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.

项目摘要 行政 NCDIR等集成中心完成了多个实验室，需要很大程度的程度 专门管理以确保其作为一个专注于一组共同目标而不是一个部门的功能 实验室集团具有个人和分歧的目标，以确保流畅有效的管理 以及中心和中心资源的协调。虽然PI将对 计划，我们已经开发了一种管理结构，以迅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。我们的管理模型正在工作 有效地，我们的成功指标证明了这一点，因此我们继续使用该模型，尽管 修改以解决可持续社区访问NCDIR技术的维护并准备 对于BTRR的预期寿命和技术的可持续性。而不是 严格遵守20世纪风格的“集中权威”模型，我们的管理结构已演变为 满足中心每个模块的PI之间的协调和协作需求。形成 因此，我们开发了中心 - 并将不断优化 - 一种交互式组织结构 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 包括强大集成的协作，采用了一种使用“开放管理”结构的方法。在 我们的经验，这种结构最小 指导委员会的注意，并激活沟通路线以吸引中心的所有工人 在识别和解决问题时。我们将继续将质量原则应用于管道的各个方面， 强调外观上的关注我们合作者的需求。