GUEST EDITORIAL
G. Douglass Diaon was born in Yorkshire, England. He receiued his B.S. (Chemistry) and Ph.D. (Polymer Chemistry) from Durham Uniuersity, England. He has worked for ouer 20 years in a number of capacities in the plastics and coatings industries, and is currently working in the research laboratories o f o multibillion dollar soles corporation on the development of less energy intensiue products and processes. The Editor
PROFESSIONALISM in the Management of Scientists
Have you ever wondered why some of the better scientists and engineers are called upon to become managers as they approach 50 years of age? In some cases this is the only way that a successful scientist can he further rewarded, i.e., provided with an improvement in status. At this stage of one’s career, many of the hierarchy of needs are fulfilled and status becomes increasin’gly important. Unfortunately, there are a number of negative features that can accompany this procedure. If the scientist’s time is devoted wholeheartedly to managing, the company may well he losing the services of one of its more competent and productive members (with no disrespect to the management function). In many industries, the only training a manager receives is a few hours of in-house instruction in the correct way to fill out forms and balance budgets. Lack of adequate preparation, combined sometimes with a dislike of management functions, results in the new manager being discomforted by people problems so that he/she concentrates on solving technical problems. However, a manager cannot ignore his total responsibilities because of the adverse effects on the careers of other professionals. Further, a manager needs a broad scientific background in order to manage the technical objectives of a group, especially those involving multiple disciplines. But the older scientist may well have made his reputation by specializing in one particular area for maybe 10 years. My thesis is that the management of scientists is a full time (and honorable) profession in its own right. Those who become managers should have the desire to approach it this way and he provided with adequate training. This is a plea to find means of providing the status due older competent scientists without filling the managerial ranks with people who would rather not he managing. The dual ladder system, as practiced by some firms, provides a mechanism by which this dilemma can he resolved, although it does not always achieve its objective. For instance, in some companies an “international reputation” is required before conferring a higher status title. This requirement can hinder those who have worked in sensitive areas for many years and, thus, are prohibited from publishing or even applying for patents. In these cases, a scientist will accept promotion to manager as a consolation prize. This editorial then is a lament for the lack of professionalism in the management of scientists, a situation that I believe can he remedied. One suggestion is that recognition he given to the managerial abilities and desires in younger scientists. When a scientist has passed the age of 30, he has had time to demonstrate his technical ability, which is essential to command respect, and has had sufficient experience to understand what are a manager’s Ind. Eng. Chem., Prod. Res. Dev., Vol. 16, NO. 2, 1977
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functions and accountabilities. The younger scientist is probably more amenable to training and can channel his early enthusiasm and drive into this new venture. Scientists and engineers, especially those involved in R and D functions, are intense, aggressive, creative, and independent, by nature and by training. The management of such people is surely one of the most difficult of tasks and proper training is absolutely essential before attempting it. Serious problems develop when these facts are not recognized. Proper training includes providing the embryo managers with knowledge of how to motivate people. They should also be given nontechnical responsibilities. Obviously, some will fall by the wayside and others will leave to capitalize upon this training, but, by deliberately choosing the future managers early in their career, and providing a substantial training program, a company will know it has adequately trained people to fill any vacancies. This process will gradually build up a cadre of professional managers which can provide multiple benefits to a corporation. I proffer a qualified apology for reviving what is probably an old argument, familiar to most readers, but it is a problem which will not go away. It recurs with each new generation of managers. 300 E. Patty Lane Monroeuille, Pennsylvania 15146
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Ind. Eng. Chem., Prod. Res. Dev., Vol. 16, No. 2, 1977
G. DOUGLASS DIXON
