Managing Cyberinfrastructure Centers in a Demanding Era: The Development of Science Executives

在高要求时代管理网络基础设施中心：科学高管的发展

• 批准号: 1240160
• 负责人: Nicholas Berente
• 金额: $ 28.87万
• 依托单位: University of Georgia Research Foundation Inc
• 依托单位国家: 美国
• 项目类别: Standard Grant
• 财政年份: 2012
• 资助国家: 美国
• 起止时间: 2012-08-01 至 2016-07-31
• 项目状态: 已结题
• 来源: https://www.nsf.gov/awardsearch/showAward?AWD_ID=1240160&HistoricalAwards=false
• 关键词: Managing; Cyberinfrastructure; Centers; Demanding; Era

The goal of this project will be to develop and test a "science executive" education program. Science executives are the senior scientific personnel charged with leading the centers that enable large-scale science and engineering. Centers are broader than projects and must endure within institutions such as universities, national labs and institutes, government agencies, and firms. Center leaders are usually scientists or engineers with strong project management skills who learn how to manage and lead on-the-job, through trial-and-error, much as entrepreneurs learn. However, they often lack knowledge that would improve the effectiveness of their centers. In the same way that entrepreneurial organizations benefit from professional management as they grow, science and engineering centers will benefit. Such centers are not "normal" organizations, so typical business executive education models will not apply. Science and engineering centers are complex hybrids with nested social networks, transitory roles, ever-changing, "drifting" arrangements, and work that is increasingly interdisciplinary, collaborative, geographically distributed, and computation and data intensive. Focused preparation is needed in organizational governance, innovation management, resource provisioning, workforce development and turnover reduction, process improvement, and strategic leadership. This project adapts organization science as embodied in executive education to the needs of CI center executives.Specifically, the project will involve: (1) identifying the points of leverage within centers where improved executive leadership might affect science and engineering outcomes; (2) discovering and develop a curriculum for disseminating "best practices" based on organization science to equip science executives with the skills, tools, and techniques; (3) delivery pilot sessions of effective, focused training to science executives through a modified "science executive education" strategy; (4) conducting workshops and tutorials to evaluate and improve the curriculum and to disseminate knowledge gained throughout the project; and (5) actively promote and seek the involvement of junior-level personnel and traditionally underrepresented groups, thus encouraging the career progression of current and future science executives with an explicit focus on broader inclusion.

该项目的目标将是开发和测试一个“科学主管”教育项目。科学高管是负责领导大型科学和工程中心的高级科学人员。中心比项目范围更广，必须在大学、国家实验室和研究所、政府机构和公司等机构内持续存在。中心负责人通常是具有很强项目管理技能的科学家或工程师，他们通过反复试验学习如何管理和领导工作，就像企业家所学的那样。然而，他们往往缺乏提高其中心效率的知识。同样，创业组织在成长过程中受益于专业管理，科学和工程中心也将受益。这样的中心不是“正常”的组织，因此典型的商业高管教育模式将不适用。科学和工程中心是复杂的混合体，具有嵌套的社会网络、短暂的角色、不断变化的“漂移”安排，以及日益跨学科、协作、地理分布以及计算和数据密集型的工作。需要在组织治理、创新管理、资源配置、劳动力发展和减少人员流动、流程改进和战略领导方面进行重点准备。该项目使体现在执行教育中的组织科学适应CI中心执行人员的需要。具体而言，该项目将涉及：(1)确定中心内改善执行领导能力可能影响科学和工程成果的杠杆点；(2)发现和开发基于组织科学的“最佳实践”传播课程，以使科学执行人员掌握技能、工具和技术；(3)通过改进的“科学执行教育”战略，向科学执行人员提供有效的、有重点的培训的试点会议；(4)举办讲习班和辅导，以评估和改进课程，并在整个项目中传播所获得的知识；以及(5)积极促进和寻求初级人员和传统上代表性不足的群体的参与，从而鼓励现任和未来的科学行政人员的职业发展，明确侧重于更广泛的包容。