fórum, “Além da tecnologia: Desafios gerenciais na era do Big Data”, dos organizadores e outros artigos.
This edition includes a forum on Big Data, organized by Eduardo de Rezende Francisco, José Luiz Kugler, Soong Moon Kang, Ricardo Silva, and Peter Alexander Whigham. The first guest article presented is “The journey has just begun” by William Lekse. Following the introduction to the forum, the next article presented is “Beyond technology: Managing challenges in the Big Data
era” by the guest editors, and other articles.
RAE apresenta novos artigos que exploram a relação entre humor e efetividade da liderança, a felicidade no trabalho, o produtivismo acadêmico multinível e gestão de recursos humanos sustentável. A seção Pensata apresenta uma reflexão sobre o ensino e pesquisa em marketing, e a seção de indicação bibliográfica fala sobre o tema da gestão de serviços de saúde.
Model Attribute Check Company Auto PropertyCeline George
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for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
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at Integral University, Lucknow, 06.06.2024
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TESDA TM1 REVIEWER FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...
Info Session 09/06/15 - International Master´s Program in Practicing Management (IMPM)
1. IMPM – the managers’ emba:
engaging managers beyond administration
Dora Koop, Managing Director
McGill University
dora.koop@mcgill.ca
www.impm.org
2. IMPM – The managers’ emba
• Objective of the IMPM
The objective of the IMPM is to help you improve your
management practice and develop leadership
capabilities by learning from faculty and through the
experiences of accomplished peers in the program.
• Outcome
You as a manager develop a worldly perspective of
management, build personal awareness and increase
your ability to create and manage change in your
organization.
3. IMPM – The managers emba
This program is for you if:
• You have been working for more than 8 years, and you have
several years of management experience.
• You have a degree (MBA, PHD, Bachelors) or, even without a
university degree, and you now want to focus on becoming a
better leader or manager.
• You are at the crossroads in your career facing challenges that
would benefit from the experience of accomplished peers - from
similar organizations or because they come from very different
organizations and functions.
• You want to be in different environments where you learn from
faculty based in that location and visit local organizations to
apply your learning.
• You want to join a dedicated table of, other entrepreneurs, family
business members, managers from your industry, professional
ect. and gain from their experience.
4. IMPM – The managers emba
• IMPM is based on 5 managerial mindsets.
• IMPM is designed around the experiences and needs of
you as a manager and your organization.
• IMPM is an international program taking place in 5
different locales over a period of 16 months. You return
to your work after each 10 day module.
• IMPM is for accomplished managers who feel they need
further leadership development to take their career and
their organization to the next level.
• IMPM results in a Masters of Management Degree from
McGill University or a MSc International Masters in
Executive Management from Lancaster University
5. The Partner Schools
• Lancaster University Management School (LUMS)
The leading full-spectrum business or management school in the UK.
• McGill University’s Desautels Faculty of Management
Ranked as one of the world’s top international business schools by
Business Week, Forbes, The Economist and the Financial Times.
• IIM Bangalore
Has a strong focus on leadership and entrepreneurial skills and it
collaborates with over 114 top global B-schools in joint programs.
• The School of Business at Renmin University of China, Beijing
Academic tradition offers unique insights into the country’s economic
reforms and rapid economic growth over the past 30 years.
• FGV/EBAPE in Brazil, Rio de Janeiro
Offers its students an emphasis on international studies and is placed
among the top three Institutions of Higher Education in Brazil.
7. IMPM Program Overview
MANAGERIAL
EXCHANGES
Co-Coaching Reflection Papers Impact Teams
16 months
Final paper
REFLECTIVE
MINDSET
Managing
Self
ANALYTIC
MINDSET
Managing
Organizations
COLLABORATIVE
MINDSET
Managing
Relationships
ACTION
MINDSET
Managing
Change
WORLDY
MINDSET
Managing
Context
8. Application of Learning
• Site Visits
The cultural audit using
the cultural web
• Reflection Papers
With tutoring and co-coaching
• Impact Teams
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
9. Learning from Context
Crossing the Street in
Bangalore – “walk like a
cow”!
“I am an executive at the
corporate headquarters of an
American company; the Worldly
Mindset module has encouraged
me to reflect and challenge my
ingrained assumptions, and to
adopt a worldly mindset when I
deal with colleagues in various
countries.”
Mike Fitzgerald
VP Global HR
Cepheid Inc.
10. Modules Themed Around ‘Mindsets’
Module 1
Lancaster, UK
Oct 25 – Nov 4, 2015
Reflective
Mindset
Managing Self
Module 2
McGill, Canada
Feb 21 – March 2, 2016
Analytic
Mindset
Managing
Organizations
Module 3
EBAPE-FGV, Brazil
May 19 – May 29, 2016
Action
Mindset
Managing
Change & Continuity
Module 4
Renmin, China
Sept 26 – Oct 6, 2016
Collaborative
Mindset
Managing
Relationships
Module 5
IIMB Bangalore, India
Jan 15 – Jan 25, 2017
Worldly
Mindset
Managing
Managing Context
11. Managing Self:
the Reflective Mindset
Reflecting about society,
organization, work, & self
Gives you the opportunity to step back
and think about:
The nature of engaging
management
Ethics and virtue within the
organization
The nature of self and how it
impacts me as a manager?
Concepts and theory through field
studies and visiting local
organizations and companies.
12. Managing Organisations:
the Analytic Mindset
Analysis loosens up complex
phenomena by breaking them
into component parts, and
synthesis brings them together.
The module
Helps develop an understanding of the
power of analysis for decision making
that goes beyond techniques and
simple models while recognizing the
power of intuition.
Examines the limits of analysis and its
relationship with action.
Contrasts adhocracies with
bureaucracies and emergent strategy
with deliberate strategy
13. Managing Relationships:
the Collaborative Mindset
Cooperation/Collaboration
Engaging discussions open up
the role of trust and culture in
collaboration.
You will gain an understanding of
the traditional process of Guanxi,
the basic dynamic in personalized
networks of influence
Field visits will demonstrate how
companies put into practice the
concept of collaboration between
individuals and teams, and within
and between organizations
14. Managing Change:
the Action Mindset
Leading & Managing
Change and Continuity
You will explore knowledge in
action.
Field visits will illustrates how
culture and power affect trust
and values in the workplace
You will be exposed to the lens
of “why not” rather than “why”
when managing change
And you will see the other side
of change and why it is
important to also focus on what
remains the same – managing
continuity
15. Managing Context:
the Worldly Mindset
Exposure into another manager’s
world helps you understand your
own.
Explores the different contexts in
which management takes place:
national, cultural, organisational, and
markets.
Through lectures and visits shows
you as a manager how you can
operate in different world
Provides experiences that allow
managers to feel at home in very
different contexts.
16. Managerial Exchange
• Unique to the IMPM and its sister program for health
leadership (IMHL).
• You spend 3-4 days as a host and 3-4 days as a visitor in
a fellow participant’s organization, ideally with someone
from a different organization and a different culture.
• You Observe - and learn - about yourself and your
organization through differences.
“Near the end of the program, 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 business.”
Gustavo Miotti, Board Chair
Soprano Eletrometalugica Ltd. Brazil
17. Impact
• Our goal is to allow you to develop your own approach to
management and leadership. The time between modules provides
an important opportunity for you to improve your practice of
management and leadership based on what you have learned, and
then to disseminate knowledge acquired during the program.
• Coaching Impact
– on other people, by transferring the learning
• Action Impact
– on the unit, the organization, the community, and management
in general, by driving change
18. Participants’ Experiences
“The IMPM is the beginning of an incredible journey that will have lifelong
impact, contributing greatly to my personal and professional growth.”
“During the Analytical Mindset, Module II of the IMPM we were exposed to
different approaches to strategy and planning. This had a major impact on
our company. We did a complete review of the strategic planning process.
This new process allowed us to be more agile, encouraged flexibility and
allowed for emergent strategies outside the normal business planning
cycles.”
“Through the IMPM experience I learned how to be a better listener, discovered
what motivates me, became a better mentor and learned how to empower
and coach rather than taking over”
“The program's content is highly relevant to today's issues and challenges, and
is further enriched by the diversity of skill, knowledge and experience of the
global participants.”
19. Average Class Profile
• Nationalities: 10
• Work experience: (10 years plus)
• Average age: 40 years (30 to 55)
• Backgrounds: Managing Directors, Engineering, Medicine, Finance,
Human Resources, Law, Research and Development
20. Participating Companies
Since the IMPM began over
19 years ago managers and
executives have participated
from the following global
companies:
AstraZeneca
Brazilian Development Bank
The Boeing Company
British Telecom
Cable & Wireless
DeutscheTelekom
Éléctricité de France
Ernst & Young
Fairmont Hotels
Fujitsu Ltd.
Gaz de France
In addition, every year there are
several entrepreneurs who run their
own businesses.
Hewlett-Packard India
LG
L’Oreal
Lufthansa Airlines
Panasonic (Matsushita) Marconi
Motorola
Novartis
POSCO
Red Cross
Rio Tinto
Royal Bank of Canada
Sasken Communication
Technologies
Sealweld
Swiss Re
TATA Steel
Target
21. Registration Process
1. Submit your cv or application
(http://www.impm.org/admissions/apply) to
dora.koop@mcgill.ca
2. You will be contacted for an initial interview with Dora
Koop to see if the program meets your needs.
3. If there is a fit, a second interview will be arranged with
an academic director from the IMPM.
4. The academic director will recommend acceptance or
not and upon this recommendation you will be sent
your acceptance letter with next steps.
5. A fee of US$3000 is required to hold your registration
place.
22. Cycle 20
Contact for further information:
Dora Koop
IMPM Managing Director
info@impm.org
+1 514 398-7309