OUR CHAPTERS
The Humanistic Management Network lives, works and acts through its local Chapters and collaborations with our members. Our Chapters drive diverse activities ranging from organizing and hosting events to leading research projects with subsequent publications to integrating Humanistic Management Principles into university teaching. What unites all Chapters is the invaluable service their members deliver to our shared purpose.
If you want to know more about our Chapters and how you can engage please get in touch with the Chapter nearest to you.
Argentina Chapter
Contact: Martin Alterson
Let´s remove the words “Human resources” from the organizational common vocabulary . Human beings are not mere resources. Human beings are not a Capital. Human beings are not the means.
Australia and New Zealand Chapter
Contact: Lisa Daniel
The Australia and New Zealand (ANZ) Chapter was formed in early 2014 and is fast gaining momentum. Currently there are around 125 email subscribers located across 4 Australian States and New Zealand.
Brazil Chapter
Contact: Kelly Dalben
O capitulo do Brazil considera em sua construção além da troca imediata, uma relação integrada entre conhecimento e prática, entre os valores tangíveis e intangíveis para a contribuição de um novo novo cenário organizacional, mais humano, mais ético, e mais digno.
Colombia Chapter
Contact: Carlos Largacha-Martinez
El capítulo Colombia de la Red de Gerencia Humanista fue creado con el propósito de difundir las ideas de prácticas gerenciales centradas en el ser humano a nivel de la academia, las organizaciones, y a futuro, de políticas públicas.
Estonia Chapter
Contact: Katri-Llis Vainio
Please bear with us as while we are updating the introduction to this chapter. In the meantime please feel free to contact the chapter should you have any questions.
Finland Chapter
Contact: Ulla Heinonen
The Finnish Chapter of the Humanistic Management Network works on the basis that a fundamental paradigm shift is needed in the way we define the purpose of business and its role in society. To this end the Finnish Chapter promotes the approach to humanistic management that is based on the three pillars of 1) Respect for human dignity 2) Integration of ethical considerations in management decisions and 3) Engagement with stakeholders.
Germany Chapter
Contact: Wolfgang Amann
The German chapter focuses on initiatives of knowledge creation and dissemination related to humanistic management from an education perspective at this point in time.
India Chapter
Contact: Shiv Tripathi
Let´s remove the words “Human resources” from the organizational common vocabulary . Human beings are not mere resources. Human beings are not a Capital. Human beings are not the means.
Mexico Chapter
Contact: Consuelo García de la Torre
Please bear with us as while we are updating the introduction to this chapter. In the meantime please feel free to contact the chapter should you have any questions.
Nepal Chapter
Contact: Prasanna Paudel
Please bear with us as while we are updating the introduction to this chapter. In the meantime please feel free to contact the chapter should you have any questions.
Netherlands Chapter
Contact: Bertine van Hoof
Please bear with us as while we are updating the introduction to this chapter. In the meantime please feel free to contact the chapter should you have any questions.
Nigeria Chapter
Contact: Kemi Ogunyemi
Please bear with us as while we are updating the introduction to this chapter. In the meantime please feel free to contact the chapter should you have any questions.
Switzerland Chapter
Contact: Ernst von Kimakowitz
In 2007 the humanistic management movement was institutionalized by founding a charitable Swiss association in the Canton of St. Gallen in eastern Switzerland, beautifully nestled between lake Constance and the Alps.
United Kingdom Chapter
Contact: Christina Schwabenland
Christina Schwabenland is a Reader in Public and Voluntary Sector Management at the University of Bedfordshire. A passionate advocate for ‘bringing humanity back into management’ she worked for over 25 years in non –profit organizations and this has given her firsthand experience of the ways in which organizations can nurture or tyrannize the people working in them.