ANALVTICAL CHEMISTRV EDITORIAL August 1965, Vol. 37, NO. 9
ANALYTICAL CHEMISTRY Washington, D. C. 20036 1155 Sixteenth St.,N.W. Phone: 202-737-3337Teletype WA 23 Editor, LAWRENCE T. HALLETT Assistant Editors: John K. Crum, Patricia A. Morgan, Josephine Pechan, Virginia E. Stewart Editorial Assistant: Mary Ann Wingard Contributing Editor: R. H. Muller Production Staff
Education and Management
Art Director: Joseph Jacobs Associate Editor: Charlotte C. Sayre Assistant Editor: Elizabeth R. Rufe
Advisory Board: R. N. Adam, 0. U. Andera, F. C. Arson, G. H. A y m , H. W. Habgocd, P. B. Hamilton, G. A. Harlow, D. M. Hercules, F. W. McLafferty, M. W. Mallett, G. H. Morrison, W. H. Reinmuth, J. K. Taylor, R. E. Thiers, J. C. White
AMERICAN CHEMICAL SOCIETY PUBLICATIONS Director of Publications, Richard L. Kenyon Assistant Director of Publications and Director of Research Journals, Richard H. Belknap Director of Business Operations, Joseph H. Kuney Executive Assistant to the Director of Publications, Rodney N. Hader Assistant to the Director of William Q . Hull
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VER the past fifty years, education, particularly scientific, has become an important factor in managerial success. Previously, wealth and good connections weighed heavily on the side of the young man who rose to the top. A recent survey sponsored by Scientific American and conducted by Market Statistics, Inc., has explored the educational backgrounds of loo0 top officers-presidents, chairmen, or executive vice presidents-of the 600 largest nonfinancial corporations. Some of these mature men in evaluating their training expressed their regret that their education did not give wider exposure to the arts and humanities. Conversely, men who were educated in the arts expressed a desire for more understanding of technical matters. As we reach the levels of management, success depends increasingly on understanding and human relationships. Corporations today must make money, but they must also be part of the community. Scientific competence does not necessarily lead to an understanding of the aspirations of human beings. It is unfortunate that we have had to produce a generation of lopsided managerial scientists who, by their own evaluation, feel hampered in the performance of their jobs by their lack of appreciation of humanities. Many of these men will remedy their own deficiencies because they have the ability to correct their weaknesses as they rise to the top. It would seem that a t top managerial levels the well-rounded individual can contribute most effectively to his profession, company, and community. Science and things of the spirit should complement each other. Our large schools are recognizing this and our young scientists are accepting the humanities as worthy of study,
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