Organizational designs for scientists and engineers: Some research findings and their implications for managers

Most research on the management of scientific and engineering personnel in industrial organizations has tended to lump both groups into a single category of “professionals” assuming that they exhibit essentially the same behavioral characteristics in terms of their work goal orientations, need systems, values, and job attitudes. Consequently, managerial practices for utilizing, motivating, and “managing” these groups have been largely based on the assumption of the professional “stereotype” without any special attitude toward distinct groups of R&D manpower on the part of management. This has created a lot of misunderstanding and friction in the professional-organizational relationship.