Location
Rolla, Missouri
Session Dates
11 Jun 1999 - 17 Jun 1999
Keywords and Phrases
Mining; Mine Ventilation; Hydrogen Sulphide; Research Management; Strategies for University Industry Research Interface
Abstract
The purpose of a consultancy undertaken to assess management processes in research projects to improve communication between research organisations and the mining industry through the development of an improved mode of operation and customer interface is discussed. The consultancy was conducted using the Nadler and Tushman Congruency Model of Organizational Behaviour to assess components of a projects inputs, transformation process and outputs for their degree of congruence or 'fit'. As an example the University of Queensland (UQ) managed ACARP Project 'Maximising Coal Production in the Presence of Hydrogen Sulphide (H2S) Seam Gas' was used for illustration. An action research process was used to collect data on the project organisation and history, observations made of group project meetings and interviews undertaken with project staff and representatives of the mining industry and the UQ. The findings highlighted major differences in culture between the university and industry, inadequate planning and strategy development, ineffective inter-group communication, high and conflicting demands on time, and in some cases a poor fit between individuals and tasks. Recommendations proposed to address these issues are presented as two groups, those applicable to the current H2S Project and those for future similar research projects. They involve improved strategies for inter-group and interpersonal communication, role clarification, project administration and organizational learning and assessment. The proposed interventions are relatively simple, easily implemented and inexpensive. They have the potential to improve the fit between the components of the organisation as well as between the organisation and its environment, enhance efficiency and effectiveness and improve the relationship between the university and industry to ensure future collaborative research projects and access to external funding.
Department(s)
Mining Engineering
Meeting Name
8th U.S. Mine Ventilation Symposium
Publisher
University of Missouri--Rolla
Document Version
Final Version
Document Type
Article - Conference proceedings
File Type
text
Language
English
Recommended Citation
John, Brad; Spiliopoulos, Jeneth M.; Beazley, Judy; Harvey, Timothy J. M.; and Gillies, A. D. Stewart, "Management of the Mining Industry/Research Organization Interface" (1999). U.S. Mine Ventilation Symposium. 8.
https://scholarsmine.mst.edu/usmvs/8usmvs/8usmvs-theme18/8
Management of the Mining Industry/Research Organization Interface
Rolla, Missouri
The purpose of a consultancy undertaken to assess management processes in research projects to improve communication between research organisations and the mining industry through the development of an improved mode of operation and customer interface is discussed. The consultancy was conducted using the Nadler and Tushman Congruency Model of Organizational Behaviour to assess components of a projects inputs, transformation process and outputs for their degree of congruence or 'fit'. As an example the University of Queensland (UQ) managed ACARP Project 'Maximising Coal Production in the Presence of Hydrogen Sulphide (H2S) Seam Gas' was used for illustration. An action research process was used to collect data on the project organisation and history, observations made of group project meetings and interviews undertaken with project staff and representatives of the mining industry and the UQ. The findings highlighted major differences in culture between the university and industry, inadequate planning and strategy development, ineffective inter-group communication, high and conflicting demands on time, and in some cases a poor fit between individuals and tasks. Recommendations proposed to address these issues are presented as two groups, those applicable to the current H2S Project and those for future similar research projects. They involve improved strategies for inter-group and interpersonal communication, role clarification, project administration and organizational learning and assessment. The proposed interventions are relatively simple, easily implemented and inexpensive. They have the potential to improve the fit between the components of the organisation as well as between the organisation and its environment, enhance efficiency and effectiveness and improve the relationship between the university and industry to ensure future collaborative research projects and access to external funding.
