Lab Manager Magazine helps provide a forum and a framework to help lab professionals hire and supervise staff, establish a laboratory, and plan a coherent research program, while keeping the goals of good science and scientific discovery at the forefront.

Most lab managers, by education and experience, are thoroughly capable of handling the technical aspects of their jobs, but their managerial skills are often obtained haphazardly.

Lab Manager Magazine is written with those managers in mind and has the distinct editorial mission of providing practical information on business, strategy, leadership and staffing as well as the industry and technology news needed to effectively manage today's lab.

Managerial skills for most lab managers are often obtained haphazardly.

Lab Manager Magazine is written with those managers in mind and has the distinct editorial mission of providing practical information on business,  leadership and staffing as well as the industry and technology news needed to effectively manage today's lab.

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Publisher: LabX

Download Lab Manager Magazine, January 2009

PDF format, 9.9MB, 64Pages.

FEATURES
Surviving Challenging Times

Most people dislike uncertainty. Therefore, the first priority of a manager should be to reduce uncertainty in the workplace by replacing fear, anger and rumors with facts, sensitivity to employee concerns and clarity of group goals and objectives.
   
Perspective On: A Biofuels Lab

To accomplish the goals of the U.S. Department of Energy’s Bioenergy Research Center, managers require a workforce with a very broad range of scientific disciplines, including biochemistry, enzymology, microbiology, molecular biology, chemical catalysis and bioengineering.
 
LEADERSHIP & STAFFING   
Invention, Innovation and Lab Management

"Invention and innovation are quite different things," says Dr. John Lienhard. To promote invention, a lab manager has to devise methods of instilling a sense of freedom in the research staff

Acting Out

A unique management workshop allows lab managers to resolve issues in a simulated and safe environment.

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EDITOR'S NOTE
When the Going Gets Tough...

“How a lab manager anticipates and responds to the constant and turbulent change that envelops an organization is frequently the difference between commercial and personal success and failure,” says Sam Liggero in this month’s cover story. Turn to page 10 for some time-tested and valuable managerial tips that focus on reducing your staff ’s uncertainty, replacing undesirable attributes with facts, and clarifying group goals and objectives. He also outlines 10 personal behavior tips that will serve you well during good and bad times.

In addition to good management, survival also depends on business decisions that deliver efficiencies and savings. E-procurement, Tom Russell argues on page 28, is one such decision, providing value, impacting the bottom line and modernizing the research function. He asserts that strategic procurement offers “real-time visibility into enterprise-wide spending, enabling professional buyers to negotiate better terms and conditions with suppliers, based not on the purchasing power of a single lab, but the entire organization.” ...

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