REPORT
OF THE NATIONAL WORKSHOP ON
RESEARCH MANAGEMENT
Alexandria, 3 - 7 January 1983
WORLD HEALTH ORGAHIZATIOH
EASTERN MEDITERRAHEAH REGION
NATIONAL WORKSHOP ON RESEARCH MANAGEMENT
Alexandria, 3 - 7 January 1983
EM/RSR/22 EM/MG/4 EM/NAT.WKP.RCH.MGT/5
January 1983
The views expressed in this report do not necessarily reflect the official policy of the World Health Organization.
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TABLE OF CONTENTS
page
I OPENING OF THE WORKSHOP 1
II INTRODUCTORY SESSION 1
III SESSION 2 - PRESENT RESEARCH SYSTEM IN EGYPT 2
IV SESSIONS 3 and 4 - DEVELOPING A SYSTEM FOR PLANNING HEALTH RESEARCH 3
V SESSION 5 - DISCUSSION OF CONCEPTS AND TERMS RELATED TO MANAGEMENT 4
VI SESSIONS 6, 7 and 8 - EFFECTIVE MANAGEMENT OF RESEARCH PROFESSIONALS AND GROUPS 5
VII SESSIONS 9 and 10 - COORDINATION AND IMPLEMENTATION 9
VIII SESSION 11 - MANAGEMENT AND MULTIDISCIPLINARY HEALTH SERVICES RESEARCH PROJECTS 12
IX SESSIONS 12, 13 and 14 - PROJECT SELECTION TECHNIQUES 15
X SESSIONS 15 and 16 - PROJECT PLANNING AND CONTROL TECHNIQUES 17
XI SESSIONS 17, 18 and 19 - HEALTH RESEARCH MANPOWER PLANNING 19
XII SESSIONS 20, 21 and 22 - EVALUATING AND ENHANCING THE PROCESS FOR DEVELOPING RESEARCH INSTITlITIONS 21
XIII SESSIONS 23, 24 and 25 - NETWORKS FOR RESEARCH 23
XIV SESSION 26 - EVALUATION AND CLOSING 26
XV CLOSURE OF WORKSHOP 27
ANNEX I
ANNEX II
ANNEX III
ANNEX IV
MESSAGE OF DR HUSSEIN A. GEZAIRY, DIRECTOR, WHO EASTERN MEDITERRANEAN REGION
LIST OF PARTICIPANTS
PROGRAMME
WORKSHOP EVALUATION FORM
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A National Workshop on Research Management was held in the Regional Office,
Alexandria, 3-7 January 1983.
The List of Participants is attached (Annex II).
I OPENING OF THE WORKSHOP
The participants were welcomed on behalf of Dr Hussein A. Gezairy,
Regional Director/EMRO, by Dr Farouk Partow, Director of Progrannne Management,
who read the welcoming Message of the Regional Director. Copy of this Message
is attached (Annex I).
II INTRODUCTORY SESSION
In this Session the resource persons and the participants introduced them
selves. The objectives and the Programme of the Workshop (Annex III) were described,
The general objectives were as follows:
- To develop a basic understanding of the research management system alter
natives available to Egypt in order to improve coordination between health
plans and targeted research in Egypt.
- To clarify one's own attitudes and enhance commitment to the importance of
conducting targeted research in concert with health plans and to institu
tional development in order to manage and to promote targeted research
effectiveiy.
- To develop an understanding of a number of techniques and concepts applicable
to the management of health research in order to develop, within their areas
of responsibility, stable, creative and effective research institutions.
- To develop a number of alternatives for the design of systems for the planning
and management of targeted research, in order to enable EMRO/WHO staff and
the participants to advise more knowledgeably about such management and to
enable more flexible and adaptable decision-making by the participants
within their areas of responsibility.
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Ill SESSION 2 - PRESENI' RESEARCH SYSTEM IN EGYPT
An overview of the existing system of management research in Egypt was
presented by Dr Ibrahim Badran, President of the Academy of Scientific Research
and Technology, Cairo.
of the Academy.
He also provided some relevant information on the role
There were 21 935 scientific staff (including Ph.Ds. and M.Scs. ) engaged in
research in 265 research institutions and organizations in Egypt. Of these,
5 175 (23. 5%) are working in 63 institutions involved in medical research.
Nearly 90% of support for research, nationally, comes from Government sources.
1.2% of the GNP will be allocated for research and development in the new Five
Year Plan.
Some of the constraints which have hindered the development of medical research
in the country included:
- concentration on academic values and individual rewardSi - lack of organized focus of Science and Technology (S & T) capacity on economic service i
- low motivation and incentives;
- weak linkages with potential users of S & T;
- limited access to S & T information;
limited cooperation in:
- exchange of data;
- multidisciplinary research;
- interinstitutional collaboration.
Some of the health problems needing research which have been identified in
close collaboration with the Ministry of Health were: population, maternal and
child health, health problems of school age child, endemic and infectious diseases,
nutrition, geriatrics, clinical research (as a means for improving patient care),
emergency medical services, drugs, manpower research, health economics, medical
information, biomedical engineering and research in behavioural sciences and life
style.
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Dr Badran felt that a revolution in the existing system of medical research
is needed which should start with reforms in the educational system, in order to
introduce students to a scientific way of thinking and research methodology.
He sought WHO's assistance in evaluating the reforms in medical education that
were introduced five years ago, and in supporting development of:
(i) a health information sys�; and
(ii) a relevant managerial system for administration of research.
IV SESSIONS 3 and 4 - DEVELOPING A SYSTEM FOR PLANNING HEALTH RESEARCH
Following the presentation by Dr Ibrahim Badran, the participants, working in
two groups, were asked to express their personal opinion on the following three
questions:
1. What is the appropriate system for planning health research in Egypt?
Should there be two separate systems - one for targeted research related
to health plans, and one for other research?
2. How centralized or decentralized should such a system be?
How should it be linked to the planning process?
J. How should the country implement the recommended answers to the above
questions - as well as specific recommendations for an organizational
structure?
Both groups felt that there should be only one system and, due to the pre
vailing health situation and resource problems, that greater emphasis should be
given to targeted research. The Academy of Scientific Research and Technology.
sets aside about 10% of its budget for health research for open ended/free research.
Both groups agreed that the policy, planning and evaluation functions and
funding system should be centralized.
As regards suggestions for an organizational structure, the two groups came
up with similar suggestions for a strong and autonomous Health Research Council,
with its membership derived· from medical and science faculties in the country and
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including representatives from the Ministries of Public Health, Education and
Research.
as members.
Some outstanding national scientists should also be invited to serve
The Council should have a small full-time secretariat,
The members of the Council should take their work seriously, and the Council's
decisions should be binding on the institutions wich are to be represented on it.
During the discussion following the presentation of group findings, several
issues were raised. It was mentioned that, on the whole, research is so far a
personalized, i.e. an individual activity, and is not part of a cohesive plan
linked to health development goals. The notion/concept of team work has yet to
be fully appreciated and accepted. Some scientists see research as a prestigious
activity, while others undertake research merely for supplementing income.
The quality of research proposals submitted to funding agencies was seen as
generally poor, and the norms and standards for judging such proposals have yet
to be established on a firm basis by the funding bodies.
Several participants expressed the need to train young scientists in research
design and methodology and also in research project development.
V SESSION 5 - DISCUSSION OF CONCEPTS AND TERMS RELATED TO MANAGEMENT
In this Session, Dr McLaughlin presented various concepts and terms related
to management. He emphasized the imprecise use of certain management terms in
English, especially the interchangeability of "administrator" and "manager0 and
of "goals" and "objectives" • . Emphasis was given to the need for a strategy for
conducting a research programme. Just as one cannot plan to find gold, but can
plan to search for it,'lt.thile one cannot plan the outcome of research, one can plan
the research process, Strategic planning is especially important in a cognitively
resource-rich and rapidly changing environment. It determines which of many changes
and opportunities one accepts, and provides the legitimate basis for saying "no"
to others. Dr Hassouna added comments on the comparable Arabic terms, the many
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words. especially for specific levels of objectives. and the relatively inflexible
terms associated with the concepts of "strategy" and "strategic planning".
Participants raised a number of issues. including the fact that well-planned
research efforts will be less subject to arbitrary change than less well-planned.
less defensible programmes. Some of the discussion centred on the level of detail
for implementation planning appropriate for specific types of health-oriented
research.
VI SESSIONS 6 • 7 and 8 - EFFECTIVE MANAGEMENT OF RESEARCH PROFESSIONALS AND GROUPS
Professor Fischer began this Session by reviewing. with the participants,
some thoughts on the relative infancy of the study of research management.
He emphasized that, throughout the world, research management is currently learned
in a free-form, catch-as-catch-can basis, with relatively little training being
provided for people given such responsibilities. Especially incongruous is the
fact that most research managers earn their position by virtue of superior per
formance in a different professional context: i.e. science. The participants
were informed that most of the material which would be presented (and, in fact,
most of the material which exists concerning research management) comes from
Western experience and they were challenged to begin to'think about developing
a theory of research management for Egypt.
1. What makes for an effective research organization?
The first topic discussed concerning research effectiveness was the need to
identify the links in the chain between basic research investment and the achieve
ment of higher-order social goals, what the organization in question is, and what
sort of mediating influences exist between the organization and the effectiveness
measures which are to be used to evaluate its performance. It was pointed out
that the more involved with basic research an organization is, the more difficult
it becomes to use higher-order social goals to evaluate effective performance.
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The UNESCO six-nation study on research effectiveness was discussed; it was
pointed out that the study identified at least six different forms of research
effectiveness which might be considered, i.e. general contribution to the advance
ment of science, international reputation and recognition, idea generation and
appreciation, training, social value and application. Each of these forms of
effectiveness was briefly reviewed, and from these it was concluded that the four
most important determinants of effective research performance were: the organiza
tional climate for reseach, the role of information, the quality of leadership
and the quality of research planning, Following this, some of the factors found
to be associated with high, positive research climates in more applied research
settings were reviewed.
2. Research as an information process
Professor Fischer reiterated the material in the readings regarding the con
cept that research is, in reality, an information acquisition, transforming and
disseminating process. The idea of special roles, such as information gate
keepers, idea champions, mentors and halo-generators, being fulfilled within the
research process was described. Special attention was then devoted to the ques
tion of where research workers come from. It was pointed out that if consistent
researchers and productive latecomers could be identified early through factors
associated with their personalities, then early preparation and training for
research careers might be possible. Of particular importance was the idea of
identifying research latecomers early enough, so as to avoid the wastage of time
in their careers before they could become productive researchers,
3. The organization of research
Following up on the questions raised in the group discussion in Session 3,
regarding the issue of centralization versus decentralization of research decision
making, Professor Fischer noted that there was really a continuum of research
centralization, stretching from absolute centralization to total freedom. Further
more, the selection of the type of centralization would undoubtedly affect the
behaviour of the institutions involved.
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Professor Fischer introduced the idea of a portfolio of research projects
to be managed and argued that the research manager not only has to support pro
jects which are currently important, popular• and fundable today , but must also
ensure that resources are available to pursue projects today that support the
sustained viability of the research institute in the future.
4. Reporting of group findings
The two groups identified a number of factors which they felt to be either
facilitators or inhibitors of research.
Factors seen as being important for facilitating research performance in
Egypt were:
- supportive scientific climate;
- research planning;
- availability of funding;
well-trained leadership in research management;
- information systems; - appropriate incentives (in order of importance):
promotion linked to productivity;
- societal recognition for researchers;
scientific merit;
- money;
- more time for research (especially at universities); - adoption of research teams;
- development and support of team spirit and role models;
- active participation of eminent professors in all aspects of activities;
- involvement of research in service to the people.
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Factors seen as being important in inhibiting research performance in Egypt:
- hierarchical organization of staff;
isolation of departments;
- ineffective information systems:
lack of communication;
- lack of relevant literature;
lack of equity in rewards;
lack of rewards and prestige for "gate-keepers". mentors, idea champions,
"halo-generators1 ';
inefficient use of available funds and resources;
lack of trained research managers.
The participants felt that, in order to effectively develop personnel serving
in research institutions and groups in Egypt, the following factors should be taken
into account:
Institution of proper personnel selection procedures, including provision
of opportunities for research latecomers.
- Training in research methodology and research management.
- Adequate incentives for research careers.
- Efficient and effective information systems.
Continued availability of resources for research, e.g. equipment, funds,
transportation, etc.
The universities could play an important role in the development of research
institutions through:
- making of policies, strategies and plans for research;
modifications of medical curricula to include social sciences, statistics
and research design;
disseminating information on ongoing research to a•,oid duplication; better
use of resources and providing supportive services for researchers;
- development of interdisciplinary communications.
VII SESSIONS 9 and 10 COORDINATION AND IMPLEMENTATION
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Dr McLaughlin presented a number of concepts, including a definition of co
ordination as 0getting things done without power" and the importance of lateral
linkages at four levels of health planning and implementation:
(i)
(ii)
(iii)
(iv)
National policy;
Programme development;
Agencies and institutions; and
Co111111unity level.
He outlined some alternative lateral linkages which might be substituted for the
often used and misused high-level committee. He pointed out the ubiquitous nature
of organograms with top-to-bottom information flows, but inadequate lateral linkages,
referred to as bureaucratic, Tsarist, Mandarin, Colonial Office and even Pharaonic.
The alternatives suggested as lateral lipkages were:
- Joint planning exercises.
- Joint supervision under a matrix organization (which was defined and
explained further).
Consultation and technical assistance via technical reviews and especially
site visits.
- Cross-training and exchanges of personnel, including seconding.
- Rotational career assignments and career ladders.
- Full-time project coordinators
individual - preferred
agencies - suspect due to accountability problems
- Exchange relationships
contracts
incentives
- Case management approaches to projects.
- Standing committees. - Ad hoc committees.
- Study groups {or sections).
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Conmittees were suggested not as a first choice, but as a last resort, and
not one super-conmiittee, but rather in terms of a system of committees designed
to involve different people for different fm1ctions and as part of a process of
organizational development to train a cadre of research managers through selective
participation in committee processes. Dr McLaughlin presented a set of committee
roles and appropriate individuals to fulfil these roles in a research setting as
follows:
Roles of cOl!Ullittees
By function (what)
Fact-finding
Information-gathering
Problem-defining
Problem-solving
Gaining commitment
from organizations
from implementors
from constituencies
Evaluation
By needs (who)
Detective skills
Access to information at all levels
Users and experts
Skilled analysts and conceptualizers
* High officials of equal rank Opinion leaders from implementor
groups
Representatives and/or opinion leaders
Experts, managers, future investiga tors for training purposes.
During the group work, the participants selected the following two critical
coordination linkages relevant to team (multidisciplinary) health research in Egypt:
- coordination between Ministry of Health (MOH) users and the academic departments
implementing the research;
- coordination between the Dean (or Vice-Dean) and the Academy on evaluation and
follow-up of poor research performance.
This is the currently used alternative in many situations.
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Each group was asked to generate three or more alternatives, only one of which
could be a committee, for each linkage. During the discussion on the group findings
with respect to the first linkage the following points were raised:
Opporttmities existed within the Academy structure for interaction between
individuals from the universities and MOH. however, participation at a number
of levels below the UniversityCouncil and Sub-Secretary levels, including Post
graduate and Research Councils, Medical EducationCommittees and Curriculum
Committees, was recommended.
- In view of the recent experiments with shared responsibilities, including member
ship of local boards of teaching hospitals of both the Ministry and University
personnel, it was pointed out that the team concept, accompanied by changed
attitudes and the commitment of individuals, represents a powerful lateral
linkage device in and of itself.
- More joint appoin�ents for Ministry of Health personnel and participation in
individual academic or Ministry Committees as another link, were suggested.
Participation of local users in thesis committees, especially with Ministry of
Health financial support and co-sponsorship of relevant work by Ministry
employees to achieve higher degrees, was proposed.
With respect to the second linkage dealing with evaluation of performance
and action concerning poor performance, the discussion centred on:
- Existing linkages through individuals in the Academy's Councils and
special committees. - Use of a small ad hoa committee involving the Academy and the Faculty
Council or Faculty Board,
- Direct communication between responsible members of the Academy Council
and the responsible Dean or Vice-Dean.
- Use of a site visit team to suggest remedial action early.
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The discussion then dealt with the separability of evaluation and action on
poor performance, as two distinct linkage issues, and focused on the managerial
importance of evaluation approaches which emphasize use of appropriate assessment
and time frames on the adequacy of input, efficiency and effectiveness of the
research process and assessment of outputs, as opposed to the professional eva
luation and resource providers' interests in social outcome, because the latter
can be measured only so much later as to be of limited use to the research pro
gramme or project manager.
VIII SESSION 11 MANAGEMENT OF MULTIDISCIPLINARY HEALTH SERVICES RESEARCH PROJECTS
Central participative control is most appropriate and effective for health
services research projects which are implemented in various countries or areas
of the same co\.llltry, using multidisciplinary research teams.
The main role of the Principal Investigator is to guide and orchestrate the
various research activities, as well as harmonize and motivate the research team.
The following should be among his characteristics:
ability to manage by exception;
familiarity with various disciplines required for the study;
ability to work with and guide the work of a variety of academics,
technicians, bureaucratic and administrative personnel;
- knowledge of and experience in mobilizing human resources.
The role of each member in the research team should be clearly defined.
A full-time project manager based in the central institution is necessary to
coordinate and monitor the various research activities. Experience in management,
data control and analysis are essential. In addition, ability to deal with and
relate the various groups involved in the research (academicians, contracting
agency, bureaucracy, research workers, etc. ) is crucial.
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At the field level. an adept and conscientious Field Supervisor is of utmost
importance to ensure data accuracy and completeness at this level. and in order
to minimize problems at the level of data processing.
Initial orientation of consultants and technical support personnel at the
central level is important. The intention is to familiarize them with project
purposes and objectives and with the special contributions which each is expected
to make by virtue of his/her own speciality. This is a �jor challenge to the
Principal Investigator.
Development of a detailed Plan of Action for the implementation of the study
should be given great attention. Phasing the study and timing it properly are
crucial. The previous activities should be done with full participation of
every member of the core central group. Each phase of the research project should
produce a definite product which could be evaluated by the research group as �11 as
the contracting agency.
Training field researchers should be given adequate resources and effort.
This minimizes all sorts of problems liable to occur in the collection of informa
tion in the field. Development of training packages is of utmost importance to
allow training at local levels rather than bringing everybody to the central unit.
This allows adaptation to local culture and needs and also reduces cost.
Simple straight-line organization with few committees and adequate delegations
of authority to project manager and field supervisor are crucial.
Remuneration for members of the team who are involved in project management
and administrative activities should preferably be done on fixed salary with incen
tives for high performance. e.g •• time and cost reduction. The fee-for-service
method (by piece of work, by product, by hour or by day) is recommended for per
sonnel doing specific research activities once or a few times, in specific phases
of the research.
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Dr Hassouna, in this Session, also dealt with the development of the health
services research proposal. At the very outset, a conceptual and operational
definition of the problem should be made, followed by selection of approaches
and methods to study the problem, including instruments necessary for data col
lection.
The research design should include sample collection, sample size and data
analysis plan.
about:
The Principal Investigator should provide concrete information
- why the research is being proposed - how it is going to be d�e - who is going to be involved in it - how long it will take
- the detailed cost of various activities
- expected outcome and its imp ortance or utility to various groups.
A great deal of savings can be achieved through better design, and by restric
tion of data collection to only that which is needed.
Potential investigators should not only be trained in research methodology,
but also exposed to the process of research proposal development. Dr Hassouna
described the approach used by the WHO/TDR/Socio-economic Research Group, recently
tried in three countries: Egypt; Sudan (national); Kenya, Kusamo (inter-regional).
In these three cases the Course/Workshop resulted in a number of research proposals
which were submitted for reviewing and funding by TDR. 40% were funded through
first submission and another 40% through second submission.
combined both theoretical and learning-by-doing approaches.
The Courses/Workshops
They left behind an
oriented group of researchers and gave them a chance to do research and improve
their research capabilities.
IX SESSIONS 12, 13 and 14 - PROJECT SELECTION TECHNIQUES
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Professor Fischer began the discussion of project selection techniques by
pointing out the increasing importance of medical research managers being able
to justify investment in medical research relative to other possible areas for
the investment of society's scarce resources. Be noted that, as long as oppor tm1ities for investing resources exceeded the resources available, no matter where
in the research hierarchy this existed, there was a need to compare the alterna
tive investment opportunities, in order to select one of them. Furthermore. the
discussion in Session 6 had revealed that equity in such selection decisions was
an important factor in determining high. positive research climates.
Research evaluation and funding situations were divided into two separate
categories. Those situations involving retainers, sustaining funds, initiation
grants and such basic research were based almost ehtirely on promise or potential,
given the uncertainties faced and the long time periods involved. In such
instances, some form of peer review was required. To be successful, peer review
needs an appropriate degree of dispassionate objectivity on the part of the re
viewers. This often is accomplished either through blind refereeing or the use
of external experts. A large enough community of scientists is also usually a
prerequisite for such objectivity. In all cases, the reviewers should have anony
mity, so as not to be identified with their comments (their comnents, however,
should be reported to the party under review) and access to relevant data.
With targeted research, on the other hand, it is possible to require detailed
project proposals which can be evaluated using economic criteria. Professor Fischer
introduced cost-benefit and cost-effectiveness analysis as examples of such economic
analysis when market mechanisms are absent and provided a detailed discussion of pos
sible costs and benefits to be included. It was noted that cost-benefit analysis
suffered from the following difficulties:
(a) the problem of completeness in identification of costs and benefits;
(b) problems of correctness in estimating probabilities of occurrence of
costs and benefits:
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(c) problems of correctness in appraising values of costs and benefits; and
(d) problems in the consideration of the timing of the occurrence of costs
and benefits.
Following this. a discussion of discounting of costs and benefits to capture the
time-value of money was briefly made,
Cost-effectiveness analysis was offered as an alternative to cost-benefit
analysis; the former has particular strengths and weaknesses of its own. Among
these are:
(a) it obviates the difficulties of appraising benefits and their valuation
(a strength);
(b) it ignores. however. many important externalities that are captured
by identifying benefits (a weakness);
(c) inherent in it is the same problem as in cost-benefit analysis regarding
consideration of discounting to capture the time-value of costs and
benefits; however,
(d) it may be quite useful in facilitating direct comparisons between
alternative projects directed at a coI!mlon target.
Scoring models were introduced as useful methods of comparing alternative
projects within an organization in that they allow specification of organizational
values in the selection process and publicize these values, among the researchers
and management alike. Scoring approaches, however, ignore timing considerations
in the costs and returns associated with the research, and, while they reduce, they
do not eliminate ambiguity in comparing alternative projects.
The final portion of this.Session involved a brief discussion of the use of
decision-tree analysis in selecting basic research projects.
In the discussion following Session 12, it was recommended that requests for
proposals for health research be widely advertised in the appropriate media and that
project selection be based on stated objectives, using some form of scoring model/
cost-effectiveness approach, after an initial screening of proposals to ensure
technical, financial and schedule feasibility. Periodic site visits, involving
external experts as well as professional technical managers within the Academy,
were discussed as a possible means of monitoring research proposals.
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It was acknowledged that. at present, progress reporting by Principal Investi
gators leaves much to be desired. In those cases where re-direction of proper
approaches is necessary, an ad hoc co1111D.ittee , to include the Principal Investigator
and an Academy member, was suggested as an aid to identifying problem causes and
making recommendations to the research committee.
The final portion of the discussion involved the illustration of decision
tree analysis of a current problem involving traditional, chemotherapeutic and
vaccine research approaches in dealing with schistosomiasis problems in Egypt.
X SESSIONS 15 and 16 - PROJECT PLANNING AND CONTROL TECHNIQUES
These two Sessions were condensed due to the extended length of the preceeding
sessions. Dr McLaughlin outlined a series of functions of these techniques at the
various stages of programmes and projects - planning. monitoring, evaluation and
replanning.
1. Planning
Concerns at this stage would include assuring an efficient and effective
research process . assuring adequate inputs, managing time, managing coordination,
assuming technical competency in:
(a) scientific skills; and
(b) research management skills. and assuring support services.
The functions of assuring an adequate research process involve having the correct
quantity. quality and variety of personnel; adequate definition of tasks at a level
linked to individual responsibilities; developing the commitment of implementors to
time, cost and technical performance and gaining their expert input into the plan
ning process; and identifying interaction needs and tasks of coordination.
Assuring adequate inputs involves good task definition , "pricing" of tasks
in terms of personnel, support services demand, supplies and equipment and overheads,
including consideration of joint costs. Balancing of performance against available
funding involves recognizing that there have to be tradeoffs between performance
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and available budget - the types of tradeoffs which are amenable to the concepts
of cost-effectiveness analysis and decision-trees.
Managing time involves estimating the time involved in performing each task,
specifying the interdependence of tasks, the sequencing of them and using these
data to estimate p roj ect length. This process should involve the implementors
and result in a time-phased schedule for the p rogramme or p roject, with sub
schedules for each task manage r. Consideration should also be given to the need
to allow adequate calendar time for incubation of creative ideas and to allow for
the uncertain nature of scientific and field research. Techniques meeting the
needs above are PERI' and CPM for highly interdependent p rojects and Gantt charts
for relatively independent activities.
Unfortunately, as a programme or project proceeds , the plan will become
obsolete quickly; therefore updating must be provided for in order to support its
use in control and in replanning, Such techniques may be used to help counteract
cultural problems with time and timing, while developing research terms provides a
temporary sub-culture with a sense of pace and urgency.
Coordination needs can be managed by treating them as tasks as much as experi
ments or finishing equipment. They can be placed in lists and schedules of tasks
and planned for accordingly. Then the common set of tasks - research and
�oordination - can be assigned priorities based on their impact on project length.
The development of organizational competency should include technical competen
cies in scientific knowledge, research methodology and research management as the
initial training level arld continuing education. The development of manage rial
competency requires a mentor r9le of senior managers to assign graded managerial
responsibilities to junior investigators . It requires a conscious approach toward
conflict management and skills in the development of cotmnunication networks and the
management of support services for libraries, stores, equipment, word-processing
and data-processing. Furthermore, there seems to be a need to strengthen further
the attitudes necessary for an effective scientific establishment (institutional
and national) i. e. quality control, reliability in reporting , a sense of urgency ,
EM/RSR/22 EM/MG/4 EM/NAT.WKP. RCH.MGT/5 page 19
a concern for national goals , a career orientation by individual and employer,
disinterest and anonymity in allocating resources and reviewing scientific pro
jects and research, and institutional as well as professional loyalty. Only when
these attitudes are present , can quality research be produced on a broad scale.
2. Monitoring. reporting and replanning
Dr McLaughlin noted that monitoring must take place according to scheduled
dates and/or achievement of specific milestones {mileposts) to support evaluation
and replanning as obstacles are encountered and overcome , Effort reporting is
necessary together with cost and schedule reports. in order to match actual effort
with actual performance. Reporting must be timely and must focus on controllable
items, and it must be accurate. The responsibility of the research manager in
providing this reporting, when institutional mechanisms fail, was emphasized.
XI SESSIONS 17, 18 and 19 - HEALTH RESEARCH MANPOWER PLANNING
A model depicting the interrelationship between the mechanisms for planning,
producing and utilizing of health research manpower was presented by Dr Has souna.
The main question raised was: How could we plan for development of health research
manpower willing to undertake health research targeted to the enhancement and
realization of national health priorities as defined in the national health plan,
which in turn. is an integral component of the overall socio-economic development
plan?
The need to modify the general education system in order to encourage in
quisitiveness and problem-solving was emphasized. Medical students should be
introduced to research concepts and methods early on in their education. Also
they should be oriented to national and local health problems and ways and means
of identifying community health needs.
Research managers within the educational and research institutions, who can
translate health research priorities into research projects, as well as manage
their implementation, should be encouraged and supported by the heads of their
institutions.
EM/RSR/22 EM/MG/4 EM/NAT.WKP.RCH.MGT/5 page 20
A strong research and development unit should be established in utilizing
agencies, e.g. Minis try of Health to enable these agencies to define their research
priorities, develop requests for research proposals, which may be detailed (to be
contracted), evaluate submitted proposals, monitor studies, evaluate their outcome
and promote the utilization of the research results.
Strong linkage and appropriate feedback should be developed between producers,
utilizers and planners . A few centres of excellence should be established by
selecting some of the existing centres and strengthening their research capabilities .
Such centres should either be affiliated to universities or the the Minis try of
Health, or they could be quasi-governmental development institutes.
The exis ting incentives system (socio-economic-political) should be changed
to counteract or modify the existing market mechanisms \which discourage manpower
from specializing in research . This can be dealt with at national, producers '
and utilizers ' level, as well as at planning level.
During the group work, the participants discussed the linkages between
research planning and manpower development, the mode of selection of research
trainees and the initial s teps that could be taken to rationalize the supply
of research manpower in Egypt.
In reporting this dis cussion, the participants felt that an effective link
should be developed between the Academy and the Medical Education Board, in order
to examine in detail the research manpower needs of the coming Five-Year Plan.
Regarding the selection of research trainees , it was suggested that the insti
tutions should advertise for t�ese positions, clearly spelling out the criteria
for selection. Training should preferably be conducted "7ithin the context of
the research projects being implemented in the institutions, and closely monitored
and supervis ed, so that the serious and cotmnitted research workers could be identi
fied early on.
In-service training was mentioned as an alternative to institution-based
research training.
EM/RSR/22 D1/¥£/4 EM/NAT. WKP.RCH.MGT/5 page 21
It was mentioned that a large number of trainees would be available and
interested in working in clinically oriented research projects; however, special
efforts were needed to attract and retain first-class trainees for research oriented
towards public health.
Several participants expressed the need for developing a cadre of research
managers for deployment in the national research funding organizations, e.g. the
Academy. the Ministry of Health, and also in the teaching and research institutions.
XII SESSIONS 20, 21 and 22 - EVALUATING AND ENHANCING THE P ROCESS FOR DEVELOPING RESEARCH INSTITUTIONS
In the initial plenary session (no. 20), Dr McLaughlin dis cussed a number of
is sues relating to the role of leadership in a research group, including the strategic
planning process. He emphasized skills in disseminating that strategy to employees,
potential s cientists and key decision-makers in political and administrative
agencies ; skills in developing appropriate portfolios of personnel, projects, func
tions (teaching, research, service) , and funding sources ; leadership skills to manage
career development, conflict , stress, dependence, organizational renewal and manage
ment succession.
During the group work the participants were asked to discus s :
1. factors which have on occasion hindered or constrained the development of
creative institutions in Egypt; and
2 . factors which have contributed to the success of some institutions.
They were also asked to make recommendations for future research managers.
The group identified several problems which have hindered the development of
creative institutions, as follows :
- Lack of leadership and vision. - Lack of funds, resources and facilities.
- Lack of appropriate career rewards and structures. - Lack of a research tradition and research management experience.
EM/RSR/22 EM/MG/4 EM/NAT.WKP. RCH.MGI/5 page 22
- Involvement of staff in heavy teaching loads arid private practice.
- Dominant individuals with l ittle attention paid to the development of
second-line leadership.
- Lack of a merit system and sense of personal security.
- Lack of community- and user-orientation. - Lack of supervision, quality control and accountability.
- Lack of experience with team concepts , training , management and evaluation.
- Lack of mechanisms for communication, information transfer , util ization of
results and feedback from community and users .
Inadequate maintenance of physical resources.
- Too few technologists and other supportive personnel.
- Lack of commitment by scientists and policy-makers to national goals and
plans .
- Brain drain of scientists.
It was observed that successful units have:
( i )
(i i )
(iii)
(iv)
developed a portfolio of funding sources, including external ones i
maintained some autonomy ;
maintained a collll!lon scientific focus and values; and
possess leadership which is democratic, but f irm and decisive,
is committed to national goals and maintains good policies with
respect to linkages with the environment,
The leader is a respected scientist and manages well with regard to : personnel
selection, personnel motivation and promotion , development of second and third level
managers , dealing with conflict and providing a comfortable work setting .
In terms of achieving critical mass, the groups emphasized the importance of
external funding and semi-autonomy, together with the ability to use exchange or
temporarily participating specialist personnel, especially for interdisciplinary
research.
EM/RSR/22 EM/K;/4 EM/NAT.WKP. RCH. MGT/5 page 23
The groups indicated that the initial concem of medical .research groups should
be relevance to national needs, followed by concern for international reputation .
They indicated that a career ladder must follow a system of merit based on contribu
tion to project objectives and national needs. Mobility of scientists between
university faculties and agencies and/or use of joint appointments should be en
couraged.
With respect to leadership roles, style and organizational renewal, the
participants suggested a benevolent, but flexible and firm leadership, with some
provision for election and term appointments; familiarity with management skills
and exposure to national and international scientific communities and their standards
and procedures, were considered necessary .
XIII SESSIONS 23, 24 and 25 - NETWORKS FOR RESEARCH
Profes sor Fischer began this Session by reiterating that the study of research
management is still a very young topic for scholars of management, yet, almost from
its inception, considerable attention has been paid to the issue of an appropriate
structural form for a research institute. Essentially, the debate over whether
it is better to have a smaller or larger research institute has revolved around
the concept of the economies of scale. Economies of scale occur when it becomes
cheaper and more efficient, on a per unit of effort basis, to do more of some
particular activity. Larger research institutions might be expected to benefit
from economies of scale in pursuing research; however, to the extent that they do
so, it is probably at the expense of organizational flexibility and intimacy of
cotmnunications. Empirical evidence of this phenomenon suggests that, beyond some
minimum critical mass, the optimal research institute size occurs at some medium (rather than larger or smaller) size.
EM/RSR/22 EM/MG/4 EM/NAT.WKP.RCH.MGT/5 page 24
O ften, however, it is simply not possible to develop an institution that is
large enough to capture the critical mass, or even better, the point of maximum
economies of scale. The alternatives then become :
1 .
1. To operate at an inefficient level and, probably, tolerate research
redundancy and misallocation of national resources; or
2. to expand the institutes beyond their organizational boundaries through
networking. the objective of which is to link, in a formal or
informal fashion , laboratories within a region or country \Jhich are
pursuing similar research.
Forms of networking
Professor Fischer suggested that the first major issue to be faced in a net-
working is the sort of structure envisaged . Two alternative structures were
offered : the "hub and spoke" form and the "circle and web" form.
It was noted that "invisible colleges" are representative of the former while
professional associations are, typically, a form of the latter. One of the
issues raised at this point was the desirability of establish ing a core for a net
work in Egypt with professional staff both at the secretariat and in the member
institutes. The issue of whether a network should be structured by disease or
discipline was also raised.
The various factors of importance to networking included : objectives,
authority, financing, activities, orientation and dissemination of results . Of
particular relevance to the discussion of dissemination of results were the issues
of : the relative desirability " of active/passive methods and personal/formal
methods, and the relative effectiveness of need-pull versus results-push impetus
for dissemination.
The WIIFM matrix (What ' s In It For Me) was introduced as a way of conceptuali
zing the rewards and penalties needed to ensure network cooperation.
EM/RSR/22 EM/MG/4 EM/NAT.WKP.RCH. MGT/5 page 25
The groups were asked to use the limited remaining time to evaluate the
relevance of the concept of networking to management of research in Egypt, and to:
- Explore those research areas or topics where the Egyptian medical research
community could benefit from networking.
Identify the benefits that networking could offer the Egyptian medical
research community from networks in these areas .
Both groups identified a number of problems in Egyptian medical research
which the network approach might help overcome :
- Lack of adequate communication channels.
- Personal, individualistic nature of research activities.
- Lack of trust and sharing in the scientific community.
- Interpersonal and interorganizational jealousy. - Lack of knowledge of and interest in national health and health research
objectives.
- Rigid bureaucratic and legal structures for research. - Lack of experience in research and research management.
The perceived benefits would be the overcoming of part of the above problems ,
leading to:
- The prompt dissemination of needed information.
- The organization of more integrated research plans.
- Avoidance of duplications and gaps.
- More rapid implementation of plans.
- Research more relevant to national needs .
- Sharing of equipment, resources and information .
Both groups agreed that the "hub and spoke" form of network structure was
better adapted to Egypt. At the "hub" should be a person with scientific res
pect, but without a strong personal need to control and dominate. The image of
a "godfather0 was used, perhaps a retired scientist of stature, who would be bene
volent, but instinctive and assertive in seeking broad participation, adding mutual
EM/RSR/22 FM/MG/4 EM/NAT .'WKP.RCR.MGT/5 page 26
respect, mutual tolerance and rewards to the existing system of fonnal friendships
in scientific administration.
The groups felt that networks could be started or augmented in many medical
sub-specialities, e. g. schistosomiasis, tuberculosis, population, environmental
science, health services research, medical education and health research management.
Discussion emphasized the importance of personal leadership and informality and
separation of the network leadership from research funds allocation procedures,
even though research programme managers should take responsibility (but not
leadership) for development of needed networks.
XIV SESSION 26 - EVALUATION AND CLOSING
An evaluation document was distributed at the closing session and completed by
15 of the 18 participants. Attached (Annex IV) is a copy of the evaluation form
marked with the frequency distribution of the responses shown above the percentage
number (0, 25, 50, 75 and 100 were the alternatives offered) checked,
Mean values are offered for the Workshop objectives and the overall evaluation of
the Workshop. Achievement of goals and overall rating of the Workshop compares
favourably with similar ratings gathere d at international meetings conducted on
research management topics for the Tropical Disease Research Programme, WHO Geneva.
In those ,average evaluations of specific topics ranged in perceived utility from 64
to 81. In the National Workshop they ranged from 68 to 90.
Evaluations of teaching materials used varied, given the learning preferences
of individuals. The readings ·were not distributed ahead of the Workshop and no
specific reading periods were set up , so that the value of these materials will not
be identifiable until later. The group sessions were preferred somewhat to the
lectures, but with strong opinions expressed in both directions.
Twelve of the fifteen respondents preferred the current length with the
remaining three preferring lengths of 10, 10 and 14 days respectively. The item
cited as most valuable was the initial discussion on how to plan a national system
EM/RSR/22 F:M/MG/4 EM/NAT .WKP .RCH.MGT/5 page 27
for health research in Egypt . The one cited most (2) as least valuable. was
the session on networks for research, although this session has a high overall
rating (80%} and evidently has had considerable impact on the plans of a number
of participants.
Eleven respondents found the administrative arrangements excellent and the
rest satisfactory. Fifteen comments were offered in the open-ended question 9 .
Eight of them pertained to follow-up activities needed. They have been included
in the attached copy of the questionnaire, as well as in the discussion of follow
up actions.
A gratifying response was received to question 10 about the plans
of the participants to utilize the exercises of the Workshop in their own settings.
These are also noted in detail in the attached questionnaire; however, 4 expressed
intentions to work to set up networks in their own fields. Four expressed plans
to apply materials presented and discussed herein in their own institutions. Two
expressed intentions to add research management concepts to their institution's
course on research methodology, while one other would hold a mini-workshop in his
own institute in February 1983, using these materials. In all, 19 activities
were cited.
XV CLOSURE OF WORKSHOP
The Workshop was formally closed by Dr Farouk Partow, Director of Programme
Management, who complimented the participants on the hard work they had put in
during it and hoped that they had benefited from it . He expressed the Organization' s
willingness to collaborate in the further development o f capabilities in research
management, both at the national and institutional level in Egypt.
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MINISTRY OF HEALTH , CAIRO
ACADEMY OF SCIENTIFIC RESEARCH AND TECHNOLOGY, CAIRO
EGYPTIAN ORGANIZATION FOR BIOLOGICALS AND VACCINE PRODUCTION , CAIRO
* did not a ttend
ANNEX II
LIST OF PARTICIPANTS
EM/RSR/22 EM/MG/4 EM/NAT.WKP. RCH.MGT/5 Annex II page i
M is s Shams Abou Ghaz i Director Central Laboratories Adminis tration
Dr Taha Abou Shousha Director Medical Documentation Depa rtment
Dr Mohamed Abdo Al Alami Director Field and Applied Res earch Centre Kalioub
Dr Farouk Ga a far Director Planning and Programming Urban Hea lth Administra tion
Dr Osman Gal la 1 Director Nutrition Ins titute
Dr Ahmed Mohieldin Zaki Director Genera l Central Hea l th Laboratories
Dr Abdel-Wahed A. Boseila Secretary General of the Aca demy ' s Res earch
Council on Heal th and Drugs
*Dr Ahmed El Garem Professor of Tropica l M edicine Ca iro Univers i ty, and Director Tudor Bilharz Institute
*Dr Mohamed El-Sadeek Vice Pres ident Gradua te Studies and R esearch Ca iro University
Dr Abdel Gha ffar Kha llaf Under-Secretary for Development and Research Minis try of Health
Dr Rifky El Karamany Director Virus Research Labora tory
EM/ RSR/ 22 EM/ MG/4 E M/NAT.tJKP . RCH.MGT/5 Annex II page ii
INSTITUTE OF NATIONAL PLANNING, CAIRO
HIGH INSTITUTE OF PUBLIC HFALTH, ALEXANDRIA
AL AZHAR UNIVERSITY• FACULTY OF MEDICINE , CAIRO
AIN SHAMS UNIVERSITY, RESEARCH AND TRAINING CENTRE ON VECTORS OF DISFAS ES , CAIRO
ALEXANDRIA UNIVERSITY, FACULTY OF MEDICINE , ALEXANDRIA
ASSIUT UNIVERS ITY, FACULTY OF MEDICINE, ASSIUT
MANSOURA UNIVERSITY, FACULTY OF MEDICINE , MANSOURA
SUEZ CANAL UNIVERSITY, ISMAILIA
TANTA UNIVERS ITY, FACULTY OF MEDICINE, TANTA
* did not a ttend
Dr Abdel Karim A , Elahwal S enior Researcher
Dr Sawsan I. Fahmy Professor a nd Hea d Department o f Family Health
*Dr M . H. Noweir Professor and Head Department of Occupa tional Health
Dr Mohamed Ahmed Nour-El-Din Vice-Dean
*Dr Medhat Darwish Head of Virology Depar tment
*Dr Sherif El Sa id Medical Entomologis t
*Dr M . A . Rifaa t Professor Para s itology Depa rtment and
Director of the Centre
Dr Samir El Sahwy Professor o f Obs tetrics and Gynaecol ogy
Dr Amin Rids Vice-Dean
Dr H .M . Hamrnam Cha irman. Community Medicine
Dr M . H, El Kannishy Professor of Clinica l Pa thology Vice-Dean of Pos tgradua te Research
Dr Adel Sabry Vice-Dean for Res earch and Pos tgradua te Studies Cha irman of the Obs tetrics and Gyna ecology
Department
Dr Adel Monta s s er Profes sor of Pa thology , and Vice-Dea n of Pos tgra duate Studies and Res earch
E M/RSR/22 E M/ MG/4 EM/NAT.WKP.RCH. MGT/5 Annex II page iii
ZAGAZIG UNIVERSITY, FACULTY O F MEDICINE,
*Dr M . Osman El Ha ieg Cha irman, Department of M edicine , and Associate Dean ZAGAZIG
RESOURCE EXPERTS
Dr Farouk Partow
Dr J. Hashmi
CONFER.ENCE SERVICES
Mrs C. Putnoky
Mrs M.T. Hadid
* did not attend ** attended first day
**Dr Ibrahim Badran President Academy of Scientific Research and Technology Ca iro EGYP'l;
Dr w.A. Fischer Associate Professor School of Business Administration University of North Carolina Chapel Hill , North Ca rolina 27514 USA
Dr W.A. Hasaouna Head Social and Cultural Planning Centre Institute of National Planning Ca iro EGYPT
Dr C.P. McLaughlin Professor of Business Administration University of North Carolina Chapel Hill , North Carolina 27514 USA
WHO SECRETARIAT
Director, Programme Management Eastern Mediterranean Regional Office , Alexandria
Regional Adviser, Non-Communi cable Diseases and A/Regional Adviser, Research Promotion and Development ; Sec�etary of the Meeting
Secretary
Secretary
Eastern M editerranean Regional Office, Alexandria
Eastern M editerranean Regional Office , Alexandria
Eastern M editerranean Regional Office , Alexandria
S essions
1.
2.
3 .
4 .
5.
6.
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9.
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EM/RSR/22 EM/MG/4 EM/NAT.WKP.RCH.MGT/5 Annex III page i
ANNEX III
PROGRAMME
Time
MondaI 1 3 Janua� 1983
8.30 - 9.00 a .m.
9.00 - 9. 30 a.m.
9.30 - 10 . 00 a ,m.
10. 00 - 10.30 a .m.
10.30 a , m. - 12.30 p.m.
12.30 - 2 .00 p.m.
Tuesday1 4 JanuarI 1983
8.30 - 9.15 a , m.
9.15 - 10.00 a .m.
10.00 - 10, 15 a .m.
10.00 - 1 1.15 a .m.
11.15 a .m. - 12.45 p.m.
12.45 - 1 , 30 p ,m.
1.30 - 3.00 p.m .
3 . 00 - 3 . 45 p.m .
3 . 45 - 4.30 p.m .
Registration
Opening o f the Workshop
Break
Plenary S ession : Introductory Session Dr J. H uhmi a nd Dr C.P. Mcl.a ughlin
Plenary S ession: The Present Research System in Egypt Dr I. Ba dran
Group Activity : Developing a System for Planning Health Research
Plenary S es sion : Reporting o f Group Findings
Pl enary S ession : Discussion of Concepts and Terms Related to Management Dr C.P. McLaughlin
Break
Plenary Session : Effective Management o f Res earch Profess ionals and Research Groups Dr W .A. F ischer
Group Project: Approaches Forward Improving the Effectiveness of Research Professionals and Groups in Egypt
Plenary Session : Reporting of Group Findings
Lunch , free time
Pl enary Session : Coordination and Implementation ; Developing a Broader Set of Alternatives Dr C.P. McLaughlin
Group Exercise; Reporting of Group Findings
L
1 . 1
1.2
1. 3
1 . 4
2.
2.1
2. 2
ANNEX IV
WORKSHOP EVALUATION FORM
EM/RSR/22 EM/MG/4 EM/NAT.WKP.RCH,MGT/5 Annex IV page i
Objectives : Plea se review the obj ectives listed below and indicate your assessment of whether these objectives were achieved by marking the appropriate value.
To develop a bas ic understanding of the research ma na gement system alternatives ava ilable to Egypt in order to improve the coordination between health plans and targeted res earch in Egypt
To clarify one ' s own attitudes and enhance commitment to the importance of conducting targeted research in concert with health plans and to institutional development in order to mana ge and to promote targeted res earch effectively
To develop an understanding of a number of techniques and concepts applicable to the management of health res earch in order to develop within their areas of respons ibility stable, creative and effective research institutions
To develop a number of alternatives for the des ign of systems for the planning and management of targeted research in order to enable WHO/EMRO s taff and the participants to advise more knowledgeably about its manage ment and to enable more flexible and adaptive decision-making by the parti cipants within their areas of respon s ibility.
0 25
0 25
0 25
l 0 25
Percent a chieved
50
50
l
50
3
50
8 1 75 80
(Mean • Bfi)
6 75
(Mean • 90)
9 l
75 90
(Mean • 81 )
1 0
75
(Mean - 68)
6 100
9
100
4
100
1
100
Content: Pleas e indicate your judgement of the usefulness of ea ch element of the Workshop for you by marking the proper value.
Degree of usefulness
Planning a na tional system for health research 0 25 50 75 100
Management and improving the effect· 1 0 3
iveness of research professionals and 0 25 50 75 100 gToupa
EM/RSR/22 EM/MG/4 EM/NAT .WK.P.RCH. MGT/5 Annex IV page ii
2.3
2 . 4
2.5
2 . 6
2 . 7
2 .8
3 .
3 . 1
3 , 2
3. 3
4 .
5 .
6.
7.
Coordina tion a nd implementa tion 2
0 25 50
Project selection techniques 6 0 25 50
Project pla nning and control techniques 6
0 25 50
Health research manpower pla nning and 2
tra ining 0 25 50
Develop ing research institutions 6
0 25 50
Networks for res earch and res earch 2 tra ining 0 25 50
Tea ching methods : Plea s e indica te your judgement of the various methods us ed by marking the proper value .
No va lue
Lectures 0
Small group work with plenary 0
Rea dings 0
Duration of Worksho�: a ) I n your op inion it wa s Too long Jus t
Value
1
25
25
3
25
r ight 1 2
3 50
2
50
1
50
1 0 3 75 100
3 4 75 100
8 1
75 100
1 1 1 1
75 80 100
9
75 100
8 5
75 100
l earning
Verl high
7 J 75 100
6 7 75 100
8 3
75 100
Too short J
b) In case you considered it II too long" or 11 too short" , please give your estimate of a des irable duration � - - ---- 1 0 days . 2
1 4 days 1 Awful
Taken as a whole, plea s e give your overall j udgement about the Workshop 0
What part of this Workhop do you value the mos t?
-
25
2.1 4 A U 2 Group disc wsions 2 . 2 l Plenary l Research Proposal 2. 4 1 Lectwes 1 Last two days 2. 5 1
What part of this Workshop do you value the least?
2. 8 2 LectUI'es 1 2. 5 1 Group discussions 1 2. 4 l Lack o f time fori g rot{' discussions 1
1 50
7 75
(Mean =
h>eparation
Excellent 1 1 5
80 85 100
83)
2 1
1
EM/RSR/22 EM/MG/4 EM/NAT.WKP. RCH.MGT/5 Annex IV page iii
8. Administrative arrangements ma de for the Workshop were :
Poor Satisfactory 4 Excellent 11
9. Any other comments that you may wi■h to offer :
- More e Z.aborate and earlier dist:ributed handouts Session to share hOt,J (f]enaies and univel'Bities organize to ma,u;ge research as input to futUl'e cooperation and neworkirg . Let group discussions de ve lop exanpZes of sche11t3s for managirg research Earlier contact LJith participants to negotiate roZ.es - presenter, discussant, etc. Workshop on resea:reh methodolo;Jy More ill ustration facility Simi Zar i,orkshop for others - 3 Fol'lot.,-up action needed - 3
- WHO can distribute teachirg material on research management
- WHO finance a pilot project on teaching project m an(f] en ent
10. As a follow-up of this Workshop , how do you plan to up-grade the management of research programme/proj ects in your institution?
1. 2 , 3.
4.
5.
6. 7. 8. 9,
1 o. 11 .
1 2.
linplerzent ideas in our researeh adninist1'ation office - 2 Apply to control of projects bw.fleted outside Wi l 'l condt.ct mini-workshi5; in the Lrriter's institute in Feb?'uary 1983 wi117 materials used in t is workshop. WiZ Z lJork to set up neti,ork t.Jith re levant institutions in the lJriter' s fie Zd - 4 Add this material to the coia>se on research methodolCXJY at the writer's institution in which manC{Jenent has not been considered - 2 Arrarg ir,g seminar for j m.ior col lecg ies. Applying this to the w:riter' s raJ ular activities - 3 Set up infoxmaZ net?.Jork to share ideas on research management Try to recruit a young scientist to prepare as a research m cznq:rer Continue to stu:ly research mant:f]ertent topics Use i t in putti1t] tO[}ether faculty ' s research p l.an
Strengthen coordination andemhange of info1'Tlfltion in the 'l.Jriter' s institution.