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Intensive Management Program: Tools, Challenges and the Manager's Role

This program will enable you to acquire or refine the skills, tools, methods and approaches you need to contribute effectively to an organization in a constant state of change.


$3,995 + taxes


Six Fridays – 8:30 a.m. to 4:30 p.m.

Course given in French

HEC Montréal
March 16, 23, April 6, 13, 20, 27, 2018

6 Fridays, 7 experts

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The top 10 leading management challenges, as identified by Gestion magazine, represent key areas of concern for which you do not necessarily have all the answers. Through this program, you will acquire or refine the skills, tools, methods and approaches you need to contribute effectively to an organization in a constant state of change. Armed with a better understanding of the nuances of the management profession in today’s business environment, you will be able to play a more decisive role and propel your company’s success to new heights.


  • Step up your managerial skills.
  • Gain a solid understanding of contemporary management issues.
  • Familiarize yourself with management concepts, approaches, methods and tools to interact more effectively with others and implement processes with more success.
  • Optimize your analytical and decision-making capabilities in a management context.

Is this for you?

  • Professionals
  • Experts and specialists
  • Aspiring managers
  • Managers

This program is for you if:

  • You wish to brush up on or update your management skills.
  • You are laying the groundwork for a transition into a management role.

Special features

  • Intensive six-day program.
  • Theme-oriented approach: 10 major themes covered by HEC Montréal faculty members whose high-level management practices and in-depth knowledge of emerging trends is both enlightening and engaging.
  • A follow-up recap and brainstorming session to facilitate retention of the content.

"Excellent rundown and examination of what it means to be a manager. Something that truly addresses management in the 21th century!"

Marc Lemieux, Business Development Manager, Chase Paymentech

"This program will be very helpful in my job. An invaluable source of information."

Yves Dubé, Administrative Services Coordinator, Department of National Defence

"The group dynamics resulting from the structure of the course are very enriching, and we covered a wide range of topics."

Stéphane Pascalon, Professional Services Director, Processia Solutions

"Excellent program. The courses were varied and thorough, and the instructors top-notch."

Éric Poulin, Data Protection Solutions Division SE Manager, Dell EMC

Coordinator and instructor:

Eric Brunelle
Eric Brunelle
MSc (Management); PhD (Technology Management)
Associate Professor, HEC Montréal, and Director and Editor-in-Chief, Gestion Journal


Sébastien Arcand
Sébastien Arcand
MA and PhD (Sociology)
Associate Professor, HEC Montréal
Louis-Étienne Dubois
Louis-Étienne Dubois
PhD (Management)
Assistant Professor
Sacha Ghadiri
Sacha Ghadiri
MSc and PhD (Management)
Assistant Professor, HEC Montréal

François Normandin
François Normandin
MA (History), MPA, MBA, HEC Montréal
Lecturer, HEC Montréal
Emmanuel Raufflet
Emmanuel Raufflet
PhD (management)
Associate Professor, HEC Montréal
Cyrille Sardais
Cyrille Sardais
DEA (History and Civilization), PhD (Management Sciences)
Associate Professor, HEC Montréal

Management: Yesterday and today

  • Management as a profession and a practice
  • Manager as “introspective practitioner”
  • History: Socioeconomic evolution of organizations and the changing role of management
  • Important management concepts (beyond simply “running things”) and the corresponding practical realities
  • Issues facing the modern manager and outlook for the future: Setting the pace today for a more productive tomorrow

Decision-making: The heart of the managerial profession

Making good decisions is a constant challenge for any manager. In today’s business world, where rational thinking is valued and often rewarded, managers seek to make the most logical decisions possible – often with varying results. Is there any such thing as the “perfect” decision? What is the role of rationality and intuition in the decision-making process? Are there traps that can be avoided? This module aims to acquaint you with decision-making fundamentals, underscore the importance of the rational–emotional continuum and help you develop better decision-making reflexes.

First half-day:

  • Central role of decision-making in a managerial context
  • Classic decision-making process
  • Three assumptions in decision-making: Rationality, bounded rationality, intuition
  • Individual and group decisions.

Second half-day:

  • Dual nature of the decision-maker: System 1 and System 2 thinking (Daniel Kahneman)
  • Cognitive biases that hinder decision-making
  • Critical questions to help you make better decisions

Charting the choppy waters of identity: A daunting management challenge

Growing turmoil and complexity, a world that is changing at an ever-faster pace, heavier workloads, talent retention, creativity engagement, working in silos, conflict, harassment… the list of identity-related challenges is endless. Sometimes they serve as the anchor managers use to keep their bearings. Other times, they are the current that throws them off course. What are the identities and identity dynamics that every manager should know? What affect do they have? What are the questions that need to be asked to pinpoint and interpret them? How can they be incorporated into the management framework?

  • Identity challenges and issues and their role in routine management
  • Identity assessment
  • Best practices

Dealing with complex, collective issues

This module looks into what is entailed in managing individuals and teams using a “problem” or “controversy” management approach in a decision-making context involving more and more people, and more and more factors.

  • How can you reconcile stakeholders’ multiple and diverging interests? Do you need to?
  • Analysis of controversy as a learning process and a method of organizational change
  • New methods of governance based on participation, dialogue, debate and deliberation (as opposed to authority and delegation to experts): Coping with new political realities in an organization
  • Manager as mediator and interpreter, able to incorporate contradictory points of view, interests and requirements

Utilizing effective communication to get ahead

Research shows that managers spend more than two-thirds of their time communicating, especially verbally. Bearing this in mind, it is important to take a closer look at topics such as:

  • Advanced communication skills: Arguing, negotiating, engaging and more
  • Desired psychological outcomes of verbal communication and the various “pathologies” involved
  • Ethics of speech as the backbone of the management profession

Cross-disciplinary management and project management

To overcome the challenges of coordinating classic functional structures, organizations have been experimenting for the past 30 years with cross-disciplinary management methods, specifically as a way of driving organizational development and joint innovation (from simple quality circles to matrix organizations and the widespread use of project management principles).

  • Various forms of cross-disciplinary management and their concrete repercussions on the management profession
  • Transition away from project management and toward project leadership
  • Competencies and skills required to master cross-disciplinary management

Managing innovation and creation

Globalization and fiercer competition have led to an increased emphasis on strategies designed to differentiate products, as well as work and production methods. The ability to manage innovation and creation processes is therefore emerging as a significant way of generating added value.

  • Shift from a knowledge-driven economy to a creative economy: New imperatives and new challenges for managers
  • Generic innovation management model
  • Leadership of teams of innovators and creators: New practices for managers

Diversity and intercultural management

  • Cultural dimension of international management: How to identify differences and manage interaction
  • Leading intercultural teams: Striking a balance between creativity and conflict
  • Persuasion and negotiation in an intercultural context: Communication styles, the art of deciphering intent, alternative persuasion techniques
  • Bridging the cultural divide: How to recruit, dismiss, reward and discipline employees on five continents
  • Challenges of global management: Developing new skills, managing offshoring, capitalizing on a worldwide network

Engagement and e-leadership

In 2013, there were 1.2 billion telecommuters in the world. As a manager, what can you do to motivate and engage off-site workers, make them feel like they are part of your team and your organization, and still keep control over their output? How can you make them feel important and encourage them to get and stay involved? In other words, how can you be an effective e-leader?

  • E-leadership landscape: Telecommuting in its various forms
  • Challenges of e-leadership
  • E-leadership best practices

Corporate social responsibility

  • Key CSR-related debates
  • Strategic approach to community and environmental stewardship
  • CSR as a mechanism of organizational change

Game plan for today’s managers: Recap and food for thought

  • Becoming a manager and building your identity
  • Mapping out your personal trajectory
  • Identifying and getting ready for important steps and transitions
  • Partners, mentors and personal networks
  • Balancing work/home life, specialization/diversification, performance/personal development
  • Making the most of acquired knowledge and exploring new avenues
  • Presentation of key themes
  • Case studies and sharing of experiences
  • Recap and “big picture” analysis

Participants in all of our Expert Series will receive a certificate of completion from Executive Education HEC Montréal.

For more information about this program


Michelle Vaillancourt
Senior Advisor


514 340-6001

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