Parte C

MOST PREVIOUS STUDIES of industry-university collaboration have framed the analysis of such partnerships in terms of research project outcomes, defined here as a result that creates an opportunity for a company, such as guidance for the direction of technology development. From a business standpoint, however, research outcome is of only incidental importance. What matters is not outcome but impact — how the new knowledge derived from a collaboration with a university can contribute to a company’s performance. Are new products made possible? New and more effective manufacturing processes? Novel kinds of computer hardware or software that enable greater logistical efficiencies? Patentable materials, designs or processes that enhance competitive advantage?

Managers see working with academia as beneficial only to the extent that it advances the company toward its goals. The focus of our research, therefore, was on the impact of the collaboration on company products, processes or people, as evaluated both by the direct industry managers of university projects and by senior technical personnel with a view across projects. While constructing industry-university agreements is an important, and often lengthy, precursor to the collaboration, this article is concerned with specifically how those collaborations can best be carried out once the agreements are in place. In particular, we sought to determine, in a measurable way, “best practices” for the selection process — the management and the development of relationships that enable a company to capitalize on a research partnership with a university.

http://www.onlinewbc.org/Docs/manage/leading.html

C.- Estrategias de lectura:

Prediccion: (busca un articulo que tenga una imagen que te ayude a predecir)
  por la foto pareciera que hablaran de arquitectura o algo por el estilo.

pero en realidad el texto habla sobre los convenios que existen entre las universidades y las empresas, los estudios e investigaciones que hacen.

Skimming:

• Palabras claves:

industry-university / 

company/

project/

creates/

guidance/

impact/

matters

• Palabras que se repiten:

·         collaboration/

Managers/

university/

projects/

development/company/

• Scanning: (Preguntas puntuales sobre fechas, sitios, etc) (utiliza una biografia referente a algun autor de tu area de experticia))

• Marcadores de definicion:
• Marcadores de tiempo:
• Marcadores de secuencia

Henri Fayol (Istanbul, 29 July 1841–Paris, 19 November 1925) was a French mining engineer, director of mines, and management theorist, who developed independent of the theory of Scientific Management, a general theory of business administration^[1] also known as Fayolism. He was one of the most influential contributors to modern concepts of management.

fayol was born in 1841 in a suburb of Istanbul, Turkey, where his father, an engineer, was appointed superintendent of works to build a bridge over the Golden Horn^[1] (Galata Bridge). They returned to France in 1847. Fayol studied at the mining school "École Nationale Supérieure des Mines" in Saint-Étienne.

When 19 years old he started as an engineer at a mining company "Compagnie de Commentry-Fourchambeau-Decazeville" in Commentry. He became director in 1888, when the mine company employed over 1,000 people, and held that position over 30 years until 1918. By 1900 the company was one of the largest producers of iron and steel in France and was regarded as a vital industry.^[1]

In 1916 he published his experience in the book "Administration Industrielle et Générale", only a few years after Frederick Winslow Taylor had published his theory of Scientific Management.

The verb manage comes from the Italian maneggiare (to handle — especially tools), which in turn derives from the Latin manus (hand). The French word mesnagement (later ménagement) influenced the development in meaning of the English word management in the 17th and 18th centuries.^[1]

Some definitions of management are:

• Organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of clearly defined objectives. Management is often included as a factor of production along with machines, materials, and money. According to the management guru Peter Drucker (1909–2005), the basic task of a management is twofold: marketing and innovation.

• Directors and managers who have the power and responsibility to make decisions to manage an enterprise. As a discipline, management comprises the interlocking functions of formulating corporate policy and organizing, planning, controlling, and directing the firm's resources to achieve the policy's objectives. The size of management can range from one person in a small firm to hundreds or thousands of managers in multinational companies. In large firms the board of directors formulates the policy which is implemented by the chief executive officer.