Developing leaders and managing development
Management development and, in particular, developing leaders is a first priority in the management of international human resources today. Paul Evans identifies two current views and groups of leaders -- those who are 'expertise' oriented and lead by their technical authority, and 'generalists', who lead by management skills. They are distinguished in various ways such as their attitudes towards delegation and sensitivity to matching jobs and personalities. Leadership development is best pursued by encouraging managers to be mobile between functions. Changing careers significantly once or twice leads to a 'layered career development', allowing the development of individuals who are able to balance the skills of professional expertise and generalist leadership.
Exploring university-industry technology transfer of CAD technology
Since its establishment in 1982, the Semiconductor Research Corporation (SRC) has funded extensive silicon-based semiconductor research at universities, including research in the area of computer aided design. While the consortium has had success with transferring this research to its members, the overall incidence of transfer has been limited. This study explored the key issues affecting the transfer of university computer-aided design (CAD) technology from the SRC CAD Center at Carnegie Mellon University to the SRC's industrial membership. Most research on improving technology transfer has focused on finding mechanisms to promote person-to-person interaction between developer and adopter. Interview and survey data collected from the 12 CAD Center faculty and 15 SRC member firm personnel suggest that transfer succeeds only when SRC member firms establish organizational incentives for technical personnel to commit their time to the implementation of university research, and when they provide these personnel the organizational resources needed to perform this implementation. Suggestions for improving the mechanisms of transfer are offered, but without reform in organizational incentives, improving these mechanisms is unlikely to significantly increase the rate at which university research is commercialized for actual industrial use.
Movement toward a predominantly electronic journal collection
Purpose – To address the UNLV Libraries movement toward a predominantly electronic journal collection including evaluation of library collection and reevaluation of organizational structure, staff resources and workflow to find the best ways to provide library users with timely and reliable access to electronic resources.Design/methodology/approach – A range of UNLV Libraries initiatives in building and managing electronic resources is described to demonstrate how the library moved from a predominantly print environment to a predominantly electronic environment. The paper consists of sections: development of the electronic resources collection, reengineering acquisitions/periodicals, new responsibilities and new skills, next steps, and conclusion.Findings – Since 1999, the composition of the Libraries journal collection has been dramatically changed. The percentage of print‐only subscriptions decreased from 59 percent in 1990 to 20 percent in 2004, while electronic journals jumped from 35 percent to 75 pe...