CHEMICAL AND ENGINEERING
NEWS WALTER J. M U R P H Y , Editor
Why Repeat
M*rev£ons
3Jfistakes?
Y OUNG scientists in the near future will b e drafted. Indeed, we noted the name of a young government physicist in a recent Washington, D. C , contingent. If the military has made a n y provision to screen such men so that their scientific and technical training will be utilized in the armed forces, we have failed to hear about it. All the surveys in the world are valueless unless rules and regulations are promulgated to prevent duplication of the mistakes disclosed by such studies. One of the most constructive moves t h a t could be made would be the appointment of a scientist on the staff of the Secretary for Defense to advise him on ways and means of utilizing the scientific and technical training and experience of members of the armed forces. If a well-qualified scientist were appointed to such a post and would speak with the authority that such an office provides, much of the present red tape and delay would be eliminated.
The I*harmaei$is*
I*rabiem
1 HE nation's pharmacists have just completed $162,000 worth of soul-searching and have before them three major recommendations: 1. A more careful and more restrictive selection of students at the nation's schools of pharmacy. 2. H'gher educational training standards of those students enrolled. A general overhauling of the present four^ear course is proposed, and the establishment of a six-year course leading to the degree of doctor of pharmacy is suggested. 3. Attaching of more emphasis in the new curriculum to "the practical aspects of drugstore operations." The first two recommendations should be of interest to other professions, including the chemical profession. We do not have "marginal mongrels"—liquor, soda fountains, and general wares— to worry about, but many of the problems confronting the pharmacists, the chemists, the physicists, and the engineers have a common denominator—the improvement of professional standing and a better appreciation on the part of the public for the service performed. Edward C. Elliott, president emeritus of Purdue, selected by the American Council on Educa-
tion to conduct the study, has provided not only the pharmacists but all professions with much food for thought.
Everyone
» H&ss
1 HE personnel director of the New York Times in a book written for personnel directors describes a real boss in the following words : "You will know the good boss by the pleasant atmosphere throughout his office . . . . H e gives credit ungrudgingly, frankly, and openly where credit is due. He inspires his employees with his own enthusiasm. Anyone under him can come with a problem, business or personal, with the feeling that he will be encouraged or helped. He knows how to give out the work fairly and how to value it when completed. He does n o t drive his people; he leads them. H e knows t h e job thoroughly and the ability of his workers. He is alive to new methods and is eager t o t r y out those presented by others. He makes careful progress reports on employees. He keeps nothing secret that, within the limits of company policy, he can reveal to stimulate interest. He trains conscientiously, promoting as soon as he can. When employees deserve it, he fights t o get them more money. He upgrades with pleasure and demotes with sorrow. He is genial and friendly b u t at all times conscious that the command and responsibility are his. He keeps himself free of routine that he may cope promptly with the unexpected/' Unfortunately many employees expect all these admirable qualities and attributes i n t h e "big boss" and.do little, if anything, about acquiring them personally. A large percentage of t h e men and women in the chemical profession are "bosses." They may direct the activities of hundreds or thousands of employees or just one or two. The cardinal principles of being a good boss are the same—the mere number involved is immaterial. Harry King Tootle's "Employees Are People" is a fascinating and stimulating book containing valuable advice for those who deal with personnel problems. The text is based on a statement made nearly 2,000 years ago : "Do uato others as you would have them do unto you." Very, very simple words, crystal clear in their meaning—but how many are willing to subscribe t o them in their clay-to-da}' contacts?
