Chapter 1: what does the Input-Output management model imply?
Chapter 2: why the distinction between Input and Output is crucial?
Chapter 3: vision
Chapter 4: when to manage by Input and when by Output? When to manage quantitatively and when qualitatively?
Chapter 5: how to convince your subordinates of your vision?
Chapter 6: how do you convince your colleagues and your boss of your vision?
Chapter 7: how to deal with resistance to change?
Chapter 8: output management demands delegation
Filip Vandendriessche is a lecturer and consultant. He has a background in conflict management. He acted as a social mediator between management teams and unions in Belgium, France and the Netherlands. His approach works in different cultures and contexts. Output management has been successfully introduced at companies such as Alcatel, Philips, Unilever, IBM, 3M, Volvo, Xerox, SAP and the Vatican in Rome where he mediated in conflicts between bishops.
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