Management studies and techniques for application in analytical research, development and service

Abstract

Over the past two decades or so, management studies and techniques have been applied to an increasing extent in both governmental and industrial research and development establishments, and some of this knowledge is of direct relevance to the management of the analytical sciences function.

The topic can be considered under three closely interrelated headings, namely the work, the organisation and the people. In the work-orientated sector, attention is focused on some of the techniques that are being used for project selection evaluation and control. On selection, apart from general planning, use may be made of various forecasting techniques, and in the search for innovation there may be scope for both lateral thinking and synectics or group brainstorming. On evaluation, there may be uses for decision trees and for credibility diagrams in addition to the techniques of operational research and cost-benefit analysis. On control, there can be value in aids such as check lists, bar charts, network analysis and research planning diagrams.

In the organisation-orientated sector, it has been suggested that the major types of organisational systems can be reduced to two theoretical models, namely the hierarchical or mechanistic type and the flexible or organic type. In reality, many research and development establishments operate some form of combined system, of which the matrix type is receiving considerable attention. Such systems have their advantages in terms of general effectiveness but can present difficulties in human relation terms, e.g., in rôle identification, extent of responsibility and dual authority relationships. An important aspect of any organisational system is that of the patterns of communication that it dictates from both the structural (hierarchical) and the physical (proximity) standpoints.

In the most important sector, relating to people, attention must be paid to the optimal selection of staff, their further training from both the technical standpoint and that of personal development and, ideally, to an appropriate method of job evaluation that will ensure that analytical staff will be treated equitably in relation to their professional colleagues in other disciplines. Help in this people-orientated sector may be obtained from the behavioural scientists, whose studies can assist in understanding man's needs, motivations and behaviour when working in groups, as well as the consequences resulting from the employment of different managerial styles. Modification of some of these behavioural characteristics forms an essential part of the process of organisation development from which, hopefully, greater achievements may be realised than were previously possible.