Managing a research Laboratory

(This thesis was presented at practicum at the end of a short course on management held at the university by University Services Ltd with thanks to the Further training and work resources fund Non-academic Committee.)

     Scientific management is of great help in optimising the performance of a system where a team of expert persons are engaged in a creative activity.   This includes the rather special case of a scientific research laboratory where a small group of people are involved and where the results are of purely academic value.

    My own personal experience of about one year of managing such a setup in the field of Electronics at the Faculty of Engineering has been of great value.

    I realise now that this has been an exercise in management techniques from the initial aims of a project to drawing up of a plan of action and management of human, time and financial resources to get the best results.   But it is essential that the team gets into grip with the field of study itself with the correct objective attitude of a scientist for any results of value to be obtained.

     The persons who will be involved in the implementation of a research project in a small laboratory such as the one I am considering (R.F. and Microwave Communications) each would be able to manage his own personal abilities.   A typical group would be a student doing the research for his final thesis, his Supervisor on the academic side, and the Laboratory Officer on the empirical side.   The Assessor, normally from the academic side, will judge the quality of the work of the whole group and help to obtain the best results.

    These four persons will each have a good knowledge of the field and deep involvement in the project for its duration.   There is a need of good communication between them.

     The project as in the example given would span about thirty days and for this period there would be intense activity for the team to arrive at the elusive final understanding which should be the final result of such an effort.

    For such a project to have a successful outcome a laboratory type of environment is necessary with the correct physical environment of good light, ventilation and quiet.   The financial budget does not seem to have a bearing on the results but of course the project must not be hampered with cost-cutting procedures after it has started.

    I will finally mention problem solving as met in scientific research.   The whole effort of this kind of research is to take up a problem as a challenge and analyse it until it falls within the parameters of the team.   No need to say that a real solution to the root of a problem would be sought, and problems are considered only from an objective viewpoint.

     Results of such a project would be presented in a detailed report and all documentation would be accurately filed.

     The whole of the result would be published at least within the University.   This publication of results would be a need felt by the team if the project itself has succeeded since this is the real payment for the efforts made.

    In conclusion I would say that it seems, at least in the special case I have considered, that the focus is not on management theory, but the natural aptitude of the team to get the best results by deep investigation of the field itself.   Communication, self-organisation, creative thinking and problem analysis are inherent in the research effort itself.

    The result would be an increase in the frontiers of knowledge, however modest, enhancing the status of the University as a place of study.

(Thanks are due to the Rector, Roger Ellul Micallef for providing a suitable work environment, Mr. Joseph Said, L.O. III for support and my colleagues for their help in various ways.

Raymond Libreri L.O. II , Communications department, Faculty of Engineering.  5th May 1999.