2005 - Peter Geelen & Rob van de Coevering

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Integral Performance Management


Companies operate in an increasingly dynamic and complex context. They need to anticipate changes faster to keep performances up or improve them. This demands a lot from the way companies operate. So it is hardly surprising that performance management is high on the agenda.

Early adopters now realise that performance management is more than just formulating strategic objectives, success factors and a list of performance indicators on a scorecard. Yet the vast majority of companies don’t get past this level of performance management. Thus they frequently revert to a traditional, financially-oriented management, not recognising the added value of the new concept.

An explicit link with business processes is needed to make a success of performance management. iPM (integral performance management) achieves this link, integrating performance management, process management and continuous improvement. iPM is the ideal model to give your company strategic focus, to involve your employees and to actually see your strategy achieved quickly and durably.

Table of Contents

  • Preface.
  1. Management in perspective.
  2. iPerformance management.
  3. Process management and modelling techniques.
  4. iPM in action.
  5. The use of information and communication technology.
  6. Ten frequently asked questions.
  • Bibliography.
  • The authors.
  • Index.

Print office: Den Haag Media Groep, Paperback, 128 pages.

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