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Who should attend
Participants have more than 10 years of work experience with substantial and relevant managerial experience and are typically between 35 and 55 years of age.
- Participants come with degrees in Business, IT, Engineering, Medicine and more.
- Participants may be entrepreneurs, family business members, professionals, or senior managers from companies doing business around the world.
- There is no GMAT required. The program is designed for accomplished managers who are looking to enhance their existing management skills, gain new insights and discover a deeper understanding of themselves.
About the course
The International Management Programme ( IMP) is an advanced level management programme from IIMB and is being delivered in collaboration with Desautels Faculty of Management, McGill University, Canada and Lancaster University Management School, UK. The programme is based on the IMPM programme conceived by Prof Henry Mintzberg based on his path breaking work on five mindsets. It is a unique programme that also provides a pathway to a degree from LUMS or McGill.The program is authentically international, not only does the IMP draw participants from every continent, it also incorporates international settings into its curriculum. The core program is a set of five modules of 10 days each, designed by elite business schools in Bangalore, Yokohama, Lancaster, Montreal, and Rio de Janeiro, delivered over 16 months. The pedagogy comprises of all kinds of intriguing activities, in the class and out: Co-Coaching, Friendly Consulting, Dedicated Tables, Managerial Exchanges, and Impact Teams. Attending the five modules and completing the papers and managerial exchange satisfactorily will result in the awarding of the IMP Certificate from IIMB. Through this process, participants will become more individually worldly than uniformly global.
IMPM – the genesis of IMP
Since 1996, the International Masters Program for Managers (IMPM), co-founded by Henry Mintzberg, has been changing the course of management education and development. The IMPM takes you beyond the cases and functions of a typical MBA, engaging you as an accomplished manager to reflect on your own experiences and share those insights with participants in a free-flowing exchange of ideas. The IMPM is not about meeting an abstract standard; it is about finding your unique voice, capabilities and calling.
"Management is, above all, a practice where art, science, and craft meet. There is a lot of art - meaning experience, there is a certain amount of craft meaning insight, creativity and vision, and there is the use of science, technique or analysis." ~ Henry Mintzberg
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.
The objective of the IMP and its innovative pedagogy is to help experienced managers develop their capabilities by learning together with top-rated faculty, as well as through the experiences and expertise of their colleagues as they travel the world exploring key management 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 are engaged in sessions such as The Nature of Engaging Management (Professor Henry Mintzberg), Ethics and Virtue within the Organization (Professor Lucas Introna) and walk in the footsteps of Wordsworth 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 business schools in the world.
MODULE 2 MANAGING ORGANIZATIONS: THE ANALYTIC MINDSET
We move to Montreal, one of America’s most engaging cities, where Canada’s foremost university, McGill, hosts the module on the analytic mindset. There are sessions on strategy, finance, and marketing, with the real focus on developing an understanding of analysis beyond techniques —and away from both “extinction by instinct” and “paralysis by analysis”. Professor Estelle Metayer explores managerial biases that affect decision making, and Henry Mintzberg contrasts adhocracies with bureaucracies and emergent strategies with deliberate ones. Between Modules One and Two, participants improve their financial literacy.
MODULE 3 MANAGING RELATIONSHIPS: THE COLLABORATIVE MINDSET
Not surprisingly, Japan is where we probe into Managing Relationships through the collaborative mindset - across individuals in groups, divisions, in companies and in strategic alliances. In this module, aside from focusing on the different forms of collaboration and alternative models of human behavior, the role of trust and culture in collaboration and how it is created in companies is explored. Taking advantage of the proximity to China and Korea, input from these countries expands the East Asian experience of the participants.
MODULE 4 MANAGING CHANGE: THE ACTION MINDSET
In Rio de Janeiro, at EPABE/FGV, Brazil’s best school of administration, we consider not only managing change but also managing continuity. There is no better place than Rio to contrast the “Why Not?” mentality people who create change to those with the more usual “Why?” mentality. Visits to local organizations and companies illustrate how culture and power affect trust and values in the workplace, all of this put into perspective during discussions on action (Professor 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, is hosted at the IIMB which is ranked the best business school in Central Asia. It delves into all sides of the world around the enterprise from financial markets and consumer behaviour, championing and sustaining business growth 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.
Henry Mintzberg is Cleghorn Professor of Management Studies, at the Desautels Faculty of Management, McGill University in Montreal. His work has focused on the work of the manager, and how managers are trained and developed. The author or co-author of 15 books, Mintzberg is, perhaps, best known f...
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