Administration

行政

• 批准号: 10621353
• 负责人: MICHAEL P ROUT
• 金额: $ 5.33万
• 依托单位: ROCKEFELLER UNIVERSITY
• 依托单位国家: 美国
• 财政年份: 2014
• 资助国家: 美国
• 起止时间: 2014-08-01 至 2025-04-30
• 项目状态: 未结题
• 来源: https://reporter.nih.gov/project-details/10621353
• 关键词: Address; Attention; Authorization documentation; Collaborations; Communication; Communities; Coordination and Collaboration; Creativeness; Ensure; Goals; Individual; Laboratories; Location; Maintenance; Minor; Modeling; Modification; Problem Solving; Research; Resource Allocation; Resources; Structure; System; Technology; Work; authority; collaboratory; design; experience; innovation; organizational structure; prevent; programs; success

PROJECT SUMMARY Administration An integrated Center such as the NCDIR, comprising multiple laboratories, requires a significant degree of specialized management to ensure that it functions as a unit focused on one set of common goals rather than a conglomerate of laboratories with individual and divergent goals, to ensure the smooth and efficient management and coordination of the Center and Center resources. While the PI will have ultimate responsibility for the program, we have developed a management structure to respond rapidly to the needs of our research, technology and computation goals and allocate resources as needed. Our management model is working effectively, as evidenced by our metrics of success, and so we continue to use this model, although with minor modifications to address maintenance of sustainable community access to NCDIR technologies and to prepare for the anticipated lifetime of the BTRR and the sustainability of the technology beyond that point. Rather than strictly adhere to a 20th Century–style “centralized authority” model, our management structure has evolved to meet the needs of coordination and collaboration between PIs of each module of the Center. At the formation of the Center, we thus developed - and will continually optimize - an interactive organizational structure that encourages innovation and creative input from our teams and individuals, designed to build a strategic collaboratory that includes strong integration, with an approach that utilizes an “open management” structure. In our experience, this structure minimizes barriers to communication that might prevent issues being brought to the attention of the Steering Committee, and activates lines of communication to engage all workers in the Center in identifying and solving problems. We will continue to apply quality principles to all aspects of our pipeline and emphasize an outward-looking focus on our collaborators’ needs.

项目概要 行政 像 NCDIR 这样由多个实验室组成的综合中心需要大量的 专业化管理，以确保其作为一个单位运作，专注于一组共同目标，而不是一个单一目标 具有各自不同目标的实验室集团，以确保管理的顺利和高效 以及中心和中心资源的协调。虽然 PI 将承担最终责任 计划，我们开发了一个管理结构来快速响应我们的研究需求， 技术和计算目标并根据需要分配资源。我们的管理模式正在发挥作用 有效地，正如我们的成功指标所证明的那样，因此我们继续使用这个模型，尽管有一些小问题 进行修改，以解决社区可持续获取 NCDIR 技术的问题，并做好准备 BTRR 的预期寿命以及该寿命之后技术的可持续性。而不是 严格遵循20世纪式的“集权”模式，我们的管理架构已经演变为 满足中心各模块PI之间协调协作的需要。在形成时 中心，我们因此开发了并将不断优化一个互动的组织结构 鼓励我们的团队和个人的创新和创造性投入，旨在建立战略 协作，包括强大的集成，采用“开放管理”结构的方法。在 根据我们的经验，这种结构最大限度地减少了沟通障碍，这些障碍可能会阻止问题被带到 引起指导委员会的注意，并激活沟通渠道以吸引中心的所有工作人员 在识别和解决问题中。我们将继续将质量原则应用于我们管道的各个方面 强调对合作者需求的外向关注。