REPORT FOR ANALYTICAL CHEMISTS Most flexible general laboratory measuring instrument available. Both microscope and telescope provided — micrometer reads to 0.01 mm and vernier to 0.05 mm — base rotates and is graduated in degrees.
CATHETOMETER and MEASURING MICROSCOPE
Reference Page 9 of the Ealing Catalog for complete description of this outstanding instrument. This is just one of the more than 300 instruments for the physical sciences offered exclusively by Ealing.
T H E EALING
EALING CORPORATION 35 University Road Cambridge 38 Massachusetts
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a Baird-Atomic Affiliate Circle No. 14 on Readers' Service Card
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ANALYTICAL CHEMISTRY
there must be a certain degree of pressure toward accomplishment. Further, there must be the assur ance of appropriate forms of recog nition when goals are achieved. The common thread running through this fabric of organization is the need for establishing and maintaining communications. For tunately, it should not be as com plex a problem here as in broader areas of management. Concisely, it is important t h a t all necessary technical and business information be easily available to the worker in solving a problem. Operation of a microscopical lab oratory involves no basic differ ences from the operation of any other laboratory. Thus, D r . James Hillier, vice president of RCA L a b oratories, would break down the basic job of laboratory manage ment into two parts. T h e first he calls the "outside job"—outside relative to the laboratory, not the company. This requires t h a t lab oratory management determine re search objectives and transmit re search results to company manage ment. T h a t is, find out what the laboratory should do and, having done it, see t h a t the company uses the results for its greatest profit. The second p a r t of the basic job is called the "inside job". Having determined what the laboratory should do, get the work started. And having started it, maintain productivity of the laboratory—get the job done. An organizational philosophy is spelled out by Minnesota Mining and Manufacturing Co.'s Dr. F . A. H a m m . He feels that a microscopy laboratory should be divided into two distinct groups where feasible. One of these, the service group, would consist of people who are adept at preparing specimens and in maintaining and operating micro scopes. These people would be cognizant of the limitations in their techniques. An additional point is that the microscopist must educate his superiors, including laboratory management, in regard to inherent limitations and deficiencies in the microscopical approach. Those in the other, or exploratory research, group would have their own instruments, but they would be primarily chemists, physicists,
metallurgists, biologists, or other natural scientists. This group would be left alone to "get lost" in its particular long range programs. While it would be unwise to mix these groups, communications be tween the two should be encouraged in the interest of mutual assistance. The service group would effectively become internal consultants. Β attelle Memorial Institute pre sents another example of organiza tion philosophy suited to particular requirements. D r . C M. Schwartz, of the Institute's Structural Chem istry Division, speaking of such tools as optical crystallography, electron microscopy, and micro x-ray spectroscopy, says t h a t it is important to recognize t h a t the best approach to the solution of the re search problem m a y require a com bination of all these methods. He . adds that, for this reason, the micro scopical group a t Battelle is inte grated closely with the facilities for diffraction and electron-probe anal ysis. By placing the groups t o gether physically, cross-fertilization of thinking in these areas is en couraged. Rewarding the Creative Scientist Providing a proper research en vironment, establishing objectives, combining work groups logically, maintaining effective communica tions—all are necessary to realize maximum benefit from the micro scopical laboratory or group. But the contribution of these factors is largely nullified unless provisions are made for recognition of a man's abilities. Here, we will pass over freedom of action, permission to publish results, and allowances for attending meetings as being selfevident desires. The desire for recognition within the organization as it pertains to title and salary is also self-evident. W h a t is not so obvious is the man ner in which this particular w a n t of the professional microscopist is best satisfied. The usual route of advancement in industrial research laboratories has been up the ad ministration ladder. To follow such a route requires t h a t the potential, leader have a general scientific knowledge of all the work being
