LinkedInHayo C. Baarspul
Hayo C. Baarspul

Hayo C. Baarspul

Consultant at SeederDeBoer

Location
Utrecht Area, Netherlands
Industry
Management Consulting
Previous
  1. SeederDeBoer,
  2. Self-employed,
  3. Universiteit Twente
Recommendations2 people have recommended Hayo C.
500+connections

Join LinkedIn & access Hayo C.'s full profile

Join LinkedIn & access Hayo C.'s full profile. It's free!

As a LinkedIn member, you'll join 300 million other professionals who are sharing connections, ideas, and opportunities.

  • See who you know in common
  • Get introduced
  • Contact Hayo C. directly
500+connections
View full profile

Background

Summary

To change is to realize the future. Together with our clients, I want to realize change in an involved, thoughtful and authentic way. I assist organizations in developing their vision, strategies and ideas, and converting these concepts into operational results. Often at the interface of business and IT.

Ready to realize the future together?

Hayo C. Baarspul
hayo.baarspul@seederdeboer.nl ; 06 – 2370 5618

Experience

Consultant

SeederDeBoer
– Present (7 months)Hilversum

SeederDeBoer is a medium-sized Dutch consulting firm. Together with our clients, we transform strategy into practice. As a Consultant, I work for diverse organizations in finance, health care and the public sector on a wide array of projects. Often at the interface of business and IT.

Program Secretary at a financial service organization
• Providing secretarial and administrative support to the program team
• Involved in issue monitoring, taking and transcribing meeting notes, and stakeholder management
• Designing and improving templates
• Contributing to the drafting of service level agreements

Young Professional

SeederDeBoer
(2 years 6 months)Hilversum

Freelance researcher

Self-employed
(11 months)

Teaching assistant

Universiteit Twente
(5 months)

Researcher and consultant

Universiteit Twente
(1 year)

Tutor and teaching assistant

Universiteit Twente
(1 year 1 month)

Secretary

Study Association Sirius
(9 months)

Skills

  • Research
  • Management Consulting
  • PRINCE2
  • Organizational...
  • Interim Management
  • Teaching
  • Change Management
  • Analysis
  • ICT
  • Strategy

Publications

Do Employees Behave Differently in Public- vs. Private-Sector Organizations? A State-of-the-Art Review(Link)

Public Management Review
October 2011

Governmental, public-sector organizations are known to operate differently than private, for-profit organizations. But do sector differences exist at the individual level as well? In this paper we review 28 hypothesis-driven empirical studies on this question. Most of the single studies found significant individual-level differences between the two sectors, although not always in the expected direction. After showing the limited available evidence, we criticize this line of inquiry and recommend to 1) test broader models in which sector is only one of a range of variables; 2) enhance refinement in the use of research methods; and 3) improve the theoretical underpinning.

Key words: business firm, government agency, organizational behavior, public-private-sector comparisons, review paper

Authors:

Stressing Behavior over Budgets: Toward Continuously Improving Dutch Local Authorities [please note: publication written in Dutch](Link)

House of Performance
June 2011

In the next few years, the 25 largest Dutch municipalities face the largest retrenchment in their histories; all of them will be forced to cut their budgets by well over 16 percent. Most of the cuts will be achieved through reducing the size of the civil-service apparatus. Needless to say, this will have a great impact on Dutch public-sector organizations and their employees. According to the extant literature, the ways in which the retrenchment is managed may mitigate the known negative retrenchment effects: reduced individual, team and organizational effectiveness. In this interview study, the current downsizing strategy of the majority of the 25 largest municipalities is being analyzed. Based on the literature, interviews with civil servants and policy-document study, conclusions are drawn about the expected success of the current downsizing operations: both on the short and the long run. In leaning their budgets, Dutch municipal managers and politicians are advised to turn to Lean: so that gradual change can come from within (through more collaboratively dealing with employee and ‘customer’ behavior), instead of awaiting exogenously forced future shocks.

Key words: public-sector budget cuts, municipality downsizing/retrenchment, organizational change, managerial process skills, Lean/continuous improvement

Stressing Behaviour over Budgets: Toward Continuously Improving Dutch Local Authorities [please note: publication written in Dutch](Link)

M&O, Tijdschrift voor Management en Organisatie
February 2012

In the next few years, most Dutch municipalities face the largest retrenchment in their histories; the largest 25 of them will be forced to cut their budgets by well over 16 percent. Most of the cuts will be achieved through reducing the size of the civil-service apparatus. Needless to say, this will have a great impact on Dutch public-sector organizations and their employees. According to the extant literature, the ways in which the retrenchment is managed may mitigate the known negative retrenchment effects: reduced individual, team and organizational effectiveness. In this interview study, the current downsizing strategy of the majority of the 25 largest municipalities is being analyzed. Based on the literature, interviews with civil servants and policy-document analysis, conclusions are drawn about the expected success of
the current downsizing operations: both on the short and the long run. In ‘leaning’ their budgets, Dutch municipal managers and politicians are advised to turn to Lean process methods and accompanying organizational culture interventions: so that gradual change can come from within (through more collaboratively dealing with employee and ‘customer’ behavior), instead of anxiously awaiting exogenously forced future shocks.

Authors:

The Relationship between Interdependence and Team Decision Making: Cohesiveness, Integrative Behavior, and the Confronting Coping Style(Link)

LAP (LAMBERT Academic Publishing)
May 2012

Interdependence is considered to be a defining team characteristic that influences group performance. In this study the mediating effect of three process-related variables –cohesiveness, integrative behavior, and team coping style– on the relationship between interdependence (both task and outcome) and group performance in decision making contexts, is researched. Using data of 302 individuals organized in 47 teams within 35 organizations, multilevel regression analysis showed that cohesiveness, integrative behavior, and the team coping style all act as mediators in the relationship between task interdependence and the perceived outcomes of decision making. No mediating effects were found for the outcome interdependence and group decision making relationship. At the end of this article, the findings are discussed in terms of their theoretical and practical implications.

Authors:

View Hayo C.'s full profile to...

  • See who you know in common
  • Get introduced
  • Contact Hayo C. directly

Not the Hayo C. Baarspul you're looking for? View more

Insights


People Also Viewed

LinkedIn member directory:

  1. a
  2. b
  3. c
  4. d
  5. e
  6. f
  7. g
  8. h
  9. i
  10. j
  11. k
  12. l
  13. m
  14. n
  15. o
  16. p
  17. q
  18. r
  19. s
  20. t
  21. u
  22. v
  23. w
  24. x
  25. y
  26. z
  27. more