The Tar Heel Certificate Program in Research Administration

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The Tar Heel Certificate Program in Research
Administration
The Research Administration Professional
Friday, September 10, 2004
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Research Administration

• Noble Profession!

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Research Administration

• Noble Profession!

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When did the federal government
become involved in
funding university research?
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History External Support for University
Research in U.S.

• Before WWII

• Mainly internal sources

Agriculture

• Notable exception

• Morrill Act of 1862 Land-Grant Colleges
• 30,000 acres of federal land/congressional
  representative to each State

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History 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)

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History 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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History 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 gt 550
  million annually

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History External Support for University
Research in U.S.

• During WWII

• 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

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History 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

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History 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

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History 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)

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History 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

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History External Support for University
Research in U.S.

• Theory

• 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

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History External Support for University
Research in U.S.

• Problems

• 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

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History External Support for University
Research in U.S.

• Importance to war effort

• 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.

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History 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

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History 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

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History External Support for University
Research in U.S.

• Responsible for promoting science and
  engineering
• Six priority areas
• Mathematical Sciences
• Social, Behavioral, and Economic Sciences
• Biocomplexity in the Environment
• Information Technology Research
• Nanoscale Science and Engineering
• Learning for the 21st Century Workforce

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Excerpts 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
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Research Trends

• History Projections of U.S. Research Funding
• History of Research Funding at Carolina
• Present Research Funding at Carolina
• Future ? ?

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History Projections of U.S. Research Funding

• National RD Funding

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History Projections of U.S. Research Funding

• National RD Funding

Increase in Federal Health Funding
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History Projections of U.S. Research Funding

• National RD Funding
• Increase in Federal Health Funding

RD at Colleges Increasing
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History 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

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History 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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Conclusions

• Funding increased significantly over last 50
  years
• Health funding increased
• NIH bolus
• Flattening in next 5 years

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History of Research Funding at Carolina

• From 1960 to present

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Awards in Millions at UNC-CH
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History of Research Funding at Carolina

• From 1960 to present

A look at 1971 - 72
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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

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History of Research Funding at Carolina

• From 1960 to present
• A look at 1971 72

Dependence on Federal Funding
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Trends of Federally Sponsored Awards at UNC-CH
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History of Research Funding at Carolina

• From 1960 to present
• A look at 1971 72
• Dependence on Federal Funding

Importance of Research vs State Appropriation
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Sponsored awards vs state appropriations at UNC-CH
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Present Research Funding at Carolina

• 577.6 million

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Slide C1 pie chart (from Andrew)
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Present Research Funding at Carolina

• 577.6 million

Federal at 75 of funding
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2004 Funding by Source
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Present Research Funding at Carolina

• 577.6 million
• Federal at 75 of funding

Centers Institutes 52 Centers 16 Institutes
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Carolina Centers

• 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 Environmental Program
• Carolina Center for the Study of Middle East and
  Muslim Civilizations
• Carolina Population Center
• Cecil G. Sheps Center for Health Services
  Research
• Center for Advanced Study of the Environment
• Center for Aging and Diversity
• Center for AIDS Research
• Center for Community Capitalism
• Center for Developmental Science
• Center for Environmentally Responsible Solvents
  and Processes
• Center for Environmental Medicine, Asthma, and
  Lung Biology
• Center for European Studies

• Center for Slavic, Eurasian, and East European
  Studies
• Center for the Study of the American South
• Center for Thrombosis and Hemostasis
• Center for Urban and Regional Studies
• Clinical Center for the Study of Development and
  Learning
• Clinical Nutrition Research center
• Collaborative Studies Coordinating Center
• Comprehensive Center for Inflammatory Disorders
• 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
• Neurodevelopmental Disorders Research Center

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Carolina Institutes

• Early Childhood Research Institute on Service
  Utilization
• Frank Porter Graham Child Development Institute
• Howard W. Odum Institute for Research in Social
  Science
• Institute for Advanced Materials, Nanoscience,
  and Technology
• Institute for the Arts and Humanities
• Institute of African-American Research
• Instituted of Latin American Studies
• Institute of Marine Sciences
• Institute of Nutrition
• Institute of Outdoor Drama
• Institute of Renaissance Computing
• Institute on Aging
• NSF Science and Technology Center
• North Carolina Institute for Public Health
• Triangle Institute for Security Studies
• Kenan Institute of Private Enterprise

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Present Research Funding at Carolina

• 577.6 million
• Federal at 75 of funding
• Centers Institutes
• 52 Centers
• 16 Institutes

Top 10 Centers Departments
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Top 10 Centers Departments in 2004 at UNC-CH

• Lineberger Comprehensive Cancer Center
• Psychiatry
• Carolina Population Center
• Frank P. Graham Child Development Center
• Epidemiology
• Medicine
• Pediatrics
• Pathology and Laboratory Medicine
• Sheps Center
• Chemistry

• 52,033,197
• 28,955,571
• 28,448,024
• 26,462,496
• 17,383,721
• 15,510,299
• 14,041,882
• 13,398,905
• 12,743,480
• 12,344,856

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Some of the Research at Carolina

• Cancer Center
• Population Center
• Sheps Center
• School of Social Work
• Other Departments

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Conclusions

• Funding increased significantly over last 50
  years
• Health funding increased
• NIH bolus
• Flattening in next 5 years

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Future ? ?

• Is history predictive of the future?
• Funding leveling off
• Carolina becomes even more decentralized

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Research Dollars vs Staffing at UNC-CH
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Future ? ?

• Is history predictive of the future?
• Funding leveling off
• Carolina becomes even more decentralized

• Are there things on the Horizon?
• New Cancer Center
• Institute of Renaissance Computing
• Different Funding Sources

• Do we need each other?

• Even more than in the past
• A true partnership to keep Carolina moving
  forward

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Research Administration

• Management
• Resource Allocation
• Compliance
• Supervision
• Negotiation
• Faculty Support

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Keys To Success In Management

• Pride In Ones Organization
• Enthusiasm For Its Work

Tom Peters A Passion For Excellence
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Classic Management Challenge
How To Make Ordinary People Do Extraordinary
Things
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Peter 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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The Great Leaders Are Like The Best Conductors
They Reach Beyond The Notes To Reach The Magic In
The Players. Blaine Lee The Power Principle
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Drucker Says
The Key To Greatness Is To Look For Peoples
Potential And Spend Time Developing It
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So How Are You Doing As A Manager?
or
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• 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
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What is the number one reason why people leave
jobs?
Bad Bosses!
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• People accept jobs for many reasons
• Salary
• Benefits
• Reputation of Organization
• Work opportunity
• Challenge

These things attract people to a job/organization!
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But 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.
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Common 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.

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• Simple Facts
• Cost of recruiting/training top employees is
  substantial

• Organizations cant afford to have supervisors
  running off talented employees
• Most technical managers
• Excel in their field
• Have little/no training in management
• Often dont know their limitations as managers
• Can learn to become better managers!

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The Role of Supervision
Catalyst an agent that speeds up the reaction
between two substances to create the desired
end product.
Catalyst
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Catalyst 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.
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Good supervisors cause things to happen that
wouldnt happen if they werent there!
But what do they do?
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Three Basic Tasks of Supervision

1. Set clear performance expectations
2. Motivate performance
3. Evaluate performance

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Three Basic Tasks of Supervision

1. Set clear performance expectations

• Common complaint I didnt know she wanted me
  to do that.
• Focus on outcomes
• Define metrics

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Three Basic Tasks of Supervision

1. 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!

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Three Basic Tasks of Supervision

• Set clear performance expectations
• Motivate Performance
• Evaluate Performance
• Honest - Fair

• No surprises
• No changes in measurement
• Dont sugar-coat

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Three Basic Tasks of Supervision

1. Set clear performance expectations
2. Motivate performance
3. Evaluate performance

What else can we learn from successful managers?
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Characteristics 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!
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What Do We Mean By Talent?
Conventional wisdom rare ability pertaining to
sports or the arts!
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What Do We Mean By Talent?
Myth with enough hard work, we can accomplish
anything!
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What 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!

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Talents 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.
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No 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
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Characteristics of Successful Managers

1. Recognize that people are unique
2. 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?

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Characteristics 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

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Characteristics 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

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Characteristics of Successful Managers
Study your best

• Danger of Averages
• Data entry average 19,000/day (380,000/month)
• Useful for staffing purposes
• Best Almost 10 times that amount

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Characteristics of Successful Managers

1. Recognize that people are unique
2. Identify talent and reposition for success
3. 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
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Characteristics of Successful Managers

1. Recognize that people are unique
2. Identify talent and reposition for success
3. Treat people differently
4. Focus on desired outcomes, not process

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Characteristics 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

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Remember, 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.
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Characteristics of Successful Managers

1. Recognize that people are unique
2. Identify talent and reposition for success
3. Treat people differently
4. Focus on desired outcomes, not process
5. Foster an environment that allows people to fail
   intelligently

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• Failure Is The Opportunity To Begin Again, More
  Intelligently.
• Henry Ford

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I Have Not Failed. Ive Just Found 10,000 Ways
That Wont Work. Thomas Alva Edison
The Only Man Who Makes A Mistake Is The Man That
Never Does Anything. Theodore Roosevelt
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FailureTolerant 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
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• 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.

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Characteristics of Successful Managers

1. Recognize that people are unique
2. Identify talent and reposition for success
3. Treat people differently
4. Focus on the desired outcomes, not the process
5. Foster an environment that allows people to fail
   intelligently
6. Encourage development of effective teams

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Individual Commitment To A Group Effort That
Is What Makes A Team Work, A
Company Work, A Society
Work, A Civilization Work.
Vince Lombardi
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• Teamwork A Worthy Goal!

• But Not All Groups Become Teams
• What Makes A Group Become A Team?

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A 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
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A 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
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A 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
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A 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
109
A 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
110
A 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
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Reward 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!

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Characteristics of Successful Managers

1. Recognize that people are unique
2. Identify talent and reposition for success
3. Treat people differently
4. Focus on desired outcomes, not process
5. Foster an environment that allows people to fail
   intelligently
6. Encourage development of effective teams
7. Manage around a weakness

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• 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?

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• 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!

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Ways 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!

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Ways 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.

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Ways 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.

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Characteristics of Successful Managers

1. Recognize that people are unique
2. Identify talent and reposition for success
3. Treat people differently
4. Focus on desired outcomes, not process
5. Foster an environment that allows people to fail
   intelligently
6. Encourage development of effective teams
7. Manage around a weakness
8. Understand components of human motivation

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• Employee Motivation is Based Upon
• MOTIVATION

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Characteristics of Successful Managers

1. Recognize that people are unique
2. Identify talent and reposition for success
3. Treat people differently
4. Focus on desired outcomes, not process
5. Foster an environment that allows people to fail
   intelligently
6. Encourage development of effective teams
7. Manage around a weakness
8. Understand components of human motivation
9. Have a clear sense of organizational mission

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Harvard 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

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As Long As You And Your Roommate Are Students In
Good-Standing At Harvard, This Parking Place Is
For You!
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Efficiency - 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!
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Efficiency Is Important

• Resources Are Limited We Must Use Them
  Intelligently

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Dangers 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!

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Sub-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?

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Sub-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
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• 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?

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Paradoxical Question

• Should We Intentionally Create Sub-Unit
  Inefficiencies In Order To Best Support The
  Goals/Mission Of The Enterprise?

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Tims 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.

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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.

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Environmental Constraints Resources

• Money

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
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Environmental Constraints Rules
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• Environment Constraints
• Resources

1. Rules

1. Organizational Culture

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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.

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Alice In Wonderland

• Cheshire Cat Asked Alice, Where Are You Going?
• Alice Replied, I Dont Know.
• Cheshire Cat, Then Any Road Will Get You There.

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We Must Know Where We Are Going If We Are Ever To
Know When We Arrive!
Where Is Your Organization Heading?
What Is Its Mission?
Is It Understood And Shared?
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Visits To UNC-CH VR Lab

• What Is Your Job?
• Process Travel Forms
• Pre-Audit Contract and Grant Expenditures
• Track Effort-Reporting

• Your Job Is To Support (Enable) What You Are
  About To Experience.
• NEW PERSPECTIVE Focus On The Mission!

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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.

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Rules For Effective Goal Setting

• Set Goals That Are Important/Challenging
• Related To Mission
• Significant
• Push You To Achieve
• Highly Motivated

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1. State Your Goals In Positive, Not Negative, Terms!

• Focus On What You Want Not What You Dont Want

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1. 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
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1. 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
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Dreams 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

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Goals Are Just Dreams With Deadlines.

• Diana Scharf Hunt

1. Make Your Goals Time Specific

Creating Deadlines Is A Powerful Management
Technique
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• Review Your Goals Regularly!
• My Approach Plastic-Covered Sheet In Telephone
  Book Drawer
• Reviewing Keeps You
  Focused
• Be Willing To
  Modify/Clarify When
  Appropriate

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1. Dont Give Up. Continue Until You Achieve Your
   Goals!

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Remember 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.

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What Is Your Approach To Management?
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Intentionality in Management

• Management By Wandering Around

• Total Quality Management
• Responsible Delegation Techniques
• Effective Negotiation Techniques

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Management By Wandering Around
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Management 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

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Management 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)

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TQM 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)

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TQM 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)

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Responsible Delegation

• A Manager Must Learn To Delegate Responsibility
  And Authority In Order To Build An Effective Team!

Payoffs

1. Time To Look At Big Picture/Plan
2. Greater Staff Involvement Higher
   Morale/Investment
3. More Gets Done When Manager Isnt Funnel
4. Creativity

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Responsible 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

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Effective 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

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Problems 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

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Problems 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!

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Problems 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

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Alternative 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

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1. 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

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2. 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)

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3. 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

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4. 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

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Other 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

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Key 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

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Homework Assignment The Tar Heel Certificate
Program in Research Administration

• Friday, September 10, 2004
• 014 Sitterson
• After carefully reviewing the Responsibility
  Matrix, answer the following questions. Each
  participant should work cooperatively with your
  mentor on this assignment and be sure to put both
  names on the work. Note This matrix was
  developed by the Society of Research
  Administrators International and is intended to
  provide a general guide for all universities.
  Your task in this homework assignment is to
  demonstrate your understanding of how things work
  here at UNC-Chapel Hill!
• How does UNC-Chapel Hill operationalize each of
  the functions/duties, i.e., what offices/people
  are responsible for each function? Note check
  websites, policies, procedures, talk with your
  supervisor, gather information from any available
  source.
• How do you see your current job responsibilities
  fitting into the Responsibility Matrix, i.e.,
  which functions are yours?
• On a scale of 1 (lowest) to 5 (highest), rank
  your knowledge/skill in each of the areas
  indicated on the matrix as a Departmental
  Administrators Responsibility. Note The
  results from this section will not be identified
  with individual participants. Rather, the
  cumulative results will be used to plan the
  emphasis of future sessions.
• This assignment should be sent to Phyllis
  Daugherty by November 5, 2004. You may e-mail it
  to her at Phyllis_Daugherty_at_unc.edu if you wish
  or send it via campus mail to CB1350. Please
  direct all questions to Phyllis at 843-2609.