Essay Question 1:
1. Explain the stages in the pervasive role of government in developing emerging technologies?
Essay Answer 1: The phases in the inescapable part of government in creating rising advances are Information and Education :in this stage legitimate data is discovered how to do exchange of one innovation which is ebb and flow to developing one, and giving appropriate preparing and so forth results in these present circumstances organize .supervisor needs to deal with these parts .he dole out mentors, and legitimate group who gather entire data and do inquire about . another stage could be the coordinated effort in which director search for individuals who can team up on that innovation and help in the improvement procedure of rising innovation. he looks and includes individuals who will likewise be profited by that innovation.
after the joint effort is innovation advancement organize . in this stage legitimate logical research is being done on developing innovation and utilization of entire data is done which was gathered in initial step .exhibition of innovation is arranged and searched for every conceivable arrangement which it will give in the showcase
subsequent stage supervisor alongside law officers shape appropriate arrangements for utilizing innovation .full and the last advance is advertised improvement where it is propelled and cash is made. reach of clients/clients is estimated and all assignments are overseen by the supervisor alongside his group.
Essay Question 2:
2. Describe the implications for managers in stages and Explain each stage in detail?
Essay Answer 2:
Managers go through predictable stages as they assume command. Often they are left to get results with little intervention or support from superiors. Managers tend to go through the following stages:
• Fear and Hesitation
• Excitement, Enthusiasm, and Experimentation
• Maturity and Leadership
• Wisdom and Mentoring
Each stage has its challenges, growth, and development implications. Managers do not proceed through these stages at the same rate, and few managers complete the trip! Furthermore, most managers do not move through these stages at a single job. There are knowledge, skill, and attitude elements to being successful and to growing and making the transition to the next stage.
Stage 1: Fear and Hesitation
This stage happens to new supervisors, and experienced administrators moving to another association or another situation in their present association.
Things to look for:
1. Loss of motion and hesitation.
Reluctance to begin doing administrative work.
• Letting data social affair and hesitation devour you.
2. Inability to confide in staff.
• Assuming trust accompanies the administrative task.
• Assuming that trust is effortlessly kept up and difficult to lose.
3. Hesitance to discover a friend or potentially sounding board.
• Assuming that since you were given the activity, you are relied upon to have the greater part of the appropriate responses.
• Assuming that having somebody to talk about issues with is an indication of shortcoming.
4. Being excessively judgmental and basic; setting outlandish guidelines.
• Failure to comprehend that your prosperity is currently estimated by the work that others do. • Punishing slip-ups so brutally that they are not detailed or are hidden away from plain view.
5. “Taking the necessary steps.”
• Spending excessively time at the lab seat abstaining from settling on extreme administrative choices.
• Not discovering fulfillment in the deferred achievement that originates from long haul activities.
1. Watch effective administrators. Benchmark one effective chief in your association.
• See how she or he acts in gatherings, with staff and clients.
• Ask inquiries regarding why he or she does certain things. What is her or his procedure?
• See in the event that he or she will be accessible to tune in to your thoughts and furnish you with proposals and suggestions.
2. Score early victories, get a few wins, and “gather low-hanging natural product.”
• Make changes the staff has requested over and over.
• Think like a customer. What’s aggravating, what’s correct?
3. Be expository; begin to manufacture a psychological model of the association.
• Move far from reacting to prompt issues, taking care of issues, and settling struggle to asking “why” questions.
• Use the logical technique to survey and actualize new thoughts/projects or administrations.
• Look for reasons for frameworks disappointments instead of just taking care of issues.
4. Start to assign.
• Delegate a report, a straightforward methodology, or participation at a gathering so staff comprehension of the issues you confront is upgraded and you can focus on more vital issues.
• Begin a style of shared obligation.
• Start creating staff individuals with development openings.
• Model the practices you need to find in your staff.
5. Figure out how to consider your inspiration and screen your passionate responses.
• Monitor your enthusiastic responses to circumstances.
• Identify, acknowledge, and recollect your feelings.
6. Work on pondering what’s to come.
• Build a model of how you need the division/lab to look in three to five years.
Key to profession development: Gain a decent knowledge and comprehension of the atmosphere of the association. Pick up the trust of your staff through perceptions, dialogs, and discussions with them.
Stage 2: Excitement and Enthusiasm
The enthusiastic manager’s story: “Being a manager has become a lot of fun. I know who I can trust and how far. My time is no longer filled with endless details and micromanaging. I come to work each morning with energy for dealing with problems I anticipate. I sometimes wonder if I’m spending enough time looking at long-range issues. I’ve got to improve things and I have to pace myself. My biggest problem is others can’t keep up.”
Things to watch for:
1. Early stage burnout — it seems like you need to keep your finger on everything.
• Solving problems is addicting and gives an adrenalin rush; it can wear you down quickly.
• Failure to monitor stress and fatigue.
2. Too much, too soon leading to overconfidence.
• Don’t assume you have all of the right answers.
3. Lack of focus, or spreading yourself too thin.
• Trying to do too much.
• Not concentrating on significant projects.
4. Seduction by power.
• Misinterpreting the power that comes with authority.
• Take a good look at relationships to determine if it is you or the position.
5. Reliance on a few trusted members of your staff.
• Relying too heavily on select members of your staff.
• Missing the potential of others to demonstrate their ability.
6. Letting skills get in the way of good management.
• Not placing importance on interpersonal areas or emotional intelligence.
• Failing to provide good, timely feedback, and performance targets.
Things to do:
1. Spend your time wisely.
• Set meaningful priorities.
• Balance short-term and long-term goals.
• Take a vacation, exercise, enjoy your hobbies, and spend time with your family.
2. Spend time developing staff.
• Coach and encourage the people who work with you.
• Let the dedicated, motivated, capable members of your staff perform.
3. Set high standards and enforce them.
• Set reasonable and challenging goals for your staff.
• Expand your compassion and empathy for the patients and staff.
4. Gain visibility.
• Try subtle self-effacing approaches like, “Here’s something we are trying that I thought you might be interested in…,” or “How have you handled a situation like this?”
• Begin to practice self-promotion, because effectiveness depends on peers and seniors knowing about your successes.
• Be authentic and genuine; be yourself!
Key to career growth: Develop a smooth operation that is ready for change and responds to challenges with ease.
Competencies that scientists bring to management include:
• Results Orientation
• Commitment to Learning
• Sharing Responsibility
• Conceptual Thinking
• Holding People Accountable
• Team Leadership
These skills are extremely valuable for managers too. However the shift from an experimental orientation to one that is staff centered requires a major reorientation in thinking, hard work, and constant attention. Perhaps one of the most challenging is the shift to a future focus which is a characteristic of leaders. Employee development, motivation and loyalty, and a vision for the future of the department are long-range projects that require a very different internal reward system — the internal rewards that used to come from completing a successful experiment.
• Levenson D, et al. The Seasons of a Man’s Life. New York: Ballantine; 1986.
• Goleman D. Working with Emotional Intelligence. New York: Bantam Books; 1988.