MICROSCOPISTS AND KESEVKCII MANAGEMENT 



14. OsKR, Gerald and Pollister, Arthur W., 



"Physical Techniques in Biological Re- 

 search," Vol. 1, Academic Press, Inc., 1955. 



15. Jelley, E. E., J . Royal Microscope Soc, 56, 



101 (1936). 



16. Authors' unpublished work. 



17. McCrone, Walter C. Jr., "Fusion Methods 



in Chemical jSIicroscopy," Interscience Pub- 

 lishers, Inc., New York, 1957. 



18. Haitinger, "Die Fluoreszenzaualjse in der 



Microchemil," E. Hain & Co., Leipzig, 1937. 



19. Kehl, G. L., "Principles of Metallographic 



Laboratory Practice," McGraw-Hill Book 

 Co., Inc., New York, 1949. 



20. Greave, Richard H., and Wrighton, Har- 



old, "Practical Microscopic Metallog- 

 raphy," Fourth Edition, Chapman and 

 Hall, Ltd., London, 1957. 



21. Dillinger, Lee, and Sclar, Charles B., 



"A Method of Mounting Minute Particu- 

 late Samples of Opaque Ore Minerals for 

 Quantitative Microscopic Analysis," Eco- 

 nomic Geology, 55, 187-191 (1960). 



22. Newman, S. B., Borysko, E., and Sw^erd- 



Low, yi., J. Res. Nat. Bur. Standards, 43, 

 183 (1949). 



23. Wyckoff, Ralph W. G., "Electron Micros- 



copy, Technique and Applications," Inter- 

 science Publishers, Inc., New York, 1949. 



24. Young, A. P., and Schwartz, C. M., "A 



Replica Method for Examining Wear and 

 Scuffing in Cylinder Liners," to be pub- 

 lished. 



25. Weatherhead, A. Petrographic microtech- 



nique (thin sectioning), A. Barron, London, 

 1947. 



C. W. IVIelton and C. M. Schwartz 



MICROSCOPISTS AND RESEARCH 

 MANAGEMENT 



There is no question but that inckistry 

 needs microscopy. It is a tool of science that 

 enables us to get closer to things and ob- 

 tain a better understanding of the how and 

 why of nature. It must be remembered, how- 

 ever, that it is only a tool and that a scientist 

 is needed so that the human brain can inter- 

 pret what is seen by the eye. One ciuestion 

 to be discussed is whether the use of mi- 

 croscopy is best accomplished by a trained 

 specialist called a microscopist or by a 



scientist with microscopical training. An- 

 other ciuestion relates to the position of the 

 specialist in industrial research. 



The specialist learns a great deal al)out a 

 limited area of science and in our present 

 world certainly some specialization is neces- 

 sary to solve the complicated problems of 

 science. But on the other hand, a knowledge 

 within several disciplines often is the key to 

 the solution of problems. In some cases there 

 is a point of no return in knowing more and 

 more about less and less. 



It is not important whether the microscope 

 is used by a scientist called a microscopist or 

 by a physical, organic, bio, inorganic, etc., 

 scientist who is well informed on its use po- 

 tential. The important factor is that the 

 scientist have the knowledge to solve the 

 problem; knowledge in the fundamentals of 

 optical science so that he can use the micro- 

 scope and all its accessories to their best 

 advantage; knowledge from experiences 

 which can be correlated with experimental 

 observations; knowledge to relate what he 

 sees to the theory of what could be the 

 mechanism of a reaction or the phj'sical 

 structure of a material; knowledge which 

 makes the scientist a specialist. 



In our industrial research organizations, 

 advancement has been up an administrative 

 ladder. Each step requires supervision of 

 more people. In research organizations a 

 general scientific knowledge of all the work 

 being supervised is expected of the leader. 

 This means that administrative personnel 

 cannot specialize but must broaden their 

 knowledge. The eventual desire for adminis- 

 trative positions is probably one reason why 

 it has been difficult to interest college stu- 

 dents in a profession as specialized as mi- 

 croscopy. On the face of it, it would appear 

 that it does not have a great financial future. 



A number of research organizations, recog- 

 nizing that the future of the specialist was 

 being lost in such an adniini.strative hier- 

 archy, ha\'e developed professional as well 

 as administrative ladders. This makes it 



381 



