Running the lab business principles implied giving highest
priority the work with the greatest return. His assistant, Weinert, was superintendent
of the lab's machine shops, giving Constable control over all
39
the activities Building Constable was engineer, not
a professional manager, and came under constant pressure
from Mambert run the lab business rather than an
engineering service. Kellow, was promptly rebuffed. Mambert wanted financial
results first and was not supporter long-term projects or
the many small jobs done for Edison's personal interest. Mambert was
instructed remind the chief engineer that was hired to
.
Constable's position chief engineer was supplemented
by new title division manager when the laboratory was made
into division.W.
Mambert assured Constable that the division manager was
responsible for the organization and management the lab, but
when Constable tried exert his authority over Edison's
secretary, R.XII-20
came end the laboratory. But many things had changed
since 1887 and few people TAE Inc. had ever suggested that
the laboratory should pay its own way. Mambert believed that the laboratory
should supported the income earned and argued that it
should operated little more the business principle,"
especially when came giving priority different types
of work.^® This was not new idea for the financing the
West Orange lab; had been Edison's original intention that
the lab should self-supporting
