Title: The Tar Heel Certificate Program in Research Administration
1The Tar Heel Certificate Program in Research
Administration
The Research Administration Professional
Friday, September 22, 2006
2Welcome Overview
- Requirements
- Five classes
- The Research Administrative Professional -
September 22, 2006 - Pre-Award and Budgeting October 20, 2006
- Regulatory/Compliance Issues November 17, 2006
- Post-Award Financial Management January 19,
2007 - Closeout Financial Reconciliation February 16,
2007 - Participation
- Class attendance, class discussion, homework
assignments - Elective classes
- Workshops offered through OSR, OCT or the Finance
Division - Topics from NCURA Video Series (videos available
for check out through OSR) - Classes offered through the Society of Research
Administrators International (SRA) program SRA DA
201
3Research Administration
4Research Administration
5When did the federal government
become involved in
funding university research?
6History External Support for University
Research in U.S.
Agriculture
- Morrill Act of 1862 Land-Grant Colleges
- 30,000 acres of federal land/congressional
representative to each State
7History External Support for University
Research in U.S.
- Sold to provide a perpetual endowment fund for
- at least one college where the leading object
shall be, without excluding other scientific and
classical studies and including military
tactics, to teach such branches of learning as
are related to agriculture and the mechanic
arts
- Kentucky (50/acre) Cornell (5.50/acre)
8History External Support for University
Research in U.S.
- Second Morrill Act of 1890
- In order to get , State had to show that race
was not a criterion for admission to land-grant
institution or - Designate a separate land-grant college for
blacks - 1890 land-grants created all over the
then- segregated South
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11History External Support for University
Research in U.S.
- Hatch Act of 1887 Agriculture Experiment
Station - Annual appropriation State match required
- Smith-Lever Act of 1914 Cooperative
Extension Service - Annual appropriation State match required
- Current federal from various acts 550
million annually
12History External Support for University
Research in U.S.
- University scientists mobilized to apply
expertise to war effort
- National Defense Research Council
- Formed by FDR in June, 1940
- Forum for bringing university/industry/
government scientists together - 18 month head-start on Pearl Harbor
13History External Support for University
Research in U.S.
- Office of Scientific Research and Defense
(OSRD) - May 1941
- Dr. Vannevar Bush, Director
- Mission to explore a possible government role
to encourage future scientific progress. - Civilian, not military, control
14History External Support for University
Research in U.S.
- OSRD contracted work to other institutions
- Carnegie Institute of Technology Large Rocket
Lab - MIT Radiation Lab
- Western Electric and Bell Labs Sound
Amplification
- Emphasis on concentrated, massive rapid
development - Production from model to field e.g., Japanese
torpedo jammer developed in one week
15History External Support for University
Research in U.S.
- Three critical secret projects pivotal to
allied victory in WWII
- Atomic bomb (Manhattan project)
- Radar
- 1935 NRL ship radar
- 1942 MIT high-frequency, narrow-beam,
high-resolution - Manufactured by Sperry, Westinghouse, Philco
(for aircraft)
16History External Support for University
Research in U.S.
- Proximity (variable time) fuze
- Prior to WWII timed fuze or contact fuze
- Neither effective against highly maneuverable
airplanes - Section T Applied Physics Lab at Johns
Hopkins University assigned task of developing
proximity fuze for Navys 5 guns
17History External Support for University
Research in U.S.
- Fuze contains miniature radio
transmitter-receiver - Sends out signal
- When signal reflected back from target reaches
a certain frequency (caused by proximity to
target) a circuit closes firing a small charge
which detonates projectile
18History External Support for University
Research in U.S.
- Components tiny glass vacuum tubes
- Force of 20,000 gs when fired (2800 ft./sec.
muzzle velocity) - 25,000 revolutions/minute through rifling
grooves - Moisture
- Self-destruct feature for dudes
19History External Support for University
Research in U.S.
- James V. Forrestal, Secretary of the Navy
said, The proximity fuze has helped me blaze
the trail to Japan. Without the protection this
ingenious device has given the surface ships of
the fleet, our westward push could not have been
so swift and the cost in men and ships would
have been immeasurably greater - Prime Minister, Winston S. Churchill was
quoted with These so- called proximity fuzes,
made in the United States.., proved potent
against the small unmanned aircraft (V-1) with
which we were assailed in 1944. - And Commanding General of the Third Army,
George S. Patton said, The funny fuze won the
Battle of the Bulge for us. I think that when
all armies get this shell we will have to devise
some new method of warfare.
20History External Support for University
Research in U.S.
- Bushs final report The Endless Frontier
- Two principles for expanding R D in U.S.
Universities - Federal government as patron of science
- Government support should ensure a free rein of
investigation by scientists into topics and
methods of their choice
21History External Support for University
Research in U.S.
- This report lead to the establishment of
National Science Foundation (NSF) in 1950 - Independent government agency
- National Science Board
- 24 members plus director
- Appointed by President
22Excerpts from the State of the Union Address
January 4, 1950
Sound bite Transcript "The value of our natural
resources is constantly being increased by the
progress of science. Research is finding new ways
of using such natural assets as minerals, sea
water, and plant life. In the peaceful
development of atomic energy, particularly, we
stand on the threshold of new wonders. The first
experimental machines for producing useful power
from atomic energy are now under construction. We
have made truly the first beginnings in this
field, but in the perspective of history, they
may loom larger than the first airplane, or even
the first tools that started man on the road to
civilization.
Harry S. Truman
23Research Trends
- History Projections of U.S. Research Funding
- History of Research Funding at Carolina
- Present Research Funding at Carolina
- Future ? ?
24History Projections of U.S. Research Funding
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27History Projections of U.S. Research Funding
Increase in Federal Health Funding
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29History Projections of U.S. Research Funding
- National RD Funding
- Increase in Federal Health Funding
RD at Colleges Increasing
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31History Projections of U.S. Research Funding
- National RD Funding
- Increase in Federal Health Funding
- RD at Colleges Increasing
Most of Increase is in Life Science
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34History Projections of U.S. Research Funding
- National RD Funding
- Increase in Federal Health Funding
- RD at Colleges Increasing
- Most of Life Science Increase is NIH
Projected Non-defense RD next 5 years
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37Conclusions
- Funding increased significantly over last 50
years - Health funding increased
- NIH tripling
- Flattening in next 5 years
38History of Research Funding at Carolina
39Awards in Millions at UNC-CH
40History of Research Funding at Carolina
A look at 1971 - 72
41 38.8 million in awards
- Arts Sciences 4.5 million (11.6)
- Classics department
- Botany department
- City Regional Planning department
- School of Medicine 11.5 million (28.4)
- Medicine, Biochemistry Psychiatry large
- Health Sciences 30.1 million (77.5)
- More than 90 Federal Funding
- In the top 25
- Had a total of 5 centers and 4 institutes
42History of Research Funding at Carolina
- From 1960 to present
- A look at 1971 72
Dependence on Federal Funding
43Trends of Federally Sponsored Awards at UNC-CH
44History of Research Funding at Carolina
- From 1960 to present
- A look at 1971 72
- Dependence on Federal Funding
Importance of Research vs State Appropriation
45Sponsored awards vs state appropriations at UNC-CH
46Present Research Funding at Carolina
472006 Funding by School
48Present Research Funding at Carolina
Federal at 72 of funding
492006 Funding by Source
50Present Research Funding at Carolina
- 593.4 million
- Federal at 72 of funding
Centers Institutes 47 Centers 13 Institutes
51Carolina Centers
- Dental Research Center
- Ethnicity, Culture, and Health Outcomes
- Gene Therapy Center
- General Clinical Research Center
- Highway Safety Research Center
- Injury Prevention Research Center
- Kenan Center for the Utilization of CO2 in
Manufacturing - Lineberger Comprehensive Cancer Center
- Mutant Mouse Regional Resource Center
- National Center for Catastrophic Sport Injury
Research - National Research Center on Rural Education
Support - Neurodevelopmental Disorders Research Center
- Neuroscience Center
- North Carolina Center for Nanoscale Materials
- North Carolina Institute for Public Health
- Parr Center for Ethics
- Thurston Arthritis Research Center
- Tissue Culture Facility
- African Studies Center
- Ancient World Mapping Center
- Biostatistics Survey Research Unit
- Bowles Center for Alcohol Studies
- Carolina Asia center
- Carolina Cardiovascular Biology Center
- Carolina Center for Genome Sciences
- Carolina Center for Jewish Studies
- Carolina Center for the Study of Middle East and
Muslim Civilizations - Carolina Center of Cancer Nanotechnology
Excellence - Carolina Environmental Program
- Carolina Population Center
- Cecil G. Sheps Center for Health Services
Research - Center for Aging and Diversity
- Center for AIDS Research
- Center for Community Capitalism
- Center for Developmental Science
- Center for Environmentally Responsible Solvents
and Processes (NSFSTC)
- Center for Functional GI Motility Disorders
- Center for Gastrointestinal Biology and Disease
- Center for Health Promotion and Disease
Prevention - Center for Health Statistics Research
- Center for Infectious Diseases
- Center for Innovation in Health Disparities
Research - Center for International Business Education and
Research - Center for Maternal and Infant Health
- Center for Pharmaceutical Outcomes and Policy
- Center for Research on Chronic Illness
- Center for Slavic, Eurasian, and East European
Studies - Center for the Study of the American South
- Center for Urban and Regional Studies
- Center for Womens Health Research
- Clinical Center for the Study of Development and
Learning - Clinical Nutrition Research Center
- Collaborative Studies Coordinating Center
- Comprehensive Center for Inflammatory Disorders
52Carolina Institutes
- FPG Child Development Institute
- Howard W. Odum Institute for Research in Social
Science (IRSS) - Institute for Disaster Studies
- Institute for the Arts and Humanities
- Institute of African-American Research
- Instituted of Latin American Studies
- Institute of Marine Sciences
- Institute of Outdoor Drama
- Institute on Aging
- Kenan Institute of Private Enterprise
- North Carolina Institute for Public Health
- Triangle Institute for Security Studies
- UNC Roadmap
53Present Research Funding at Carolina
- 593.4 million
- Federal at 72 of funding
- Centers Institutes
- 47 Centers
- 13 Institutes
Top 10 Centers Departments
54Top 10 Centers Departments in 2006 at UNC-CH
- Lineberger Comprehensive Cancer Center
51,458,768 - Carolina Population Center 42,277,501
- FPG Child Development Institute 21,362,444
- Pathology Lab Medicine 20,575,469
- Epidemiology 20,540,728
- Cecil G. Sheps Center for Health Services
Research 14,943,015 - Chemistry 13,357,457
- Medicine 12,923,229
- Center for AIDS Research 12,684,055
- Center for Gastrointestinal Biology and Disease
12,617,799
55Conclusions
- Funding increased significantly over last 50
years - Health funding increased
- NIH tripling
- Flattening in next 5 years ?
56Future ? ?
- Is history predictive of the future?
- Funding leveling off
- Carolina becomes even more decentralized
- Are there things on the Horizon?
- New Cancer Center
- Genetic Medicine
- Different Funding Sources
- Chancellors Goal 1 Billion in 2015
- Different Funding Sources
- Larger Grants
- More Faculty
57Research Dollars vs Staffing at UNC-CH
58Future ? ?
- Even more than in the past
- A true partnership to keep Carolina moving
forward
59Research Administration
- Management
- Resource Allocation
- Compliance
- Supervision
- Negotiation
- Faculty Support
60Keys To Success In Management
- Pride In Ones Organization
- Enthusiasm For Its Work
Tom Peters A Passion For Excellence
61Classic Management Challenge
How To Make Ordinary People Do Extraordinary
Things
62Peter Drucker In HBR Likens Managers To
Conductors Of Symphony Orchestras
A Great Orchestra Is Not Composed Of Great
Musicians But Of Adequate Ones Who Produce At
Their Peak
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64The Great Leaders Are Like The Best Conductors
They Reach Beyond The Notes To Reach The Magic In
The Players. Blaine Lee The Power Principle
65Drucker Says
The Key To Greatness Is To Look For Peoples
Potential And Spend Time Developing It
66So How Are You Doing As A Manager?
or
67- In the real world, Research Administrators
strive to provide quality support to the research
enterprise while following all of the applicable
policies and rules. Its not always as easy as
it sounds!
Department Chair
Purchasing Office
Sponsored Programs Office
Funding Agencies
Students
Deans Office
68What is the number one reason why people leave
jobs?
Bad Bosses!
69- People accept jobs for many reasons
- Salary
- Benefits
- Reputation of Organization
- Work opportunity
- Challenge
These things attract people to a job
/organization!
70But the analysis of hundreds of thousands of exit
interviews/questionnaires shows the singular
importance of the immediate supervisor in
determining employee morale, productivity and
longevity!
Bottom line People may come for the job
(package), but how long they stay is directly
correlated with the quality of the relationship
with their immediate supervisor.
71Common Complaints
- Hes always looking over my shoulder and
micromanaging everything I do. - She never listens to me.
- He loves to play games always trying to show
who is the boss. - She is always taking credit for my work.
- Hes not a bad person. He just isnt a
manager. - I just dont think she likes me.
72The Role of Supervision
Catalyst an agent that speeds up the reaction
between two substances to create the desired
end product.
Catalyst
73Catalyst a useful metaphor to understand the
primary role of the supervisor.
A supervisor is an agent that speeds up the
reaction between people, resources and ideas to
create the desired end product.
74Good supervisors cause things to happen that
wouldnt happen if they werent there!
But what do they do?
75Three Basic Tasks of Supervision
- Set clear performance expectations
- Motivate performance
- Evaluate performance
76Three Basic Tasks of Supervision
- Set clear performance expectations
- Common complaint I didnt know she wanted me
to do that. - Focus on outcomes
- Define metrics
77Three Basic Tasks of Supervision
- Set clear performance expectations
- Motivate Performance
- Be positive, focus on strengths but
- Provide input - suggestions
- Expect progress reports
- Redirect when necessary
- Help employees to know you want them to succeed!
78Three Basic Tasks of Supervision
- Set clear performance expectations
- Motivate Performance
- Evaluate Performance
- Honest - Fair
- No surprises
- No changes in measurement
- Dont sugar-coat
79Three Basic Tasks of Supervision
- Set clear performance expectations
- Motivate performance
- Evaluate performance
What else can we learn from successful managers?
80Characteristics of Successful Managers
1. Recognize that people are unique
We are a blend of skills, knowledge, experience
and talents!
Evaluating an applicant/employees skill,
knowledge and experience is relatively
straight-forward. Evaluating for talent is much
more challenging!
81What Do We Mean By Talent?
Conventional wisdom rare ability pertaining to
sports or the arts!
82What Do We Mean By Talent?
Myth with enough hard work, we can accomplish
anything!
83What We Have Learned From Neuro-Science
- Born with 100 billion neurons
- synaptic connections form by age 3
- strong ones grow/weak ones wither away
- may be genetics or Darwinian pruning
- by mid-teens unique set of synapses (about half
the number as at age 3) - these synapses define our talents!
84Talents Can Be Defined As
A Recurring Pattern Of Thought, Feeling Or
Behavior That Can Be Productively
Applied. Marcus Buckingham Curt Coffman First,
Break All The Rules
Simply put the behaviors you find yourself
doing most often are your talents.
85No Matter How You Total Success In The Coaching
Profession, It All Comes Down To A Single Factor
Talent Although Not Every Coach Can Win
Consistently With Talent, No Coach Can Win
Without It. John Wooden, UCLA Coach
86Characteristics of Successful Managers
- Recognize that people are unique
- Identify talent and reposition for success
- Every role, performed at excellence, requires
talent - Determine what talents are associated with
excellence in every role - Key find match between persons talents and
their role But how?
87Characteristics of Successful Managers
Study your best
- Conventional wisdom good is opposite of bad, so
if you want excellence, investigate failure and
invert it. - Good health absence of disease
- Successful drug program reduce number of kids
on drugs - Excellence in manufacturing zero defects
88Characteristics of Successful Managers
Study your best
- Excellence and failure are often surprisingly
similar - Low performing nurses empathy with patients
- High performing nurses same
- Low performing salesman call reluctance
- High performing salesman same
89Characteristics of Successful Managers
- Recognize that people are unique
- Identify talent and reposition for success
- Treat people differently
Break The Golden Rule Dont Treat People As You
Would Like To Be Treated. This Presupposes That
Everyone Breathes The Same Psychological Oxygen
As You Buckingham Coffman First, Break All The
Rules
Figure out what motivates each person and devise
a system of appropriate rewards
90Characteristics of Successful Managers
- Recognize that people are unique
- Identify talent and reposition for success
- Treat people differently
- Focus on desired outcomes, not process
91Characteristics of Successful Managers
DANGER One Best Way Approach
- Frederic Taylor time-and-motion studies
- Madelaine Hunter seven basic components of an
effective lesson plan - Expert Systems
92Remember, unique people with different
combinations of knowledge, skill, experience and
talent will determine their own way to achieve
the desired outcomes!
Danger Some lab or experimental work requires
closely following certain rules to insure safety,
human subject protection, or research integrity.
93Characteristics of Successful Managers
- Recognize that people are unique
- Identify talent and reposition for success
- Treat people differently
- Focus on desired outcomes, not process
- Foster an environment that allows people to fail
intelligently
94FailureTolerant Organizations
- Encourage Intelligent Risk Taking
- View Failure As A Pre-Requisite For Invention
- View Failures As Outcomes To Be Examined,
Understood, And Built Upon - Focus On Increasing Their Organizations
Intellectual Capital - Create A Culture Of Collaboration Rather Than
Competition.
Richard Farson and Ralph Keyes The
Failure-Tolerant Leader
95- Spencer Silvers Failure Imperfect Adhesive
resulted In 3Ms Post-It Notes
- Jack Welch, Former Head Of GE
- We Reward Failure.
- Thomas Watson, Sr., Former Head Of IBM
- The Fastest Way To Succeed Is To Double Your
Failure Rate. - Peter Doherty, 1996 Nobel Prize Winner
- A Good Researcher Failed Every Time But The Last
One.
96Characteristics of Successful Managers
- Recognize that people are unique
- Identify talent and reposition for success
- Treat people differently
- Focus on the desired outcomes, not the process
- Foster an environment that allows people to fail
intelligently - Encourage development of effective teams
97Individual Commitment To A Group Effort That
Is What Makes A Team Work, A
Company Work, A Society
Work, A Civilization Work.
Vince Lombardi
98- But Not All Groups Become Teams
- What Makes A Group Become A Team?
99A Team Is A Small Number Of People With
Complementary Skills Who Are Committed To A
Common Purpose, Set Of Performance Goals, And
Approach For Which They Hold Themselves Mutually
Accountable. Jon R. Katzenbach And Douglas K.
Smith The Discipline Of Teams
100A Team Is A Small Number Of People With
Complementary Skills Who Are Committed To A
Common Purpose, Set Of Performance Goals, And
Approach For Which They Hold Themselves Mutually
Accountable. Jon R. Katzenbach And Douglas K.
Smith The Discipline Of Teams
101A Team Is A Small Number Of People With
Complementary Skills Who Are Committed To A
Common Purpose, Set Of Performance Goals, And
Approach For Which They Hold Themselves Mutually
Accountable. Jon R. Katzenbach And Douglas K.
Smith The Discipline Of Teams
102A Team Is A Small Number Of People With
Complementary Skills Who Are Committed To A
Common Purpose, Set Of Performance Goals, And
Approach For Which They Hold Themselves Mutually
Accountable. Jon R. Katzenbach And Douglas K.
Smith The Discipline Of Teams
103A Team Is A Small Number Of People With
Complementary Skills Who Are Committed To A
Common Purpose, Set Of Performance Goals, And
Approach For Which They Hold Themselves Mutually
Accountable. Jon R. Katzenbach And Douglas K.
Smith The Discipline Of Teams
104A Team Is A Small Number Of People With
Complementary Skills Who Are Committed To A
Common Purpose, Set Of Performance Goals, And
Approach For Which They Hold Themselves Mutually
Accountable. Jon R. Katzenbach And Douglas K.
Smith The Discipline Of Teams
105Reward People For Solving Problems Without Coming
To See You First!
Harvard Business Review Case Study MacGregor
- Unconventional Weekly Staff Meetings
- Agenda The Problems You Faced And The
Decisions You Made And, If You Got Help, Who
Helped You. - Builds A Team That Works Together!
106Characteristics of Successful Managers
- Recognize that people are unique
- Identify talent and reposition for success
- Treat people differently
- Focus on desired outcomes, not process
- Foster an environment that allows people to fail
intelligently - Encourage development of effective teams
- Manage around a weakness
107- Remember the 3 basic tasks of supervision?
- Set expectations
- Motivate performance
- Evaluate performance
- If you have an otherwise good employee who
consistently performs below expectations in one
aspect of his job, what should you do? - Are expectations clear?
- Does she need certain tools?
- Am I using the right motivation technique?
- Is the problem a lack of education/skill?
- If none of these, then the problem may be a lack
of talent?
108- If the problem is a lack of talent
- Accept that you cant teach talent
- and
- Try to find a way to make the non-talent become
irrelevant by managing around it!
109Ways to Manage Around a Lack of Talent
- Devise a support system
- 150 million Americans need eye glasses
- Poor speller get spellchecker
- Forget appointments computer reminders
- Story of mentally handicapped worker
- Cooking chicken at fast food restaurant
- Goal cook 6 at a time
- Problem couldnt count
- Package chicken 6 per container
- GOAL Make the non-talent irrelevant!
110Ways to Manage Around a Lack of Talent
- Devise a support system
- Find a complementary partner
- Most people are good at some things and bad at
others - Most jobs require unrealistic combinations of
talents - Goal find a partnership that is well-rounded
when the individuals arent - Teams are based upon individual excellence
There is an I in team.
111Ways to Manage Around a Lack of Talent
- Devise a support system
- Find a complementary partner
- Find an alternative role
- Sometimes a person just isnt right for the job
but - Sometimes you can move tasks around to better
align job assignments with individual talents.
112Characteristics of Successful Managers
- Recognize that people are unique
- Identify talent and reposition for success
- Treat people differently
- Focus on desired outcomes, not process
- Foster an environment that allows people to fail
intelligently - Encourage development of effective teams
- Manage around a weakness
- Understand components of human motivation
113- Employee Motivation is Based Upon
- MOTIVATION
114Characteristics of Successful Managers
- Recognize that people are unique
- Identify talent and reposition for success
- Treat people differently
- Focus on desired outcomes, not process
- Foster an environment that allows people to fail
intelligently - Encourage development of effective teams
- Manage around a weakness
- Understand components of human motivation
- Have a clear sense of organizational mission
115Harvard Parking Story
Understanding Mission
- 1950s 2 UNC Grads To Harvard
One in Wheel Chair - Arrived In Boston One Evening
- No Parking By Dorm
- Parked By Front Door To Unload
- Campus Police Came
- Returned With Workman Painted Yellow Line
116As Long As You And Your Roommate Are Students In
Good-Standing At Harvard, This Parking Place Is
For You!
117Efficiency - EffectivenessA Balancing Act!
- Efficiency Producing The Greatest Quantity Of
Work For Each Unit Of Resource Expended (Or
Producing A Unit Of Work For The Smallest
Possible Expenditure Of Resources)
Effectiveness Successfully Accomplishing The
Goals/Objectives Of The Organization.
Fulfilling Its Mission!
118Efficiency Is Important
- Resources Are Limited We Must Use Them
Intelligently
119Dangers of Over-Emphasizing Efficiency
- Belief That Efficiency Interests Are Paramount
- Faulty Assumptions
- Efficiency Leads To Effectiveness
- Sub-Unit Optimization - When Every Sub-Unit In An
Organization Operates As Efficiently As Possible,
The Overall Organization Operates As Efficiently
As Possible!
120Sub-Unit Optimization
- When Sub-Units Strive To Develop Efficient
Approaches To Accomplishing Their Work, They
Often Ask The Following Questions
- How Can We Organize Ourselves To Get Our Work
Done Most Efficiently?
- What Policies/Procedures Do We Need To Put Into
Place To Help Us Get Our Work Done? - Whats Wrong With These Questions?
121Sub-Unit Optimization
- Focus Inward On Getting My Work Done Rather Than
Focusing On How To Accomplish The Goals Of The
Organization.
Example UNC Survey Due May 15
122- Better Question
- How Can We Best Organize Ourselves To Accomplish
The Work That We Are Assigned In A Manner That
Best Supports The Goals Of The Enterprise?
123Paradoxical Question
- Should We Intentionally Create Sub-Unit
Inefficiencies In Order To Best Support The
Goals/Mission Of The Enterprise?
124Tims Definition of Management
- The Process of Intentionally Guiding An
Organization Toward The Successful Fulfillment Of
Its Mission, Within A Given Set Of Environmental
Constraints,By Setting And Achieving Specific
Goals.
125Management
- The Process of Intentionally Guiding An
Organization Toward The Successful Fulfillment Of
Its Mission, Within A Given Set Of Environmental
Constraints, By Setting And Achieving Specific
Goals.
126Environmental Constraints Resources
The thing I lose patience with the most is the
clock. Its hands move too fast. Time is really
the only capital that any human being has, and
the one thing that he cant afford to
lose. Thomas Edison
127Environmental Constraints Rules
128- Environment Constraints
- Resources
129Management
- The Process of Intentionally Guiding An
Organization Toward The Successful Fulfillment Of
Its Mission, Within A Given Set Of Environmental
Constraints,By Setting And Achieving Specific
Goals.
130Alice In Wonderland
- Cheshire Cat Asked Alice, Where Are You Going?
- Alice Replied, I Dont Know.
- Cheshire Cat, Then Any Road Will Get You There.
131Management
- The Process of Intentionally Guiding An
Organization Toward The Successful Fulfillment Of
Its Mission, Within A Given Set Of Environmental
Constraints,By Setting And Achieving Specific
Goals.
132Rules For Effective Goal Setting
- Set Goals That Are Important/Challenging
- Related To Mission
- Significant
- Push You To Achieve
- Highly Motivated
133- State Your Goals In Positive, Not Negative, Terms!
- Focus On What You Want Not What You Dont Want
134- State Your Goals In Positive, Not Negative, Terms!
- Focus On What You Want Not What You Dont Want
- Keep A Mental Image of Success
Imagination Is More Important Than
Knowledge. Albert Einstein
135- State Your Goals In Positive, Not Negative, Terms!
- Focus On What You Want Not What
You Dont Want - Keep A Mental Image of Success
- Stay Away From Negative Thinking
Obstacles Are Those Frightful Things You See
When You take Your Eyes Off The Goal. Henry Ford
136Dreams Are Just Thoughts. They Become Tangible
Goals When We Write Them Down.
- Write Your Goals Down.
- Helps To Crystallize Thinking
- Be Precise
- Helps Spot Contradictory Goals
- Increases Commitment
137Goals Are Just Dreams With Deadlines.
- Make Your Goals Time Specific
Creating Deadlines Is A Powerful Management
Technique
138- Review Your Goals Regularly!
- My Approach Plastic-Covered Sheet In Telephone
Book Drawer - Reviewing Keeps You
Focused - Be Willing To
Modify/Clarify When
Appropriate
139- Dont Give Up. Continue Until You Achieve Your
Goals!
140Remember Our Definition of Management
- The Process of Intentionally Guiding An
Organization Toward The Successful Fulfillment Of
Its Mission, Within A Given Set Of Environmental
Constraints,By Setting And Achieving Specific
Goals.
141What Is Your Approach To Management?
142Intentionality in Management
- Management By Wandering Around
- Total Quality Management
- Responsible Delegation Techniques
- Effective Negotiation Techniques
143Management By Wandering Around
144Management By Wandering Around
- Get Out From Behind Your Desk
- Spend Time In The Labs/Classrooms/Building
- Walk The Halls
- Be A Keen Observer
- Ask People Questions
145Management By Wandering Around
Be Accessible
- If Possible, Arrange Your Office So
- You Dont Sit Behind Your Desk
- When Meeting People
- On Occasion Go To Other Peoples Office For
Meetings (Dont Always Have Them Come To You)
146TQM Whats Worth Remembering
- W. Edwards Deming (Management Consultant -Ideas
Were Rejected In The US Promoted a Quality
Approach In Japanese Manufacturing) - Pre-Quality (Poor Quality, Cheap Knock-Offs)
- Post-Quality (Finest Electronics and Cars In The
World)
147TQM Core Principles
- Commitment To Continuous Improvement
- Excellence Is A Game Of Inches.
Tom Peters
- What Can We Do To Get Better?
- Banish Complacency
- Set Heroic Goals Raise The Bar
- Treat Mistakes Like Diamonds
- Rare/Opportunities To Learn
- H-P (Cant Get Raise If You Havent Made Mistakes
If No Mistakes, You Arent Doing Anything)
148Responsible Delegation
- A Manager Must Learn To Delegate Responsibility
And Authority In Order To Build An Effective Team!
Payoffs
- Time To Look At Big Picture/Plan
- Greater Staff Involvement Higher
Morale/Investment - More Gets Done When Manager Isnt Funnel
- Creativity
149Responsible Delegation
Risks/Problems
- Inconsistent Application of Policy
- Strain When Manager Feels That An Employee Is
Doing Something Wrong And Has To Confront Him/Her - Accountable For Decisions You Dont Make
- Asking Employees To Do Too Much They May Be
Resistant (Dont Dump on Me) - I Could Have Done It Myself Faster
- Loose Touch With Operations
150Effective Negotiation Techniques
- We are all negotiators
- Traditional approaches (hardsoft)
- Hard
- Contest of wills-desire to win
- Take extreme positions hold out longer
- Other party responds in kind
- Harms relationships
- Exhausting
- Soft
- Desire to avoid conflict maintain relationship
- Makes concessions readily
- Often feels exploited, bitter
- Harms relationships
151Problems with Traditional Negotiations
- Arguing over positions produces unwise agreements
- Bargaining over positions causes us to defend
against attack - The more you defend, the harder to change
- Ego gets involved
- Example JFK and Soviets
- Ban on nuclear testing
- Roadblock number of inspections
- Problem hadnt defined an inspection
152Problems with Traditional Negotiations
- Arguing over positions is inefficient
- Taking extreme positions
- Holding on stubbornly
- Making small concessions
- Deceiving the other party as to your true views
- Takes time, effort and interferes with reaching
agreement - Dragging ones feet, threatening to walk-out
increases time and cost and - Increases risk of no agreement being reached!
153Problems with Traditional Negotiations
- Arguing over positions endangers an ongoing
relationship - When there are winners and losers relationships
suffer - Anger and resentment are side-effects
- Simply being nice is no answer
- Can leave you vulnerable
- May not produce a wise agreement
- O. Henrys Gift of the Magi
154Alternative Principled Negotiation
- Technique developed by Roger Fisher and William
Ury, Harvard Negotiation Project - Four key points
- Separate the people from the problem
- Focus on interests, not positions
- Invent options for mutual gain
- Insist that the result be based on some objective
standard
1551. Separate the people from the problem
- When egos get involved, you often fail to address
the problem - Stay away from taking positions
- Goal parties should see themselves working
side-by-side, attacking the problem, not each
other
1562. Focus on interests, not positions
- A negotiating position often obscures what you
really want - Compromising between positions can produce an
unsatisfactory agreement - Discuss what you want in an agreement (including
relationship issues)
1573. Invent options for mutual gain
- Pressure of negotiations can make it difficult to
see optimal solutions - Set aside time outside of negotiations to
brainstorm for possible solutions - Separate
- With other party
- With third party
1584. Insist that the result be based on some
objective standard
- Seek agreement on a fair, independent standard
- Market value
- Expert opinion
- Trusted 3rd party
- Prevents either party from having to give-in to
the other
159Other key issues
- If there are any non-negotiable issues, make them
clear up front - Consider the impact of the negotiation process on
both - Relationship with other party
- Next negotiation
160Key To Success in Management
- Recognize you are a unique person who has
management responsibilities - Understand your talents
- Integrate these insights/approaches into your own
style - There is no one size fits all model of
management