Walk into a pharmaceutical or medical laboratory and a couple of things will strike you. First, everything is unsparingly clean. Second, due to regulations and quality standards, those who work in these labs have excruciatingly specific protocols and procedures to follow. They are well trained and intensely focused on quality.
I work in early drug discovery doing preclinical work. I am in charge of all the analytical chemistry and compound management at this site. In my group there are eight people, and we use a number of ultrahigh-performance liquid chromatography (UHPLC) and mass spectrometry (MS) instruments. We have about fifteen UHPLCMS, ten preparative LC-MS, and four supercritical fluid (SFC)-MS systems. There is also all the other chemistry support equipment, such as ten flash chromatography instruments, microwave synthesizers, and all the robotics for automating synthesis and compound storage and management. Our site also has a biology department that handles all the screening assays, in vivo work, and bioanalytics. They have a lot of equipment for performing assays and high-content screening. The bioanalytics group also uses a number of triple quadrupole MS and Orbitrap MS instruments.
The acquisition of equipment is a strategic business and operational decision that balances technology, durability, reliability, active running time, purchase price, maintenance, service, and running costs with the value the acquisition could potentially deliver for a laboratory enterprise.
Innovative certificate program fills laboratory management gaps in residency training.
The Prisoner’s Dilemma, a classic game theory scenario, perhaps best illustrates the quandary confronting two parties, wherein cooperation and trust is the high road best taken, and acting in one’s own self-interest the low road to doom. Under the rules of the game, two accomplices are interrogated separately. Should one decide to implicate the other, he or she will go free, while his or her partner in crime is jailed for ten years. If both confess, each gets five years. But if neither talks, both get off lightly. It’s a clear win-win, the best possible outcome—yet can they rely on one another to follow suit?
All employees are accountable for something, but very few fully understand exactly what they are accountable for, according to a new study conducted by Wayne Hochwarter, the Jim Moran Professor of Business Administration in Florida State University’s College of Business, and research associate Allison Batterton.
Nurturing good relationships in business is a lot like doing the same in our personal lives. And just like in our personal lives, a one-size-fits-all approach when it comes to any type of relationship usually won’t work. However, it can be wise to take at least a page or two from the book of successful relationship strategies when you’re considering how to best manage a business relationship.
Step one, change your mindset
While there are specific skills one needs to develop in order to be an effective manager, there are also five mental attitudes or mindsets that aspiring managers need to develop. Specific proficiencies such as oral communication and time management skills are not enough without cultivating these mindsets. These mindsets will determine how you interpret or respond to situations likely to occur in laboratory management.
Strategies for reducing risk and growing your business
The mistakes we all made coming up in the industry—the “freshman effect”—were almost unavoidable. Checking and rechecking kept us in check, and this was our go-to strategy as we became experts.