[en] Research institutes, typically full of excellent scientists and engineers, tend to be very focused on the technical aspects of their work, but reluctant to put much energy into the management functions that enable a healthy, productive organization. This is not really surprising when one considers that scientists and engineers are well trained to measure and evaluate quantitative entities while the management arena is dominated by qualitative concepts. Management is generally considered to include planning, organizing, leading and controlling. Not confusing talking with communication and the ability to boost motivation and creativity without generating conflicts are necessary qualities for a good manager. The good manager in research and development organization must be willing to relinquish some control and focus more effort on leading and coordinating the abilities of highly intelligent, educated and autonomous individuals. This paper discusses the essential management functions and techniques that can be employed to maximize success in a research and development organization

[en] As competition for the United States power consumer increases, generating companies must seek new ways to do business. One way to keep up with the pace of change is to implement unique ideas into various areas of daily operation at the generating station. From subtle new management styles to ambitious employee education programs, changes in operating the management techniques can produce valuable results over time. An educated confident workforce is capable of vast improvement in efficiency and technical competence. We become empowered

[en] This Appendix provides an outline of an example Workforce Planning Model. This model comes from the US Government's Office of Personnel Management

[en] In order to anticipate the large number of people due to retire in the next few years, and to optimize the workforce contribution, IRSN (Institute for radiation protection and nuclear safety) is setting up skill management. This poster presents the IRSN's skill management system. The skill management system is based on a 4 step approach: -) identifying and listing the necessary skills, -) assessing the skills available, -) defining and setting up solutions: training, recruitment, out-sourcing), and -) feedback about the efficiency of the system. It appears that it is important to take into account the way the organization considers individual ability in order to favour collective proficiency

No abstract available

No abstract available

[en] Workforce Initiatives: The NRC Staff: • Commitment to the mission; • Strong focus on safety; • Technical competence; • Support and teamwork ;• Dedication to public service.

[en] This session was the second of three sessions that focused on the DOE Hanford Site located in Richland, Washington. The Hanford Site is the largest in the EM complex, with many interdependent programs, offices, contractors, regulators, and stakeholders that work together to drive cleanup priorities and progress. In early 2018, we recognized that the site was entering a transformational period. DOE leaders had to prepare the site for the next decade by creating a team-oriented approach, which was different from past years where projects ran independently. In 2020, not only was the site transitioning to support operations, but also transitioning to several new contracts and remobilizing the workforce due to concerns from the pandemic. The 'One Hanford' approach was a campaign aimed at increasing communication, collaboration, and teamwork to bring focus to the site's work ahead. Leaders were mindful to shift the existing culture among federal and contractor staff to prepare for an operational pace at the site not seen since the plutonium production years. Panelists with presentations: 'Transformational Leadership at Hanford' (Brian Vance, US DOE - Hanford (USA)); 'Transformational Leadership at Hanford' (Valerie McCain, Bechtel National (USA)); 'Transformational Leadership at Hanford' (John Eschenberg Jr., Washington River Protection Solutions (USA)); 'Transformational Leadership at Hanford' (Gregory Jones, US DOE (USA)); 'Transformational Leadership at Hanford' (Robert Wilkinson, Hanford Mission Integration Solutions (USA)); 'Transformational Leadership at Hanford' (Scott Sax, Central Plateau Cleanup Company (CPCCo) Hanford Site (USA)); 'Transformational Leadership at Hanford' (Carrie Meyer, US DOE (USA))

[en] With the evolution of various grid federations, the Condor glide-ins represent a key feature in providing a homogeneous pool of resources using late-binding technology. The CMS collaboration uses the glide-in based Workload Management System, glideinWMS, for production (ProdAgent) and distributed analysis (CRAB) of the data. The Condor glide-in daemons traverse to the worker nodes, submitted via Condor-G. Once activated, they preserve the Master-Worker relationships, with the worker first validating the execution environment on the worker node before pulling the jobs sequentially until the expiry of their lifetimes. The combination of late-binding and validation significantly reduces the overall failure rate visible to CMS physicists. We discuss the extensive use of the glideinWMS since the computing challenge, CCRC-08, in order to prepare for the forthcoming LHC data-taking period. The key features essential to the success of large-scale production and analysis on CMS resources across major grid federations, including EGEE, OSG and NorduGrid are outlined. Use of glide-ins via the CRAB server mechanism and ProdAgent, as well as first hand experience of using the next generation CREAM computing element within the CMS framework is discussed.

[en] This document is a project of administrative reorganization, modification and amplification of the personal plant and the functions manual of of the Center of Documentation and Nuclear Information of the IAN. The methodology used to develop this work was constituted by an analysis of the statutes and objectives of the institution. A study of the objectives that the CDIN of the flowchart of the IAN should complete. Interview with the Boss of the CDIN to define necessities as soon as administrative organization, modification of the plant of personal and of the manual of functions of the Center, interview the officials of the Documentation Center, tending efficiently to gather information on the current conditions of work and their proposals for the benefit of the more services. Surveys of the Center users to diagnose like they are come lending the services and their recommendations for the improvement of the same ones