Second opinion



Fitting leaderschip



Procurement in the Healthcare Sector in 2011



Broken connection
1 February 2002

Based on the need for a genuine dialogue between employee and organisation and inspired by insights gained from the marketing and psychology disciplines, the authors designed a new typology for employees and organisations. The typology identified provides a handy instrument for determining the values and motives of managers and employees.

1 January 2002

What exactly do managers really learn from? To answer this question, Berenschot spoke extensively with successful managers in five large Dutch companies. Critical learning experiences and learning directions that formed distinct elements in their development were identified in joint collaboration. The capacity to learn from almost any situation appears to be essential and is something that can be developed. The art of being able to identify the critical learning experiences in a situation can also be learned.

1 January 2002

The developments described in this book demonstrate that we are approaching an historical trend break that will lead to a new struggle for time. The book's central theme is the implications this will have for labour organisations and the people working in these organisations. The relationship between work and personal life is extensively covered. The management and employee issues that result from the changes in working and business hours are discussed.

1 January 2002

This publication deals with the social security's execution process and is the result of an extensive analysis carried out by Berenschot. The analysis and recommendations are based on the group's many years of practical experience with change processes in the social security sector. Important in this context is the advent of the Wet Structuur en Uitvoering Werk en Inkomen (Netherlands Work and Income (Implementation Structure) Act) and the Wet Verbetering Poortwachter (Netherlands Eligibility for Permanent Disability Benefit (Restrictions) Act) at the beginning of 2002. A great deal of attention is given to the expected effects of both these acts.

1 January 2002

‘Strategic Dialogue' is the name of Berenschot's approach to the strategy development process. The approach calls for stakeholders in the client organisation to participate in a learning process guided by Berenschot consultants. The process involves the preparation of analyses, generation of strategic options and selection of options on the basis of dialogue. The knowledge and experience that exists within the client organisation is optimally mobilised. This creates insight and a shared feeling for the chosen direction.

1 January 2002

Berenschot conducted research into the measures taken by organisations in their effort to combat scarcity. In addition, research was conducted to determine to what extent scarcity constitutes a strategic issue and its impact on the employer-employee relationship.

1 January 2002

The Netherlands is greying. The average age of workers in organisations in the Netherlands is also steadily increasing. The Aging Company is a simulation program that allows the consequences of the organisation's greying workforce to be determined. Furthermore, the program provides possibilities for investigating how these consequences can be influenced.

1 January 2002

In Wat beweegt professionals? (What Motivates Professionals?), professionals discuss what motivates them to make certain career choices. The book provides insight into the key motives of professionals, what influences the career decision-making process and the way in which choices are made.

Het verbeteren van uw project organisatie
1 February 2001

In some sectors, project-based work is the preferred way of working. Take the construction or IT sector for example.

1 January 2001

An exploration in which complex public-private networks form the central theme. The exploration is carried out on the basis of available theoretical approaches and examples from actual practice. Future research activities in this area are sketched out at the end of the book.

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