A History of the

General Radio Company

1915-1965
A

History
OF THE

GENERAL RADIO
COMPANY

BY

ARTHUR E. THIESSEN

WEST CONCORD, MASSACHUSETTS

1965
PDF version: 1.0 August 26, 2001
Dick Benson
18776 Wood Dell Court
Saratoga CA, 95070
[email protected]

Copyright 1965 by General Radio Company

TABLE OF CONTENTS
........................................................................................................................ Page
FOREWORD........................................................................................................ix
I. The Early Days .......................................................................................... 1
II. General Radio Gets Its Start................................................................... 5
III. Back to Instruments ...............................................................................15
IV. Mostly Biographical ...............................................................................21
V. Years of Development and Growth......................................................29
VI. The Great War........................................................................................49
VII. The Postwar Years..................................................................................53
VIII. The Past Decade......................................................................................65
Appendix.............................................................................................................93
Index..................................................................................................................113
 ACKNOWLEDGMENT

The author gratefully acknowledges the help of all

those who so willingly supplied certain of the facts and
background for this history, and especially of Frederick
T. Van Veen for editing and Veronica A. Krysieniel
especially for preparing the manuscript.

vi
LIST OF ILLUSTRATIONS

Page

Melville Eastham, founder of General Radio Company xii

General Radio's first home 4
The Type lO1L Variable Air Condenser, from Catalogue A 7
Henry S. Shaw and Melville Eastham 10
Plan of Cambridge plant with date of occupation of each building 16
General Radio's first capacitance bridge, the Type 216 of 1921 17
Henry S. Shaw 24
Errol H.Locke 26
Harold B. Richmond 27
General Radio in the middle 20's 30
The Type C21H Primary Frequency Standard, introduced in 1928 31
The Type 559-A Noise Meter of 1933 37
The final assembly of an instrument 44
The Type 1310-A Oscillator 46
Presentation of Army-Navy E Award to General Radio in 1943 48
General Radio's final Cambridge plant 54
General Radio's Sales Engineering Offices 60
General Radio's plants at Concord and Bolton 66
Aerial view of General Radio's main plant 70
Two popular GR impedance bridges: the modern Type 1650-A
and its predecessor, the Type 650-A of 1934 71
GR's Management Committee in 1960 72
General Radio's Bolton plant 77
A Session at Sales Week 78
General Radio's overseas representatives at International
Sales Seminars 86
Arthur E. Thiessen 84

vii
 FOREWORD

THIS is the story of an unusual company and a maker of unusual things.

Unavoidably, I am afraid, when one talks about some of them, the language gets
rather specialized. If (like my wife) the reader finds those passages to be pretty
incomprehensible, they may well be skipped; this story is principally about the
company itself and the men who made it.
This history is being published on the fiftieth anniversary of an electronics
company. That is a mature age for any organization, but it is more than that in the
electronics industry-it is a record. No other electronics manufacturing company in
this country, perhaps in the world, has been so long continuously in the business.
But longevity, while interesting, perhaps even commendable, is itself hardly a
virtue. It is the future that counts. Unlike people, organizations can renew
themselves. We at GR believe that new people, new ideas, and progressive
management are the things that will make the future in this fast-moving art even
more productive and more interesting than the past.

A. E. T.
March 30, 1965

ix
 A HISTORY OF THE

GENERAL RADIO COMPANY

 Melville Eastham
founder of General Radio
Company
 I
The Early Days

DURING the first two decades of this century the science of communication
without wires came out of the laboratory to become a practical art and to grow
into a new industry.
Much of the basic scientific work upon which this new industry was founded
had been done almost a half century before, in 1864, by the great English
mathematician and physicist, James Clerk Maxwell. His brilliant theoretical work,
based in part upon the experiments of a still earlier genius, Michael Faraday,
mathematically proved that electric waves could and must exist in space. Up to
that time their existence had been little more than a suspicion among the world's
scientists.
It was the German, Heinrich Hertz, who proved Maxwell's theories by practical
experiment about 1890. Many other experimenters contributed both theoretical
and practical ideas, including even the idea of communicating intelligence
through space without wires, but it remained for the Italian, Guglielmo Marconi, a
few years after the publication of Hertz's experiments, to visualize the commercial
possibilities. These he pursued with intelligence, vigor, and persistence, so that by
1901 his new British Marconi Company had transmitted the first feeble signal
across the Atlantic from England to Newfoundland.
Receiving equipment in those days was so insensitive that to send a signal for
any distance required enormous power at the transmitting end. Lee DeForest's
invention of the vacuum tube in 1906 was destined to change that. This "greatest
single invention," whose value was at first not appreciated even by the inventor,
was eventually to revolutionize the radio art and become the foundation of the
electronics industry.
During these years many other brilliant inventors were at work, and among
them they contributed the practical inventions that gave the new industry the
means for the rapid growth that was to follow. For instance, in addition to
DeForest and his three-element vacuum tube, Fessenden discovered the
heterodyne principle.

1
 Lowenstein, Langmuir, and Arnold discovered that the cranky and
undependable early vacuum tube could be made reliable by the use of high
vacuum inside the tube. Alexanderson developed his high-frequency alternator,
and later Armstrong developed both the superregenerative and superheterodyne
circuits.
As a practical art, radio communication was used at first principally for
communication from ship to shore and ship to ship. Static was a most serious
problem and competition from the land telegraph and the telephone hampered the
growth of radio except where the land lines could not reach. The Titanic disaster
in 1912 dramatically awakened the interest of the general public in this young
industry. Two ships were near the Titanic when her first SOS went out. But one
ship had no radio, and the other's was not turned on, so it was the S. S. Carpathia,
sixty miles away, that received the distress call and dashed to the rescue, to arrive
hours after the other two ships could have been there.
Very early in its history, probably like no other industry, radio communications
had attracted an unprecedented number of young experimenters, who avidly built
and operated their own radio stations. One of these was Melville Eastham. His
interest in electricity may have been partly inherited. His father, Edward Lawson
Eastham, was one of the pioneers in the utility business, having been instrumental
in setting up the first electric power generating system in their home state of
Oregon. Eastham was always more interested in the experimental side of radio
than in the actual sending and receiving of messages and so would not qualify as
the true "ham," as these enthusiastic radio amateurs are called.
Upon the invitation of an acquaintance in the East, Elmer Willyoung, Eastham
at the age of twenty came to New York in 1905 and soon went to work for Earle
Ovington, an aircraft pioneer who headed the Ovington X-ray Company.
Ovington's chief engineer was W. O. Eddy, and one of his sales engineers was J.
Emory Clapp. In 1906, Clapp, Eddy, and Eastham decided to go into business for
themselves, manufacturing X-ray machines. Clapp financed the venture, and they
moved to Clapp's home town, Boston, and started the Clapp, Eddy and Eastham
Company at 100 Boylston Street. The next year Eddy left and the firm became
known as the Clapp-Eastham Company, continuing with the manufacture of
X-ray equipment.

2
 The high-voltage spark coils used in those equipments were popular with the
radio amateurs for their transmitters. Answering more of the needs of the
amateurs, the new company soon was manufacturing variable capacitors, spark
gaps, crystal detectors, and many other components used by the hams as well as
by the professionals of those days. Gradually, the company drifted out of the
X-ray business, and Clapp, whose interests had always been in that area, sold out
his interest to O. Kerro Luscomb in 1910. That year the firm moved to Kendall
Square in Cambridge, Massachusetts. By this time it was a favorite supplier for
radio experimenters and had built up a substantial business and a reputation for
the quality of its products, and its customers included most of the men now in
radio's hall of fame: R. A. Fessenden, E. H. Armstrong, G. W. Pickard, G. W.
Pierce, John Stone Stone, among many others.
While this was a growing and successful business, now moved again to larger
quarters in Cambridge, Eastham recognized that one of the great needs of the
radio industry was measuring instruments. In the older electrical sciences,
excellent and precise instruments were available for the measurement of direct
current, voltage, and resistance, and quite good measuring instruments were
available in the alternating current power field as well, which was by then rapidly
replacing gas for lighting and supplementing steam for power. But at the high
frequencies used for radio, very little measuring equipment was available.
Recognizing that if the art were to continue to advance, more and better
measurements would have to be made, and recognizing that progress would
automatically bring greater demands for measuring instruments, Eastham left
active participation in Clapp-Eastham to start the General Radio Company in
1915. He and Luscomb agreed that the latter would continue to operate
Clapp-Eastham but would have a substantial interest in the new Company.

3
General Radio’s first home was the third floor of this building at
the corner of Massachusetts Avenue and Windsor Street,
Cambridge.

4
 II
General Radio Gets Its Start
WITH a total of $9,000 in capital, subscribed by three investors, Ralph C. Emery,
Ralph C. Watrous, and Cyrus P. Brown, for a half interest, and with Eastham and
Luscomb contributing patents, ideas, and their specialized skills, each for a
quarter interest, the new Company went to work on the third floor of a small
flatiron building that still stands at the corner of Massachusetts Avenue and
Windsor Street in Cambridge, Massachusetts. Emery had been in the old Boston
shipping firm of John S. Emery and Company, whose history dated back to the
days of sailing vessels. Watrous was a prominent citizen of Rhode Island and had
been its Lieutenant Governor. Brown was not a New Englander but was a resident
of St. Paul, Minnesota, and a friend of Watrous. He did not actively engage in the
business. Eastham, Emery, Luscomb, and Watrous were the company's first
Board of Directors.
The first entire employment roster at GR included only Eastham and a skilled
machinist, Knut Johnson, who had joined Clapp-Eastham two years earlier in
1913. Even for skilled men, jobs were not easy to come by in those days. Johnson
recalls that, in answer to an ad in The Boston Post, he took the subway to Kendall
Square, Cambridge, and found "about 500" already in line for the one machinist's
job being offered. Overcoming the initial urge to turn around and go home, he
joined the line and was finally interviewed. The interview terminated with a
"Don't call us. We'll call you." Johnson remembers receiving on a Friday the 13th
the letter offering him a job at a starting wage of 35 or 40 cents an hour.
Ashley C. Zwicker, another C-E alumnus, joined General Radio in 1916 and
became GR's first foreman. Employment had grown to about thirty by this time.
In 1917, after the Company had been in operation for two years, Eastham
exchanged his interest in Clapp-Eastham for Luscomb's interest in GR. Luscomb,
GR's first treasurer, was kept occupied with the Clapp-Eastham Company, and so
Watrous, previously an inactive partner, had become treasurer in 1916.

5
 Nowadays a question frequently asked is why it is that General Radio doesn't
make radios or even radio parts. The answer is that in 1915, when the name was
selected, the word "radio" was new and interesting, having lately been coined as a
substitute for the more cumbersome "wireless telegraphy." The origins of the
word are obscure, but it does appear in German publications as early as 1909, and,
when the first professional association of wireless pioneers was organized in this
country in 1912, the founders gave it the name of the Institute of Radio Engineers.
It was some eight years after the General Radio Company was started that the
word "radio" came to mean the instrument that was becoming even more popular
than the piano or the Victrola. The Company name by that time was so well
established that it could not readily be changed. "Radio" in 1915 was roughly
equivalent to "electronics" in 1950.
The Institute of Radio Engineers, probably the first organization in this country
to have the word "radio" in its name, quickly became the recognized professional
organization, and its journal, The Proceedings, has ever since been the bible of the
professional radio engineer. In the issue of December, 1914, Elmer E. Mayer,
who was chief engineer of a famous radio transmitting station at Tuckerton, New
Jersey, wrote, "The efforts of Mr. Eastham deserve the highest credit, and I think
that very many members of the profession besides myself would appreciate it if
Mr. Eastham would develop his radio frequency wattmeter to the point of
commercial usefulness." Mayer's comment illustrates the profession's need at that
time.
Eastham had a number of instruments in mind for the new Company to make,
and he promptly started their designs. It took much less time then than it does now
to get a new instrument to the market; still it did take time --- and money, of
which the new Company had very little. Simultaneously with this work, then, and
having a solvent customer waiting, General Radio undertook a job to make a nine
phase, synchronous, commutator-type rectifier for the American Telephone and
Telegraph Company in New York. This rectifier was to be a part of a significant
step forward in the radio communications business, and so the story, connected as
it was with the founding of General Radio, is worth relating. The time was 1915.

6
The Type 101L Variable Air
Condenser, from Catalogue A.

A. T. & T. earlier in the year had successfully completed the first

transcontinental telephone call by land lines, a feat made possible by recent
improvements in the vacuum tube. The war in Europe threatened to interrupt
communications to the Continent, and the Telephone Company wanted to see if
transatlantic radio telephone communication would be possible. The French
enthusiastically welcomed the idea and set up a receiver on the Eiffel Tower to
listen for signals from a powerful transmitter at Arlington, Virginia. The
transmitter utilized several hundred vacuum tubes, operating in parallel, and
required a very high plate voltage. The General Radio synchronous rectifier was
to supply this voltage. As the whole science of radio voice communication was in
its earliest beginnings, the experiment was not very successful, but much was
learned. It was to be many years before a practical transatlantic telephone was
developed.
General Radio published its first catalog of instruments in 1916. Among the
products listed were a Precision Variable Air Condenser ($25.00), a Decade
Resistance Box ($19.00), a Precision Variable Inductor ($24.00), and an Absorption
Wavemeter ($60.00).
In creating the new Company, Eastham wanted to do more than just
manufacture quality measuring instruments. It was his concept that a
manufacturing company could and should do many things for its employees. It
should provide a pleasant environment in which to work; the work week should
be as short and the vacation and holiday schedule as liberal as possible,
compatible with efficient operation; its growth should be gradual and financed
from earnings; for maximum job security there should be no layoffs or
shutdowns; profits should be shared among the stockholders, the management,
and the employees. These were radical concepts in the industrial climate of 1915.
How these basic aims were carried out is a part of this story.

7
 Although these ideas were entirely Eastham's, it happened that there was
another company that had in fact been operating for some years closely along the
same lines. This was the firm of Carl Zeiss in Jena, Germany. Zeiss, a skilled
mechanic, had, since 1846, been manufacturing optical instruments on a small
scale in Jena. Although his instruments were built as well as they could be with
the knowledge then at hand, Zeiss knew that they could be improved. To that end,
in 1866, he persuaded an outstanding scientist, Dr. Ernst Abbe, a professor at the
nearby University of Jena, to assist, particularly with the design of microscopes.
As time went on, Abbe began to devote his whole time to the business, and when
Carl Zeiss died in 1888, Abbe bought out the Zeiss interest and became the sole
owner of the business. Soon after, Abbe deeded the whole ownership to a
foundation, which he modestly named for his friend, Carl Zeiss.

The charter, or statute, of this foundation is a remarkable document, explicit in

detail and a monument to Abbe, its author. It begins by enumerating the
objectives of the foundation, which are stated:

To cultivate the branches of precise technical industry of Jena (optics and

optical glass); to fulfill higher social duties than personal proprietors
would permanently guarantee; to take part in organizations and measures
designed for the public good; and to provide permanent solicitude for the
economic security of the Zeiss Works and particularly for the further
development of their industrial labor organization as a source of
subsistence for a large number of people, and to better the personal and
economic rights of those people.

Paid vacations, sick benefits, retirement income, and the provision that there
should be no discrimination because of race, religion, or politics were all part of
the charter. It is dated 1905, but Ernst Abbe had the principles in effect in 1896 !
But this was in Germany, and the Carl Zeiss Foundation must have been unique
in the world. Probably because of Abbe's modestness the foundation was not
widely publicized, but Eastham read all that he could find about it and, in the mid
1930's, long after Abbe's death, traveled to Jena for first-hand observation. What
he saw reinforced his own beliefs about how an industrial operation should be run
and firmed his resolve to continue to guide GR along the path that he had
envisaged and which was so similar to Abbe's.

v v v v v

8
 When the United States entered the First World War in 1917, the demand for
General Radio products, as a part of the war effort, rose dramatically, as it was
destined to do again during World War II and still later in the Korean conflict.

The possibilities of radio and electronics as weapons of war were not as well
understood in 1917 as they were in 1940, but even so, there was urgent need for
field communications equipment. Therefore, while the manufacture of laboratory
instruments continued all through the war, the company was also called upon to
make great quantities of portable wavemeters and crystal sets for communications
in trench warfare and to direct artillery fire. To meet emergency production needs,
the work force was increased to several times the twenty then employed. Harold
O. Erb, one of the skilled electrical technicians who was working on instrument
assemblies recalls, "All kinds were hired. We had, for instance, one long bench
with twenty to twenty-five Greek young men, most of whom spoke no English. A
lad of Irish extraction supervised and instructed them by pantomime. They did
minor assembly work. We had some fellows who had been salesmen, clerks, etc.,
trying to do mechanical work, and it was sometimes pretty pathetic."

Among the first shipments of instruments during that war was a number of
precision air capacitors. One of these found its way to an Army laboratory in
France, where Lieutenant E. H. Armstrong was experimenting on a new circuit to
improve the performance of radio receivers. He appropriated the capacitor, his
new circuit was a sensational success, and thus one of the Company's earliest
products was incorporated in the first superheterodyne receiver.

9
Henry S. Shaw and Melville Eastham. These two men of
complementary talents, set General Radio's course in its
early years.
 The Company's first profit-sharing bonus plan, most unusual in its day, was
begun in October, 1917. Every employee who had been with the Company for
more than one year received one week's extra pay twice each year, on June 15 and
December 15, or could, if he wished, take one extra week of vacation with pay
instead of one of his bonuses. Those with less than a year's service but more than
six months' were entitled to one-half a week's pay. The regular paid-vacation
period was two weeks-also generous for that time.
A year later, life insurance, with premiums paid by the Company, was placed
on all employees. This was surely one of the first of the now common
group-insurance plans. The coverage was $1,000.
At about this time the Company was able to finance the purchase of its flatiron
building plant at a price of $70,000.
Also in 1917, Henry Southworth Shaw, who was a radio amateur and who had
become acquainted with Eastham through his purchases of General Radio
equipment for his ham activities, one day asked Eastham if there was something
he could do to help with the war effort. He was promptly hired to do design work,
but there was more urgent need in the office. Emery, who had been working on
the books, but who had many other interests and could devote only part time to
the job, arranged for Shaw to take charge of the day-to-day office work, which
was then building up rapidly.
At the end of the war, in 1918, there was, of course, a general cancellation of
military contracts, and General Radio, along with many other companies,
experienced a severe slump. Then came the time of decision. Eastham had
founded the Company to make measuring instruments. However, his partners,
Emery, Watrous, and Brown, were attracted to the idea that the Company should
make high-production parts and components, radio transmitters, and receivers.
Eastham opposed this for a number of reasons: His major interest was in
instrumentation, and he felt that in the long run it would be more profitable; the
patent situation was so confused that he foresaw difficulties ahead for those
engaged in radio-set and transmitter production, and most importantly he realized
that with the intense competition and the large increase in personnel needed for
mass production it would be very difficult to improve further, or even to keep, the
kind of working atmosphere that had started so well at General Radio.

11
 Finally the issue was settled by Shaw, a man of independent means, who in
1919 bought out the interests of Emery, Watrous, and Brown for $32,000. This
was, practically speaking, the last outside capital ever subscribed in the Company.
Thereafter all financing came from earnings, except for minor stock purchases by
individual employee stockholders. Shaw became the GR treasurer, succeeding
Watrous, and a director in January, 1918, later became its chairman of the board,
which post he held until 1944, and thereafter remained active in GR affairs until
his retirement in 1950.
When Emery and Watrous, who had been directors, left the Company,
Lawrence Mayo, a prominent businessman and an uncle of Shaw by marriage,
was elected as the third director with Shaw and Eastham.
Two years before, in 1917, Homer E. Rawson, Harvard '14, joined the Company
and soon became vice president. He left the Company in 1919 to join with Arthur
J. Lush to start the Rawson Instrument Company to manufacture sensitive dc
meters, similar to those of Paul, a famous English manufacturer, whose U.S. agent
Lush had been. Zwicker, the erstwhile foreman, by now GR's superintendent, left
a year later to found the Acme Apparatus Company to make transformers,
rectifiers, and battery eliminators. With its name later changed to the Delta
Manufacturing Company, that company was an important component of the
Raytheon Company.
Errol H. Locke, another recent Harvard graduate, joined in 1918. In 1919 Harold
B. Richmond joined the Company. Locke was to become vice president in 1920
and Richmond treasurer in 1926.
As the Company struggled out of the postwar depression and resumed the
design and manufacture of instruments, it accepted a contract with the Navy
Department for the manufacture of hydrophones that had been developed by
Professor George Washington Pierce of Harvard. These hydrophones were
rubber-covered, carbon-granule microphones placed below the waterline of ships
and submarines to detect underwater sounds, particularly from enemy submarines.
General Radio, which at that time had about 135 employees, employed H. W.
Lamson and P. K. McElroy, both recent Harvard graduates, who were two of
Pierces assistants, to engineer the project, which was highly successful both for
the Navy and for the Company. Lamson and McElroy became the first full-time
engineers on the payroll and were with the Company until their retirements in
1958 and 1964. Up until their arrival nearly all engineering had been done by
Eastham.

12
 Of that time Erb recalls that nearly everyone came to work by streetcar, except
a few who came on bicycles. All of the power required for the entire plant was
from two 5-horsepower motors operating the machines from jackshafts.
Two important employee benefits were introduced in 1919. A 40 hour work
week was established. It had been 44 hours, and the average in industry at that
time was 46.3 hours. Also, the annual number of paid holidays was increased to
nine. In addition, in the same year, the original bonus plan of two weeks' pay was
superseded by a more generous one, but one that was geared directly to the
Company's earnings. This plan partially realized one of the more important of
Eastham's concepts of business management. This was that the owners, the
managers, and the employees should in principle be partners. Profits, as earned,
should be shared among those groups; the new bonus plan was designed to
implement this by paying generous bonuses to all employees in good times and,
conversely, smaller ones or none at all in bad. Many refinements of the manner of
distribution have been worked out since then, but the basic principle has never
changed.
By 1921, except for the hydrophone project, the Company was entirely back in
the business of making instruments. But it was to encounter one more diversion
before it was to return permanently to instrument manufacture.

v v v v v

In 1920 the Westinghouse Electric Company started the first commercial

broadcasting station, KDKA, in Pittsburgh, broadcasting returns of the
Harding-Cox presidential election. The project was an instantaneous success, and
within a year about thirty broadcast stations were in operation. However, there
were almost no broadcast receiving sets except those built by the amateurs. The
"ham shacks" thus became the popular rendezvous of the neighbors, thousands of
whom promptly decided to build their own radio receivers. Almost overnight a
great do-it-yourself craze swept the country, with a corresponding huge demand
for receiver parts. The Company, which had been supplying the amateurs, found
itself swamped with orders from the neighbors for tens of thousands of
components, audio transformers notably, which had been previously produced in
hundreds.

13
 This lasted for only three or four years before other manufacturers began to
make complete receivers. When these became available at reasonable prices, the
do-it-yourself fad died as quickly as it had been born.
This was the beginning of the broadcast receiving-set industry, and these
manufacturers, in need of testing instruments, eventually were among GR's best
customers. The recognition of the need was not immediate, however. At first the
emphasis was on production and sales promotion; design and testing were
empirical. But as competition grew and purchasers became more critical,
quantitative measurements became increasingly important as a means to reduce
manufacturing cost, to improve electrical design, and to ensure the uniformity and
quality of performance of the finished sets.

14
 III

Back to Instruments
IN 1924, GR returned in earnest to the electronic instrument business to
develop a long line of products, so many of which were firsts in the field.
The old quarters in the flatiron building had by now become outgrown. A new
building across the street on Front Street was erected, and all operations were
moved there in 1924.
It was about this time that the direct-sales policy began to evolve. The aim was
that eventually the Company would sell only directly to the user, bypassing other
distribution channels. During the do-it-yourself era the popular components were
sold through distributors and reached the public through the usual retail channels.
In this period the Company had built up a considerable sales staff, who, while
competent enough in the radio parts business, did not have the kind of
qualifications required to sell instruments, the users of which were advanced
experimenters, engineers, and scientists. These comprise a sophisticated buying
group who need, indeed insist upon, accurate and complete specifications and
whose problems with electrical measurements call for the closest liaison with the
instrument manufacturer. Now that the Company was firmly launched on a
program of making these instruments, sales began to be handled directly. Smaller
parts were still available, for convenience, through distributors. By mid-1926 the
radio parts sales staff had left and the direct sales policy was in full effect. In
addition to improving communications with customers, this policy had another
important advantage: Because there was no longer need for distribution discounts,
the Company could and did begin the practice of publishing only net prices. These
have ever since been a feature of every piece of sales promotional material so that
the prospective buyer always knows the exact price of every instrument, which is,
no doubt, as important a specification as any.

15
Plan of Cambridge plant with date of occupation of each
building. Buildings 4, 6, and 7 were old structures rebuilt and
modernized; the others were new. The original flatiron building
o f 1915 was vacated in 1924 and subsequently sold.
 General Radios first capacitance bridge,
the Type 216 of 1921, was the progenitor of
one of General Radio's most successful
lines of instruments.

Another principle had taken definite form at that time, and that could be called,
for want of a better description, the doctrine of "good enough" in its best sense. In
developing a new instrument, the conscientious designer has a natural inclination
to lavish upon it infinite time and exquisite care. If this were to be done without
limit, the cost of the end product could price it out of the market. This is the
extreme opposite of mass production, where the emphasis must be on saving the
pennies. Although corner-cutting will certainly produce a cheaper product, it will
not often produce one of professional grade. Obviously, a compromise between
these extremes is necessary to produce instruments of a quality fully good enough
to meet the requirements of most users and still priced within reasonable reach. In
creating a new instrument, GR engineering has always aimed at developing a
design that will do well the job it is intended to do, that can be depended upon for
years, and that can be manufactured economically. GR manufacturing was and is
aimed at methods of production that are a compromise between expensive
one-at-a-time techniques and mass production, maintaining at the same time a
standard of quality more than adequate for laboratory needs but free of unneces-
sary expense.
One of the most successful of the early GR instruments was the Type 216
Capacity Bridge, introduced in 1921. It was, for its time, a sophisticated
instrument that permitted accurate measurements of electrical capacitance at low
values as well as high. This popular

17
instrument was so well designed that it was not changed for fifteen years, until it
was superseded by the Type 716-A Capacitance Bridge. Fifteen years is a long
time in this fast-moving industry-in the interval even the word "capacity" had
been superseded by the present term "capacitance."
Audio oscillators are so commonplace today that it seems as if they could have
had no beginning. Actually, the first commercial low frequency oscillator (the
Type 377 ) was announced by GR in 1927. It was, of course, battery-operated; the
operation of vacuum tubes from alternating-current circuits in those days was not
satisfactory because of hum problems. This oscillator was followed in 1928 by a
beat-frequency oscillator (the Type 413), also battery-operated. The direct reading
of frequency from the controls was unheard of at that time, and the catalog
description states that "an approximate calibration giving the settings of the
controls at frequency intervals of about 10% for the entire frequency range is
provided with each instrument." These two oscillators were, so far as can be
determined, the first two of their respective types ever to be made commercially
available in the United States, perhaps in the world.
How audio-frequency measurements were made before GR's introduction of
audio-frequency oscillators is described by C. T. Burke, who joined the company
in 1924, with a Master's degree from M. I. T., in these words: "Mr. Eastham at that
time designed the Type 285 Audio Transformer, our first hi-fi component. I was
assigned the job of running characteristic curves on them. For a source I used a
series of gears mounted on a shaft driven by an adjustable speed motor. A
horseshoe magnet with a pickup coil mounted on it could be slid along to each of
the gears in turn, giving several frequencies for each shaft speed. The output was
fed to a microammeter through a crystal rectifier."
Obviously, in addition to the oscillators, something better than a
"microammeter through a crystal rectifier" was needed to measure audio voltage.
Therefore, in 1928 GR introduced the Type 426-A Thermionic Voltmeter, the first
commercial vacuum-tube voltmeter. The principle of these instruments and other
means of voltage measurements had been known for some time, and many
experimenters had made their own, following whatever design was convenient, as

18
Burke had done. The GR instrument was designed to be flexible in operation to
meet the needs of most of these experimenters, and it soon replaced many of the
homemade rigs.
While, as has been mentioned, catalogs were published frequently, the art was
advancing rapidly, and new products and measuring techniques were developing
at a fast pace. To announce these advances promptly, the need for some kind of a
current periodical was evident. To meet this need, Shaw had the idea of a regular
monthly publication, and on the eleventh anniversary of the company, in June,
1926, the first issue of the General Radio Experimenter appeared, with Burke and
Lamson as part-time editors. Its purpose was set forth on a first-page box: "The
Experimenter will be published each month for the purpose of supplying unbiased
information pertaining to radio apparatus design and application. We aim to treat
fairly and thoroughly subjects of interest to experimenters." The publication was
to be distributed free of charge to qualified experimenters and so was born the
first of the so-called "house organs" in the radio industry. Today, its circulation is
about 130,000, still distributed at no charge to a mailing list that is continually
revised and updated. The present editor is Charles E. Worthen (M. I. T. '28).
The first issue carried a story about the design of audio frequency amplifiers,
and the second described, among other things, a new amateur wavemeter. Quartz
crystals, principally used to stabilize oscillator frequency, have now reached such
a state of perfection that the following quotation from the third issue of the
Experimenter sounds quaint indeed: "After many disappointments, due to failure
of sources of supply, the General Radio Company is now able to supply quartz
plates for amateurs . . . The plates are somewhat irregular in shape from 1/2 to 1"
in diameter. . . Puncture of the quartz plate due to excessive voltage is a
characteristic of the material which cannot be prevented." Amateurs have long
been the leaders of many of the advances in the radio communications art. Their
interest in quartz crystals came very early and was considerably stimulated by an
article by Shaw entitled "Oscillating Crystals," which was published in July,
1924, in QST. (His amateur transmitter, constructed early in 1924, is believed to
be the first ever to use crystal control.) QST is the monthly publication of the
American Radio Relay League,

19
the national organization of amateurs, which celebrated its fiftieth anniversary last
year. John M. Clayton, who was one of QST's editors, wrote an article in
November, 1925, entitled "Make Your Own Crystals." Many amateurs tried this
but, because of the skill and complicated equipment required, found it rather
impractical and welcomed GR as a source of supply. Clayton, who had left QST
for the position of secretary of The Institute of Radio Engineers, came to General
Radio in 1932, soon to become its advertising manager, a post he held until his
retirement in 1963.
The new building on Front Street was soon outgrown, and an addition to it was
completed in 1925, with the address of 30 State Street, Cambridge, which more
than doubled the size of the plant. By the end of 1926 the Company employed 139,
and the plant area was about 42,000 square feet.

20
 IV
Mostly Biographical
THE quadrumvirate consisting of Eastham as president, Shaw as chairman of the
board, Locke as vice president, and Richmond as treasurer ran the Company for
twenty years and left their imprint so indelibly on it that it is well to pause here
for a brief biographical sketch of each.
The stories of GR and Melville Eastham are so intertwined that, in a way, this
history is his biography. The brief sketch that follows contains parts of his story
that fit better here than elsewhere in this narrative.
Eastham was born on June 26, 1885, at Oregon City, Oregon. He was a
gregarious man of the keenest intellect, a lover of good conversation, and the
possessor of an extraordinary range of interests. Of slight build and great energy,
he had a huge circle of friends and acquaintances in the industry. He was a
notable gadgeteer, skilled mechanical designer, dedicated humanitarian, and keen
businessman. So good were his mechanical designs that some are still in current
GR production; no one has been able to improve upon them.
He was a modest man and consistently refused to make public appearances.
One story that illustrates his modesty, as well as his own quiet humor, was the
occasion, in 1931, when The Institute of Radio Engineers wished to present him
with its highest award, The Medal of Honor. While deeply moved and honored by
this recognition, he would accept it only if he could be excused from making the
customary speech of acceptance at the Award Banquet. This was agreed to, and
the award was made by G. A. Campbell at a glittering banquet attended by most
of the leading scientists and engineers of the industry. Eastham rose to accept the
award with the words "Thank you." Later, when one of his friends congratulated
him upon making an acceptance speech of such record brevity, Eastham
answered, ‘‘My speech was twice too long. All I needed to say was ‘thanks.’ ’’

These biographies are written in the past tense solely for editorial convenience. Messrs. Locks Richmond, and Shaw are all very much alive.

21
 His primary interest, of course, had always been in electronic instrumentation,
but his interests included optics, photography, and machine tools, as well as
ancient maps and coins. He owned an outstanding collection of both. He donated
the map collection and many of his books to the Library of Congress in
Washington. His home workshop was superbly equipped with tools and machines
that he had picked up on his extensive travels both in this country and abroad.
Because he left school at an early age, his interest in technical education was
perhaps a little surprising, but his main philanthropic interest was the
Massachusetts Institute of Technology. He worked with many of M. I. T.'s
officers and faculty on wide-ranging problems and was a member of the Visiting
Committee from 1936 to 1939. He was active in many other ways to promote
technical education. For instance, he, with Richmond, started a co-operative study
program with Northeastern University and later M. I. T. Under these programs,
selected undergraduates, candidates for engineering degrees, go to college for a
period of a few months and work at GR alternate periods. As the student advances
in knowledge, the level of his work at the Company rises correspondingly. In this
way he learns much from practical experience and he earns good wages in the
process. Many of the Company's principal engineers and several of its officers are
alumni of these programs.
During the Second World War, as a leader in the Office of Scientific Research
and Development, he was instrumental in marshaling the vast engineering and
scientific effort of that war and played a principal role in the development of the
loran navigational guidance system. For these services to his country he was
awarded, in 1948, the United States Medal for Merit, the highest civilian reward.
Previously, in 1945, he received the honorary degree of Doctor of Engineering
from Oregon State College in his home state. He was a Fellow of The Institute of
Electrical and Electronics Engineers, the American Association for the
Advancement of Science, the American Academy of Arts and Sciences, and a
member of the Acoustical Society of America, the American Physical Society,
and the American Meteorological Society.
In keeping with his feeling that responsibility should be continually passed on
to younger men, he resigned as GR president in 1944 to take the title of chief
engineer (he had often signed his letters that way during his twenty-nine years as
president) but remained a director. He retired in 1950 at the mandatory retirement
age of sixty-five, in accordance with a rule that he himself had instituted years
before.

22
 Throughout his retirement years, Eastham was a frequent visitor at General
Radio and maintained his many warm personal associations at the Company.
He died May 7, 1964.
Henry Southworth Shaw was born in Boston, Massachusetts, November 29,
1884. After attending several private schools, including the Volkmann
Preparatory School in Boston, he graduated from Harvard in the class of 1906
with an A. B. degree.
Shaw's father was prominent in the textile business as treasurer of Pemberton
Company in Lawrence, Massachusetts, and of the Methuen Company and as
president of the Saco-Lowell Shops, which then had their main plant in Newton
Upper Falls, Massachusetts. After graduation, Shaw went to work with his father
because at that time the senior Shaw was rather advanced in years and had turned
to his son for assistance in managing his wide business interests. Young Shaw
soon became clerk of the Saco-Lowell Shops, where he learned much about
corporate procedures; this knowledge was valuable in his later association with
General Radio.
Like Eastham, Shaw was one of the early radio amateurs. In 1916 a fellow
"ham," Steams Poor, invited Shaw to a meeting of the Harvard Wireless Club,
where Shaw met Bowden Washington, a partner with Fulton Cutting in the then
well-known radio transmitter manufacturing firm of Cutting and Washington, of
Cambridge. Shaw recalls that he was interested in purchasing a wavemeter for his
amateur station and mentioned this to Washington. The latter replied that he
thought that he knew where Shaw could get a good one, and so a few days later
they went to Cambridge to visit General Radio. Eastham was there that day, and,
as Shaw says, "He explained things so clearly and in such a nice way that I was
immediately attracted to him."
A year later the U.S. entered World War I, and it was then that Shaw went to
see Eastham at General Radio to see if he could help.

23
Henry S. Shaw
 Shaw was a quiet, unassuming man, whose donations to scientific and
charitable enterprises were many and almost always anonymous. He had a typical
New Englander's distaste for ostentation and lived on a modest scale, but was
always exceedingly generous in his support of worthwhile causes and in the gratis
distribution of his GR stock to employees to further the employee-ownership
principle.
Although his principal interest was, of course, radio, he had many others,
including ornithology, music, meteorology, oceanography, and geography and
maps. In connection with maps, one of his favorite diversions was taking long
hikes over the :dew England countryside to locate and identify old surveying
marks.
He was a Fellow of The Institute of Electrical and Electronics Engineers,
Acoustical Society of America, American Academy of Arts and Sciences, and
American Association for the Advancement of Science. He was a member of the
American Meteorological Society and the American Geophysical Union. He was
active in the affairs of the Blue Hill Meteorological Observatory of Harvard
University and the Mount Washington Observatory. He was a member of several
Audubon societies, of the American Ornithologist's Union, and the Nuttall
Ornithological Club of Cambridge. He was for several years a director of the
Boston Safe Deposit and Trust Company and a trustee of the Franklin Savings
Bank of Boston. He was instrumental in forming the Permanent Science Fund, of
which the Boston Safe Deposit and Trust Company is trustee, the income being
disbursed by the American Academy of Arts and Sciences.
All through their years of association, Shaw's concept of business philosophy
coincided exactly with Eastham's.
Errol Hastings Locke, vice president from 1920 to 1944 and president from 1944
until his retirement in 1955, was born in Lexington, Massachusetts, July 17, 1890,
and, after preparatory work also at the Volkmann Preparatory School, attended
Harvard, to graduate with an A. B. degree in 1913. After graduation he joined his
father, Alonzo E. Locke, in the bond investment business in Boston, which was
dissolved early in 1918 following his father's accidental death. During his senior
year at Harvard his roommate was a junior, Homer E. Rawson. The latter was
GR's vice president in 1918 and that year persuaded Locke to join the Company.

25
Errol H. Locke

Locke's first job was in sales, where he wrote many of the Company's early
advertisements and catalog pages. However, he soon became interested in the
manufacturing side of the business and, for most of his thirty-seven years with the
Company, devoted much of his time to its management.
He also led the planning for and supervised the construction of the several
buildings constructed on the Cambridge site.
Locke was a big, outgoing, friendly man, deeply concerned about the welfare
of the Company's employees and, in turn, had their affection and respect. He was
a leader in many employee activities and organized, among many other things, the
GR Credit Union in 1930 and took the primary responsibility for many of the
activities of the Genradco Trust when it was established in 1934.
He was civic-minded and for many years was a member of the Board of
Selectmen of his home town, Lexington, and was the Boards chairman for several
years. He was treasurer of the Lexington Historical Society, president and
treasurer of the Lexington Home for Aged People from 1943 to 1956, and on the
boards of two Lexington banks during the same years. He devoted what little
spare time he had to his hobby of raising prize cattle at his farm in Vermont, to
which he turned his full attention after retirement.

26
 Harold B. Richmond

Harold Bours Richmond was born in Medford, Massachusetts, in 1892. After

graduating from the Massachusetts Institute of Technology in 1914 with a S. B.
degree in electrical engineering, he soon joined the teaching staff of that
institution. Early in 1917 when this country entered the World War, he was
commissioned a lieutenant in the Coast Artillery, and following his return from
France early in 1919, had intended to return to M. I. T. As the Institute would not
open until September, he took a temporary position on Boston Common placing
recently discharged technical military personnel. One day he accidentally
encountered Eastham on the Common, and, in the course of conversation,
Eastham remarked that General Radio had taken a contract for the manufacture of
a new transceiver for the U.S. Army Signal Corps and that the drawings for it
were decidedly unclear. Would Richmond, by any chance, be interested in joining
the Company as a temporary employee for that summer to help straighten things
out? Richmond agreed that he would like to try. Taking an immediate liking to his
new job, Richmond resigned from M. I. T., to remain with GR until his retirement
in 1957. He once remarked that his status never changed from a "temporary"
summer employee, giving him the Company record for tenure in a "temporary"
status.

27
 Richmond, like so many at GR, had been a radio amateur, receiving his first
amateur license in 1912 with the call letters 1IA. One month later he became a
Radio Operator, Commercial First Grade. He still holds an amateur license, now
W1CL. He had know Eastham well as a young customer of the Clapp-Eastham
Company and at meetings of the pioneer New England Wireless Society, later
merged with The Institute of Radio Engineers. In 1962 he received an award in
honor of fifty years as a licensed amateur radio operator, which made him one of
our country's first.
Richmond became the GR treasurer in 1926 and was chairman of the board and
of the Management Committee from 1944 until his retirement in 1957. He was an
able administrator, the business manager of the Company, and its sales manager
until 1944.
In World War II he again was called to Government service, this time as Chief
of the Guided Missile Division of the National Research Defense Committee, of
the Office of Scientific Research and Development, for which he was awarded, on
the same day as Eastham, the Medal for Merit. A part of the citation that
accompanied the award reads, "His unfailing tact and consideration in handling
the problems encountered did not lessen the vigor and force of his decisions. He
was most successful in a difficult task . . . . His enthusiasm for the broad program
was combined with the willingness to expend himself on needed details." Those
words might well describe his career at General Radio.
He maintained his interest in education and was a life member of the
corporation at M. I. T. and a trustee of Northeastern and Norwich Universities;
from the latter he received an honorary Doctor of Engineering degree in 1947. He
was a Fellow of The Institute of Electrical and Electronics Engineers and a
member of The Newcomen Society and of several social organizations. He was a
president of the Radio Manufacturers' Association, now the Electronic Industries
Association, and of the Scientific Apparatus Makers Association.

28
 V
Years of Development and Growth

COMPETITION is generally a manufacturer's major marketing problem, but, in

the twenties, it was not General Radio's. In those days competition was almost
nonexistent, but electronic instrumentation was so new that pioneering the very
use of instruments was the major marketing job. There was, of course, a nucleus
of experienced scientists, engineers, and advanced amateurs who understood the
importance of good measurements, but the field was growing steadily and many
came into the business who had yet to be convinced.
The Company felt then, as now, that the way to widen markets was to introduce
new instruments to do old jobs better and to do new measuring jobs that
previously had been difficult or impossible. In this way, the whole area of radio
and audio frequency measurement was expanded and simplified to meet the needs
of the established practitioners as well as the newcomers.
As the Company pioneered new instruments and precision components, its
reputation soon became worldwide.
In the early twenties there began a trickle of orders from overseas, which
steadily grew in volume and which soon led to the appointment in 1922 of the first
resident foreign representative, Mr. A. A. Posthumus, a native of Baarn, Holland,
for the Netherlands and Belgium. Soon after, representatives were appointed for
other countries---Great Britain, Italy, France---and ever since export has been an
important part of the Company's business. Today there are resident
representatives in twenty-two countries, including every major country of the free
world.
It was in 1928 that the company took another big step forward by the
employment of five new engineers in that one year, more than doubling its
engineering staff, and J. Warren Horton, a Massachusetts Institute of Technology
graduate in 1914, left the Bell Telephone Laboratories to join the company and to
become the first one after Eastham to hold the formal title of chief engineer.

29
General Radio in the middle 20's. The old sheds in the
foreground were soon to be razed for additional
parking space. The original flatiron building is visible
at left background.
 There soon followed a number of new- instruments, one of the most notable of
which was the Type 403 Standard-Signal Generator. This, it is believed, was the
first commercial standard-signal generator ever marketed. It was developed by
Lewis M. Hull, who was on leave from the Aircraft Radio Laboratories, Boonton,
New Jersey, to spend a year with GR. It had a frequency range of 500 to 1500
kilocycles and an output range from 1 to 200,000 microvolts with 400-cycle
internal amplitude modulation and facility for external modulation, both of rather
uncertain amount. It operated from external batteries. It was first announced in the
Company's Catalog E of December, 1928. This pioneer was soon followed April,
1929, by the world's first commercial primary standard of frequency. This was a
monumental development for its day and was largely the work of James K. Clapp
(the foster son of J. Emory Clapp), (M. I. T., '24), who joined GR in 1928. It
introduced principles which changed little for thirty years. A precision bar of
quartz oscillating at 50 kilocycles was housed in an oven to give it a constant-
temperature environment. Its frequency, or some multiple of it, was available for
comparing with the oscillator under test. To prove that the quartz
bar was operating at its correct frequency, its output also
operated a synchronous electric clock, the time of which was
precisely compared with standard time transmissions, which
were being broadcast daily by the U. S. Naval Observatory in
Washington. If, in this comparison, the electric clock kept
correct time, the crystal was known to be operating at its correct
frequency. The time transmissions from the Naval Observatory
were based upon observations of star transits, and the overall
accuracy of the system was within about one part in a million,
most remarkable for a commercially available standard in the
laboratories of those days.

The Type C21H Primary Frequency Standard, introduced in

1928, was the most accurate instrument commercially
available for the measurement of frequency and thus soon
became the reference standard in laboratories throughout
the world.

31
Both the standard-signal generator and the primary standard of frequency were
progenitors of long lines of descendants, and today these two classes of
instruments are among the most widely used in electronics laboratories.
Catalog E of 1928 was an ambitious publication of 136 pages with descriptions
of hundreds of products, among them the vacuum-tube voltmeter, oscillators, and
the signal generator already mentioned, as well as what was probably the first
instrument ever made to measure accurately the dynamic characteristics of the
vacuum tube. That catalog, incidentally, in connection with a description of an
attenuation network, featured a detailed description of a new unit of electrical
measurement developed by the Bell Telephone Laboratories and called the
Transmission Unit, or TU, which, later renamed, became the now well-known
decibel.
Eastham's and Shaw's idea had always been that the Company should be,
insofar as possible, self-financed. This meant that its stock could be held largely
by those active in the Company or by the Company itself. In 1920, Shaw and
Eastham, who then owned all of the shares, began to transfer some of their
holdings to Locke and Richmond, and later to Horton, as a form of extra
compensation or bonus. In December, 1929, this plan of ownership was extended
to include seven others. They were C. T. Burke, J. K. Clapp, C. E. Hills, Jr., H.
W. Lamson, P. K. McElroy, W. H. Sherwood, and A. E. Thiessen. A year later
two more, R. F. Field and H. S. Wilkins, were added, and the number has grown
steadily since.
By 1930 the Company had again outgrown its quarters, and a third building was
completed, increasing the plant size by about 60 percent for a total of 66,500
square feet. That year employment was 142, divided about as follows:
manufacturing 95; office 47. There had been only a small increase in the number
employed over the preceding four or five years, but the shift out of radio parts
production into instruments necessitated more manufacturing and laboratory
space.
The location of this new building in relation to the first two is shown in the
plan on page 16.

32
 DEPRESSION AND THE BIRTH OF A NOVEL PAY PLAN

Although no one at the time recognized them, the economic storm clouds were
slowly gathering. The stock market had crashed the year before, but the effect on
general industry and on GR had not been too serious. That year, 1929, shipments
were $940,000 and in 1930, $850,000. The Company's net worth by the end of 1930
was just $1,000,000. But the great depression was moving in. In 1931 shipments
dropped to $600,000, and for the first time since the war order cancellations of
1918, the Company had, instead of a good profit, a loss for the year. It was small,
$19,000, but the portents were bad. In the dark economic years of 1932 and 1933,
billings hit bottom at $520,000 for 1932 and were only a little better in 1933; by the
end of that year net worth had dropped to $786,000, reflecting the losses in the
three previous years.
To add to the financial problems, considerable money was tied up in banks that
had closed. So were the personal funds money many employees at one
neighboring bank, the Central Trust Company. In a typical gesture, feeling that
the employees banked there because the Company did and that the Company was
therefore in some way responsible, the directors, deeply concerned as they were
with GR's own troubles, gave cash to each employee in the amount that he had on
deposit. A part of this was eventually recovered by the Company when the bank
reopened under new management as the County Bank & Trust Company.
It had long been the Company's feeling that the best way to ride out these
business recessions was to adjust the number of hours in the manufacturing work
week rather than the number of employees on the payroll. With sales in 1932 and
1933 only a little more than half of what they had been, the production group
could be employed little more than half time.
Hard though it was to live on this drastically reduced income, it was a good
deal better than walking the streets seeking a job when there were no jobs.
Incidentally, all during this period and ever since, the Company has never laid off
any employee for lack of work.
But, if it was to stay in business, the Company had to resolve another problem
promptly, and that was how to meet the other pay-roll: the salaries of the
engineers and managers.

33
 Drastic pay cuts were the order of the day in the other companies, but that
solution did not appeal to Shaw and Eastham. Cut pay always seemed somehow
hard to restore, and while a cut might be expedient in this emergency, how about
the future? Other recessions were presumably inevitable. Also, far from being on
short time, the engineers were urgently needed at full time and more to complete
new instrument designs whose sales would eventually help to pull the Company
out of the depression, and the managers had more than a full-time job to cope with
the myriad depression-borne problems.
To solve this, Eastham developed an idea that he had been thinking of for some
time, and that came to be known as the "K" pay plan. The basic idea is that the
salaries of all who are paid under the plan shall be readily adjustable up or down
with the state of business. To make it sensitive to conditions, the adjustment is
made each month. "K" is a multiplier by which the regular base salary of each
participant is multiplied to determine his actual pay month by month. To set the
value of "K," the normal predicted dollar output of the plant working at full time,
but with no overtime, is calculated at the beginning of each year (or more
frequently if an unusual situation should develop), and the amount is
approximately the same as the expected sales rate. This amount, divided by
twelve, is the normal monthly business to be expected during the year. At the end
of each month the dollar amounts of the actual new orders received and the
billings made are averaged, and if that average is the "normal" expected, "K"
equals 1.00 for the following month. If the average is higher, "K" is more than l;
if less, it is less than 1.
A part of the idea of the "K" plan is that only those in a position to influence
the course of business by their individual efforts should be under it, it being unfair
to ask those not in a position to influence "K" to be paid according to its value.
The sharing of good times and lean between the Company and its employees,
inherent in the plan, was another extension of Eastham's partnership principle.
It has been a remarkably effective incentive system--when "K" is low, all those
affected work hard to improve it, and when it does rise, they promptly receive the
benefit. In the thirty-three years that it has been in existence, "K" has averaged
about 1.24.

34
 It was decided to limit the swing of "K" from 0.5 to 1.5 (if in any month the
business figures indicate that "K" should be over 1.5, the surplus is carried
forward to the following month). Needless to say, when it first went into effect in
1932, its first value was 0.5, but the next month it rose to 0.6. The plan was
immediately accepted by all concerned as a fair solution to a critical problem, and
it has been used, with modification only in detail, ever since.

RECOVERY

As has been mentioned, billings were at a low of $520,000 for 1932, but new
orders received were much worse at $381,000. They were a little better for 1933,
but by 1934 conditions were beginning to brighten. In that year new orders totaled
$744,000, and shipments about $700,000, and net worth had climbed from $786,000
back to $804,000.
One of the most notable features of the distribution of sales in the thirties was
the rapid climb of the export business. In 1932 about 18 percent of all shipments
were made abroad, and by 1937 the percentage of sales made abroad had climbed
to its all-time and astonishing peak of 39 percent of the total. It had happened that
the development of the radio industry abroad had lagged behind the United States.
During the thirties it burgeoned at a time when the Company's reputation had
become well established internationally. The largest customers were, in order,
Russia, England, France, Holland, and Belgium. Under the Russian Communist
regime, then regarded as friendly, great efforts were being made to industrialize
that nation, which had consistently lagged behind the rest of Europe. Their large
requirements for GR instruments were a reflection of this.
All of these years through 1937 were years of steady growth and were summed
up in Richmond's Treasurer's Report for that year:
"January 31, 1930, with shipments for the twelve months ending on that
date totaling $975,000, marked the top of our last boom period. From then on
there was a decline of forty months, terminating on May 31, 1933 with
twelve months' shipments dropping to $446,000, a decline of 54%. The
subsequent rise, the longest in the history of the Company, lasted for
fifty-two months and terminated September 30, 1937, with twelve months'
shipments totaling $1,424,000.

35
 This rise was 46% above the 1930 peak; and became 319% of the low. In the
seven years and eight months between peaks, there had taken place one of, if
not the most, drastic depressions in the history of the country. It is safe to say
that the majority of our radio manufacturing customers failed during that
period. Our own expansion of nearly 50% can, therefore, be looked on with
considerable gratification. We can also he thankful that we face the current
decline with all losses of the previous depression made up, and in general
with our physical plant and our personnel organization the best in the history
of the Company. Our current finances are sound. In addition to this, the
largest bonus the history of the Company was distributed in 1937.’’

The "current decline" referred to was a reference to a sharp but brief recession
which started late in 1937 and ran through the next year, followed by a good year
in 1939.
A11 during the 1930's the engineering group was very prolific with new ideas,
new instruments, and countless refinements on existing products.
It would be impossible even to list all of these developments, but a number of
them are of exceptional interest. So far as can be determined, all of those to be
described were original with GR. Some, in fact many of them, utilized known
principles, but each one, when it was announced, was the first commercial
instrument of its kind in the United States and perhaps the world. Although the
name of the GR engineer principally responsible for the instrument will be given
where possible, it should be remembered that many hands are involved in every
development---regrettably, for this history, sometimes anonymously.
In 1929 the idea of combining a miniature copper-oxide rectifier with a
sensitive dc meter was conceived, producing for the first time a simple instrument
capable of measuring voltage over the wide frequency range of something like 20
to 20,000 cycles. This was incorporated with a voltage divider and called the
Type 486 Output Meter. In May, 1932, the Type 583 Output Power Meter, an idea
of Norton's and an extension of the use of the original meter, was announced. The
Output Power Meter provided a tapped transformer-resistor-meter arrangement so
that for the first time small amounts of power from 0.1 to 5,000 milliwatts could
be measured directly and quickly over the audio frequency range.

36
 The Type 559-A Noise Meter of 1933
opened up a new field of measurement,
acoustics, in which the company has
remained preeminent.

In 1931 Dr. W. Norris Tuttle, (Harvard ’24, PhD. ’29), developed the first
instrument for measuring the percentage of modulation of radio broadcast
transmitters, and this led to an instrument, developed by L. B. Arguimbau, by
which a broadcast transmitter engineer could read the percentage of modulation of
the transmitter directly on an indicating meter. To know this operating
characteristic is so important that the Federal Radio Commission (now the Federal
Communications Commission) required modulation monitors in all broadcast
stations. Needless to say, with that universal requirement. there were soon several
competitors in the field.
About the same time, Tuttle developed a meter for measuring audio distortion
introduced by broadcast transmitters, which also was further developed by
Arguimbau into a direct-reading instrument.
A short time before, the Federal Radio Commission had ordered that the carrier
frequency of each broadcasting station must stay very close to the one assigned it
to prevent interference among stations, of which there were some 300 then on the
air. Each station was required to have an approved instrument, called a frequency
monitor, to provide a continuous check that the station was, in fact, staying on
channel. With its long experience with stable piezoelectric oscillators, GR was the
first to develop and market the instrument that was necessary to permit
broadcasters to comply.
The accurate measurement of resistance. capacitance, and inductance at radio
frequencies had always been a difficult and time-consuming job, utilizing the
voltmeter-ammeter or the so-called substitution methods. Following a long period
of development, Robert F. Field (Brown University '06) designed the first
radio-frequency bridge, the Type 516-A, which was announced in 1932. This
instrument greatly simplified and made much more accurate those previously
difficult measurements.

37
 The first sound-level meter, which had been under development by Herman H.
Scott (M. I. T. '30) was announced in 1933. Many investigators had been working
in the field of sound and noise measurements, particularly at the Bell Telephone
Laboratories and at the Radio Corporation of America, where much basic work
had been done. Scott's Type 559-A Noise Meter was the first compact, portable,
and relatively inexpensive instrument ever to be marketed in a field which has
grown tremendously since that time. Today, greatly refined, the instrument is now
always called a sound-level meter, the unit of measurement the decibel. The Type
559-A, like so many other GR instruments, was the forerunner of long lines of
instruments, each an improvement over the former and each reflecting the steady
advances in the electronics art.
Also in 1933 the Type 650-A Impedance Bridge was announced. This was an
instrument of such remarkable flexibility and wide utility that it soon became, and
remained for many years, one of the best selling instruments that the Company
had ever introduced. It was a joint development of Horton and Field, based upon
an original concept of Shaw's. It combined in one compact instrument measuring
capabilities that had hitherto been made by an assortment of separate bridges. Its
great flexibility and low price of $175.00 made it an instant success.
The June-July, 1933, issue of the General Radio Experimenter was remarkable.
In that one issue were described three new products, each, in its own way, a
forerunner of major significance in the industry. The most important was the
Variac® adjustable autotransformer, which was an invention of Eduard Karplus, a
1923 graduate of the Institute of Technology, Vienna, who joined GR in 1930. It
is now so well known that it hardly requires description here. It provided for the
first time a means to adjust 115-volt and 230-volt power-line voltages from zero
to something above line voltage smoothly in such small steps that the adjustment
is, for practical purposes, continuous. The first unit, the Type 200-C, had a current
rating of 5 amperes. Later other sizes were manufactured, beginning with a
smaller one rated at 2 amperes and a larger one at 20. Tuttle coined its name,
"Variac" for "variable ac." It was expected that the Variac autotransformer would
first end its greatest use in laboratories, and it did. Later it found its way into
many industrial applications, and in this expanded market, many millions are in
use today. Not all have been made by GR, as several other companies were
licensed to manufacture under the basic Karplus patent.

38
A second instrument was the Type 535-A Electron Oscillograph. The history of
the cathode-ray tube starts with the work of Karl Braun in Germany in 1897. In
its modern form, it is, of course, most familiar as "the tube" of the TV set.
Following Braun's basic work, many scientists worked upon improving it, with
notable advances being made by J. B. Johnson of the Bell Telephone
Laboratories. About 1929, reasonably good commercial tubes were available,
but aside from the idea that they might someday have application for television
if many other technical problems could be solved, they were regarded as being
rather more interesting than useful.
One major difficulty was that since no way had been devised to sweep the
electron beam across the tube's screen at a constant speed and to hold a
repetitive pattern in place, it was impossible to display electric waves in their
familiar form. Another was that the spot did not focus well at all parts of the
screen. However, with all the drawbacks, cathode-ray tubes did have some
useful applications, and, in 1931, GR marketed the first commercial instrument
with tubes first obtained from Manfred von Ardenne in Germany, and later
from Westinghouse. It was in two parts. The tube was mounted separately on a
stand, and the power supply, in a separate cabinet, was connected to it by a
cable. By this time Professor Frederick Bedell of Cornell University had
invented the so-called linear sweep circuit, which did, at last, provide a means
to traverse the spot across the screen at a constant speed and with a steady
display. This invention, after the tube itself, was the most important advance up
to that time in cathode-ray oscillography. Based upon this invention, GR
produced the first commercial linear sweep circuit, called the Type 506-A
Bedell Sweep Circuit. It was housed in a separate cabinet so that a complete
oscilloscope consisted of three parts: the tube, the power supply, and the sweep
circuit. At first the latter was made under license from Bedell, but later GR
purchased the patent, selling the entertainment rights to RCA, who hoped to,
and eventually did, apply it to television. GR retained the instrument rights. The
Type 535-A Electron Oscillograph combined the tube and its mounting with the
power supply, and finally in 1934 GR announced the Type 687-A Electron
Oscillograph, which, in addition to the power supply, incorporated the sweep
circuit all in one housing. This was the first complete oscilloscope ever
marketed. Its design was a joint development of Karplus and Scott. It was
followed by the Type 770-A by Dr. Donald B. Sinclair (M. I. T. '31, ScD. '35),
an advanced design which included most of the features found in oscilloscopes
today. It was never marketed, however, because it was judged to be difficult to
manufacture and probably too expensive for the market.

39
 This history would be incomplete without noting that a few years after its
introduction of the first cathode-ray oscilloscopes and its development of them up
to the Type 770-A, the Company dropped their production. The reason was that
the tubes had not been highly developed, and the instrument, unless excessively
expensive, was not too suitable for most accurate laboratory work. For that reason
it was thought that it would be principally a tool for the radio service technician.
This was a field in which the Company did not happen to be interested. Under the
impetus of radar development during World War II, the cathode-ray tube was
developed to a degree that seemed impossible in the thirties and was then capable
of performing excellent work as a laboratory instrument. By this time the
Company had been out of the business for several years and had so many other
projects afoot that it never re-engineered a new oscilloscope. This was a
considerable error in product judgment, as the oscilloscope eventually became
one of the most widely used of all laboratory instruments.
The third pioneer instrument of major significance described in that issue of the
Experimenter was the wave analyzer. This was a development of L. B. Arguimbau.
It was a very advanced instrument for its time and provided the means for making
accurate, harmonic analyses of wave forms by direct measurement. The best wave
analyzers of today still use the principles introduced in that instrument in 1933.

40
 As has been mentioned, it had always been felt that the Company's products,
complex and sophisticated as most of them are, could best be sold in the domestic
market directly to the users rather than through representatives or distributors. At
first the engineers themselves were their products' only salesmen (Eastham was,
in the beginning, the archetype of the engineer-salesman), but in fact, the catalogs
were the principal sales tool. Gradually, around 1930, a division of responsibility
began to emerge, with some engineers devoting most of their time to product
development, others to sales. There was an organization-chart recognition of this
in 1932, which shows three engineers designated "Engineering Sales" and ten as
"Development." Apart from personal preference and different kinds of abilities, a
trained engineer functions equally well in either group. These thirteen were the
entire technical staff. As the Company grew and its customers multiplied, more
engineers transferred into or were employed for the sales function, and by 1934, in
order better to reach its greatest concentration of customers, the Company opened
its first district sales engineering office in New York, with Myron T. Smith (M. I.
T. '30) in charge. This was so successful that a second was opened in Los Angeles
in 1937 and a third in Chicago a few years after that.
As far back as 1929 the directors had established the "General Radio Special
Fund," the principal and income of which could be used for "the benefit of
employees or former employees." The idea of the fund was to provide help for
those who, because of serious illness or other personal catastrophies, were in
financial difficulties. Shaw had been interested in and concerned with all aspects
of employee welfare and in 1934 donated 2,255 of his shares of General Radio
stock (there were 9,144 shares outstanding at the time) to this fund, which was
named the Genradco Trust. With this generous gift the Trust was able to expand
its activities and, in addition to providing emergency financial help, also provided
free medical advice for all employees as well as free eyeglasses to those who
needed them. One of the activities of Locke was his assumption of the primary
responsibility for the operation of this Trust.

41
 Dr. Roy E. Mabrey was engaged in May, 1935, as the medical consultant, and
in May, 1938, Dr. Mahlon T. Easton became the ophthalmologist. Both have
visited the plant ever since on regular weekly schedules for medical consultations
and to provide eyeglass prescriptions.
By 1938 the Company had grown to about 200 employees, and by popular
request, another GR publication made its bow---the General Radio News, which
was first published in November of that year. It was, and is, edited by and for the
employees. The first issue records that business had been slow that year, that the
Company's net worth was $1,020,681, that several employees had become proud
parents, others were ill, and that the Company had purchased 2,400 pounds of
solder the year before at a cost of $1,440. The next month's issue contained a stern
discourse on the dangers of tobacco by William H. Fish, the affable, nonsmoking
foreman of the Assembly Department, and wound up by pointing out that "Uncle
Joe" Cannon, who for forty-six years was an energetic member of the House of
Representatives, eight years its Speaker, was a confirmed smoker. Twelve to
fifteen cigars a day were his ration. The point was that he died at the early age of
ninety-one.
Another important employee benefit was introduced in that year, the Blue
Cross-Blue Shield plan for the coverage of hospital and medical expenses of all
employees. This kind of medical insurance plan is well known today, but in 1938
there were very few sponsored and paid for by employers. Then, and now, GR
pays all of the cost for the employee and one-half for the employee's family if the
employee elects to have family coverage.

PRODUCTION TECHNIQUES

One of the Company's first complete catalogs, E, of 1928, had 168 pages with a
different instrument or set of components described on each page. The 1965
Anniversary Catalog S, of larger page size, has 272 pages and lists about 125
full-fledged instruments, some with rather complicated auxiliaries, plus hundreds
of components and parts. The prices range from a few cents to over $5,000.
Except for a number of the smaller parts and Variac autotransformers, which
are sold in larger quantities and can therefore be made on fully or nearly
automatic machines, each of these products requires a rather specialized
manufacturing technique because its rate of sale does not justify the high-speed
in-line assembly processes successfully used, for instance, in the automobile
industry.

42
 Both to meet the GR policy of being able to make immediate deliveries from
stock and to achieve reasonable production quantities, it has always been standard
practice to manufacture in lots or "production runs" for delivery into stock in
anticipation of sales.
Before regular production can begin, however, a "trial lot," or a pilot
production, of ten or fifteen units is run through. These are made from final
drawings and serve three important purposes: (1) to test the correctness of the
drawings, (2) to establish methods and tools, (3) to prove performance.
With instruments, individual sales of which are typically between 100 and
1,000 a year, about 25 to 100 are completed at one time from stocks of
components previously made or purchased in larger and more economical
quantities. Naturally, the cost of carrying the inventory of components and the
possibility of obsolescence are important factors in determining those quantities.
In final assembly, therefore, the problem is to find the most efficient means to
assemble well over a hundred different instruments several times a year in lots
from 25 to 100 with the care and precision that they must have.
The most suitable technique was evolved during the thirties and, except for the
refinements gained by experience, is little changed today. Each assembly position
consists of two benches, each about 24 feet long, placed side by side with a
spacing between them wide enough for the operator to move along them, with the
soldering-iron power cord traveling along a trolley overhead. All the parts
necessary to assemble a run are conveniently available to the assemblyman's
reach. These parts include everything from simple hardware to complex
components previously made and tested elsewhere. Rather than the instruments
moving past the operator, as in the usual production line, the assemblyman moves
from instrument to instrument, performing an identical operation on each, as, for
instance, soldering a particular color-coded wire to a terminal. In this way, the
speed possible with repetitive operations can be achieved, which is many times
faster than one-instrument-at-a-time assembly would be. Because one man is
responsible for the complete assembly, responsibility for mistakes can be readily
traced, but much more important is the quality of work created by the craftsman
who is fully responsible for the whole assembly job.

43
 There are no assembly lines at
General Radio; the final
assembly of an instrument is
instead the responsibility of an
individual highly skilled in the
a rt.

Most of the production operations, including assembly, are paid for on an

incentive basis. There is a guaranteed hourly base rate consistent with the
performance of the average worker. Piece rates are set so that each worker will
earn a premium proportional to his performance above average. Historically,
incentive earnings have averaged 20-30 percent above the hourly base rates.
In addition to the production operations, incentive pay plans, which have
always been a basic policy of the Company, have been extended to many other,
sometimes improbable, areas. For instance, there is a group plan for the Shipping
Department which has been in effect for many years and which has proved to be
of considerable benefit to both the shippers and the Company. To start it, a
historical study was made of the value in dollars of the material shipped per man
per year for the preceding five years. This rate per man, reduced to four-week
incentive bonus periods, was established as standard.

44
 If the same number of shippers exceeded that standard in any subsequent
four-week period, they would share in a substantial bonus. If the group fell below
the standard, there was no penalty---each man would receive his regular base pay.
Two reasonable basic assumptions must be made, which are that the product mix
remain essentially the same as it has and that if the value of the material shipped
is changed by general selling price adjustments, the incentive bonus may be
adjusted accordingly.
It is to be expected that precision products require minute, detailed inspection
and test. Beginning with raw materials and simplest parts and ending with final
inspection before shipment, inspectors, often with elaborate testing equipment,
scrutinize every part and component at various stages of the manufacturing
process. The finished instruments, many of them destined to become the standards
of other laboratories, must themselves be right.
While it is clear that the control of quality by frequent inspection is important,
any inspection process is fallible. Therefore, it is even more important that quality
be built in at the beginning. In every step of the manufacturing operation the
necessity for careful work is continually stressed, and seeing that all work is, in
fact, of the highest grade is a primary concern of all production supervisors.
Except for wartime emergency periods, only men have ever been employed in
actual manufacturing. This is not because of any lack of confidence in the skill
and competence of the ladies, but rather in recognition of the fact that they do
tend to marry and to have family responsibilities which take them out of the
factory and into the home. Because so many of GR's operations require skills
gained from years of experience, a stable work-force is essential. The Company's
long term employment stability record for men is exceptional, with less than 4
percent turnover per year, excluding retirements.
v v v v v

Another important engineering development came before the close of the

1940's. A patent was applied for in 1937 and was issued in 1939 to H. H. Scott, and
assigned to GR, for what came to be known as an R-C oscillator. This was an
important new concept of an oscillator using no inductors, but only resistors and
capacitors, and with degenerative feedback, design features that permit substantial
reductions in cost. A license to manufacture under this patent was issued in 1940
to a recently formed partnership in California, Hewlett-Packard. Their first
instrument, the Type 200 Oscillator, which eventually became a favorite in the
test equipment field, utilized this invention. A number of GR instruments are also
based upon that invention, including the current Type 1310-A Unit Oscillator.

45
 The Type 1310-A Oscillator,
a descendant of GR's original
1938 R-C oscillator.

The Company was twenty-five years old in 1940. The 215 employees at that
time occupied some 7,000 square feet of floor space and designed, produced, and
sold about 1.25 million dollars worth of products that year. This size put it in the
class of a small manufacturing company, but of a medium-size instrument
company. About 20 percent of the personnel had college degrees, most in the
electrical engineering field; fully 10 percent of each sales dollar was invested in
the development and design of new products.
Although most sales were made directly from the factory, activity was rapidly
building up in the two district sales engineering offices, New York and Los
Angeles, and the foreign market was strong, accounting for about 30 percent of
total sales.

MORE BENEFITS FOR EMPLOYEES

It was in 1940 that the regular two-week vacation period was extended to three
weeks for all office employees, and the shop group, while remaining on the
two-week schedule, received an extra weeks pay instead.
A year later, in December, 1941, a pension plan for retiring employees was
worked out with the John Hancock Mutual Life Insurance Company. The plan
provides that the employee, if he elects to join, contributes 1 percent of his pay,
which is matched by a 3 percent contribution by the Company, up to a pay level
of $3,000 a year.
Above that the contributions are 2 percent and 6 percent. Upon retirement, the
employee receives a monthly check from the insurance company, its size being
dependent upon the length of time he has been covered and his average pay
during that time. In practice, the plan has provided a substantial supplement to
Social Security income.

46
 A further, more important retirement benefit became possible when the
Congress passed Public Law No. 729 in 1942. This act amended the income tax
laws so that an employer, like GR, can give, tax-free, some portion of its annual
profit (when there is a profit) to an irrevocable trust for the benefit of all its
employees, pro rata with the yearly pay of each. The employer's contribution each
year is a percentage of the total payroll but may not exceed 15 percent. When an
employee leaves his job by retirement or for any other reason, his nest egg in the
trust is payable to him or, if by death, to his estate, subject, if in a lump sum, only
to capital gains tax. The trust fund may never revert to the employer, although the
employer is the sole contributor to it.
GR was among the first to form a profit-sharing trust under this law. There are
many formulas by which the exact portion of the employer's annual contribution
may be calculated, but, to be valid, any plan must have the prior approval of the
Federal tax collectors.
The General Radio Profit-sharing Trust came into existence in December, 1943.
The agreed-upon formula is that each year, out of profit before taxes, an amount is
first set aside for the stockholders of the Company sufficient to equal, after
Federal taxes, 6 percent of the stockholders' equity. Fifty percent of the balance
remaining is paid into the trust for the accounts of the eligible employees (those
with two years or more of service) up to the limit of 15 percent of payroll.

47
Presentation of Army-Navy E Award to General Radio in
1943. Holding pennant are (left to right) Errol H. Locke,
Charles H. Riemer, and Melville Eastham. Knut Johnson,
GR's first employee, stands far right.
 VI

The Great War

THE above discussion of the several employee benefits introduced in the early
forties is a little ahead of the chronology of this story.
The progress of the war in Europe had been the cause of much concern in this
country but had not, in 1940, had much impact upon U. S. industry nor upon GR.
Some material was being shipped abroad under the Lend-Lease plan, but it was a
small part of the total production of the nation and of GR.
But the "day of infamy" at Pearl Harbor, December 7, 1941, was to change that
almost overnight. The entire apparatus of national production was transformed,
insofar as it could be, into a massive effort to supply the country's military needs
and those of our allies, at the same time maintaining civilian production at the
level of the necessities.
For some manufacturers this transformation was radical: automobiles to tanks,
refrigerators to machine guns, fertilizers to gunpowder. General Radio was faced
with problems of another sort, just as difficult, but different. The first was to resist
the urging of military production planners to plunge into the production of large
quantity "primary" electronic requirements---military radio sets, radar (then
highly secret), and the like. The Company argued, and rightly, as it turned out,
that there was much capacity for that kind of production in the country in plants
practiced in quantity production, but that without adequate instrumentation they
would be badly handicapped ---and so would the laboratories striving to improve
and more fully to utilize electronic devices and techniques to win the war. Those
plants and laboratories, both military and civilian, soon called for instruments in
unprecedented quantities, and still more were required for held maintenance of the
military electronics gear which, as the war progressed, became ever more
complex and sophisticated.

49
 A second problem that caused more than a little concern was the so-called
priorities system. Recognizing long before the war that a shortage of basic
materials, especially metals, was a certainty in case of war; government planners
had devised a priority system whereby the makers of primary implements of
war---guns, tanks, aircraft, and the like-would by first priority, receive a sufficient
supply of needed raw materials. Others would have to wait. What the planners
overlooked was that no gun could be fired, no airplane fly, without its auxiliary
equipment, much of which was electronic, and the makers of electronic
equipment could not design, test, or calibrate the performance of those
complicated devices without instruments. GR, not being a primary producer, had
no way, under the system, to get the relatively small amount of raw materials it
had to have, while at the same time the demands for instruments reached almost
panic proportions. Finally, following months of frantic conferring between GR
and others in related industries and the U. S. War Production Board, the problem
was understood in Washington, and corrective steps to amend the priority system
were taken.
When this was done and materials began to flow again, GR was in a position to
cope with the huge backlog of orders, all of which were directly associated with
the war effort and many of which had the highest emergency priority rating.
As the mobilization of American industry for war became almost complete and
the requirements for electronic equipment in the military services skyrocketed
above every prior estimate, it became obvious that the Company could meet the
demand for its instruments only by taking fast and drastic action to expand its
output. A vigorous program of subcontracting was started, in which dozens of
outside suppliers were provided with manufacturing drawings and know-how to
make the subassemblies, leaving the critical operations of final assembly and
calibration and test to the practiced GR personnel. Many of the less complex
instruments were farmed out completely.
Multiple-shift operation was not practical because one bottleneck was the
shortage of skilled personnel, but, by working long hours (the 48-hour week was
standard) and by the most efficient use of its craftsmen and technicians, the
Company was able to achieve a remarkable increase in output, which was
sufficient to meet the urgent demands and almost enough to meet all of the
military requirements.

50
 One of the civilian shortages that developed early in the war was sugar. While
this was a major inconvenience to housewives, it was disastrous to candy
manufacturers. The plant of one of the largest, the New England Confectionery
Company, famous for its Necco Wafers, was located directly across
Massachusetts Avenue from GR. It was practically closed down, when it occurred
to GR that a reservoir of skill existed there that might well be utilized. The girls
who make candy develop a high degree of manual dexterity, and it was thought,
correctly as it turned out, that they could be quickly trained to a new skill of
assembling simpler electronic equipment. An arrangement was promptly made for
GR to lease a floor of the Necco plant to be staffed by a group of selected girls
who were to remain on the Necco payroll. Under the supervision of Charles E.
Rice, George Flint, and George E. Bickell, the operation was a quick success, and
soon good production was built up there, principally of Strobotac® electronic
stroboscopes. About 100 girls were employed.
The combined result of extensive subcontracting and leasing of facilities and
help was a more than four-fold increase in output, from an annual level of
$1,200,000 in 1940 to $5,300,000 during the peak year of 1944. This was
accomplished by an increase in permanent staff from about 220 to 440, an
achievement which made it possible, when the emergency was over, for the
Company to hold to its firm policy of not laying off personnel for lack of work.
In February of 1943 the Company received the first of five Army Navy "E"
awards for excellence in the production of war materials. At an impressive
ceremony the award was presented by ranking officers of the Army and the Navy
and was accepted for the Company by Richmond and for the employees in an
eloquent speech by Charles H. Riemer.
The space problem had been difficult and became critical about this time, and
finally negotiations were completed for the purchase of a large garage adjoining
the GR plant on the north. This garage was in very poor condition and had to be
completely rebuilt, a difficult process because of acute wartime shortages of
materials and labor, before it could be occupied in May, 1944.
The offices, engineering laboratories, and experimental shop were moved into
this reconstructed building, and the Company's address was changed from 30
State Street to 275 Massachusetts Avenue, Cambridge, the address of the old
garage.

51
 While GR. equipment was used by almost every branch of the armed services
(for instance, the GR-made Model LR Frequency Meters, several thousand in all,
were installed in almost every fighting ship of the Navy), much of it went into
highly secret development projects. One example of this was the now famous
"Manhattan" project, the cover name for the development of the atom bomb.
Large amounts of instruments were shipped to the laboratories of project
"Manhattan," but the security was so airtight that no one at GR had the slightest
idea what this giant "Manhattan" was that was consuming such quantities of
equipment.
During this period, and at the peak of the war activities, Eastham had been
drafted to help direct the operation of the famous Radiation Laboratory at M. I. T.
This occupied a great deal of his time, and in 1944 he and Shaw decided that it
would be a good time to put into effect a realignment of Company officers that
they had been considering for some time. Shaw, who had been chairman of the
board, resigned this office but remained as a director; Eastham, who was
president, also resigned the office but remained a director and chief engineer;
Richmond, who had been treasurer and a director, became chairman of the board;
Locke, who had been vice president and a director, became president; Frank L.
Tucker, from the University of Texas and the Harvard Business School, who had
been with the Company since 1934 and comptroller since 1937, became secretary
and treasurer and a director; Charles C. Carey, who came with the Company in
1927, became vice president for manufacturing; and Arthur E. Thiessen, (Johns
Hopkins '26) became vice president for sales. At the same time Charles E. Hills,
Jr., Northeastern University, '22, who came with the Company that year and had
been commercial manager since 1929, became assistant secretary and assistant
treasurer.

52
 VII

The Postwar Years

AFTER the war ended in August, 1945, GR welcomed back its forty-six
employees who had been with the armed services and rapidly reorganized its
affairs for a return to a peacetime economy.
All during the war years everything the Company produced was used directly in
the war effort. At the end of the war the expected order cancellations arrived in a
flood, creating a monumental clerical load; but it was also expected, and
correctly, that the expanded electronics industry, once converted to meet civilian
demands, would provide a market comparable almost to that of the war.
Re-establishment of the export business was an urgent need. During the war
contact with GR sales representatives abroad was cut off almost completely, but
when communications were again restored, it was found, with pleasure, that
practically all were still in business and eager to take up from where they had
been cut off five or six years before. This led to rapid restoration of the export
market, which soon returned to its prewar level in spite of severe dollar shortages
overseas.
In October, 1945, the Company reduced its basic work week for all employees
from 40 hours to 35 hours, a remarkable move at a time when the industry average
was 41.4 hours. The long-time policy of paying time-and-a-half for time worked
over the basic work week was continued. At that time the offices began working
an average 37.5 hours a week and the shops about 40.
During the short interval between the end of the war and before civilian
production could start again, there was the expected sharp drop in business to a
low of $2,400,000 a year in May, 1946, but by 1948 the Company and industry had
reoriented themselves to a peacetime economy, and business for the next two
years leveled off at about $4,000,000 annually.
These years in the late forties were devoted to the steady, balanced growth of
the organization, to the introduction of new and improved instruments, and to the
expansion of marketing activities to cover the broader fields of instrumentation
which had been the outgrowth of wartime developments.

53
General Radio's final Cambridge plant. Building in
foreground, a converted garage, housed administrative
engineering. and sales offices.
 As has been mentioned, the success of electronics in warfare, notably for radar,
loran, fire control, and communication, had been the cause of forced-draft
investigation and development of all facets of the electronics science which
resulted, as a matter of course, in broadening the base of the entire electronics
industry. As was noted in the June, 1945, issue of the Experimenter, "The
accelerated research of wartime compresses into a short period advances that
normally would require several times as long to achieve. The experience gained
by General Radio engineers through war work will be reflected in new and better
instruments in the postwar period," and, in amplification, the article goes on,
"Circuits developed for military equipment have obvious applications in industrial
instruments. New parts and materials have shown the engineer how to get better
overall performance from a given circuit or to extend the ranges over which
acceptable performance can be maintained. New techniques of measurement lead
to entirely new instruments and improved methods of construction can mean more
economical designs, greater convenience of operation, easier maintenance, or
longer life."
One of the many technically interesting devices to emerge was the so-called
butterfly circuit, invented by Karplus with added refinements by Arnold P. G.
Peterson (University of Toledo '34, Sc.D., M. I. T. '41). In this device, which is an
odd-appearing variable air capacitor, both circuit inductance and capacitance vary
up or down simultaneously, without the use of sliding contacts. When used in a rf
oscillator circuit, this design permitted wide variations in frequency with a single
turn of the control knob. One of the first instruments to use it was the Type 720-A
Heterodyne Frequency Meter, introduced in 1945, which was followed by a long
series of useful instruments utilizing the same basic butterfly design.
Although business volume had remained level at about $4,000,000 a year
during the late forties, the existing facilities were somewhat crowded and there
was certainly little room for further expansion. So in 1947 work was completed
on still another addition to the plant. It was a four-story, 30,000 square-foot
structure designed to match in appearance and construction the earlier buildings
on the site. It brought the total plant space to 145,000 square feet. With it the last
available building space was used up in the city block then occupied by the
Company.

55
 This, naturally, aggravated the parking problem, which was solved, in part, by
purchasing and razing, one at a time, several condemned tenement buildings
across Windsor Street and by leasing, and later purchasing, a one-story garage
opposite Building 3 on State Street. During this period (1947-1948) average
employment was around 430, and parking for about 200 cars was to remain a
major problem as long as the plant was to remain in the city.
But for how long could that be? Early in 1948, as a few months earlier had
been urged by Shaw, it was decided to begin a search for land for a future
building site away from an urban center. There were several basic considerations
for new land: There should be plenty of it, not only to solve the perennial parking
problem and to allow room for plant expansion, but to have the exurban
advantage of plenty of fresh air and quiet; although employees' homes were
scattered in many towns in the greater Boston area, the center of GR population
was around Watertown, so the indicated direction was west of Cambridge to keep
down the average commuting distance; the land should be flat to minimize the
amount of earth-moving necessary for building; some reasonable sort of public
transportation should be available; and the land should be on or near good roads
for trucking. After a search of several months, the land where the West Concord
plant now stands was located and purchased. A 66-acre tract, it met all of the
requirements, and a couple of years later an 18-acre adjoining piece became
available and was also purchased to make the present 84-acre, almost square
property, bounded by Route 2 on the north, Baker Avenue on the east, and by the
Assabet River on the south and west.
At the time that the search for land was going on, another employee benefit was
instituted. It was to increase the regular three week vacation to four weeks for
those with twenty-five nears or more of service. It is interesting that, although in
1948 the Company was only thirty-three years old, thirty-four employees had
been with the Company at least twenty-five of those thirty-three years, thereby
qualifying for the added vacation.

56
 Soon to reach the mandatory retirement age of sixty-five, Eastham, feeling that
GR directors should be active in the business, declined to stand for reelection as a
director at the stockholders' meeting in February, 1950. Shaw, who had already
passed retirement age, also declined, so Carey and Thiessen were elected in their
places. The board then consisted of them with Locke, Tucker, and Richmond as
chairman. They, together with Burke, director of planning, and Sinclair, who had
recently succeeded Eastham as chief engineer, comprised the Management
Committee. That Committee, since its formation in 1939, has been responsible to
the directors for the overall operation of the Company.
Eastham, whose wise counsel had guided the Company from its beginnings and
by whom so many of its basic policies were developed, formally retired in June,
1950.

INTO THE COUNTRY

All during that year political and military events in the far-off peninsula of
Korea were leading toward the armed intervention of the United States. That
intervention, when it came in July, had an effect upon the Company similar to that
experienced at the beginning of World War II. The vital importance of electronics
in warfare had been thoroughly established, and the essential military
requirements for all kinds of electronic equipment, including instruments, again
skyrocketed.
To meet its part of these requirements, the Company was able almost to double
its production within one and one-half years to an annual level of over $7,000,000
by the end of 1951. As the Cambridge plant was already operating near to
capacity, it was evident early in 1951 that it was essential to acquire more space,
so it was decided to build the first structure on the recently purchased land in
West Concord. Plans were drawn, the necessary permits obtained, and
construction was started in July. The building, completed in April, 1952, added
about 72,000 square feet of space to the 145,000 square feet in Cambridge. In
accordance with plan, ample parking space was provided and particular care was
taken with landscaping to give the new plant an attractive appearance in harmony
with its natural setting.
The coil winding, transformer assembly, parts assembly, and Variac
autotransformer manufacturing departments moved to Concord and were in full
operation by the end of June, and in October an Open House was held.

57
 Over 1,000 Cambridge employees, their families and friends, and residents of
Concord came to see the new plant in actual operation.
Of the Company's total employment of 592 at the end of 1952, 443 were in
Cambridge, 14 in the three district sales engineering offices, and 135 in Concord.
Among the latter, A. W. Cleveland (Northeastern '34), who had been purchasing
agent in Cambridge, and Charles E. Rice, production engineer, were transferred to
Concord to take charge of the new operation.
Much care had been taken with the layout of the new plant to ensure maximum
operating efficiency, and equal pains had been taken to make it a pleasant place to
work. Needless to say, there were plenty of applicants for transfer to the country
from the traffic and noise of Cambridge. P. K. McElroy, writing in the September,
1952, issue of the News, had this to say:
"The plant has this wonderful look of scrubbed-up neatness, and
there seems to have gone with it a concomitant cleaning out by the
men of their mental cobwebs. A day's work seems so much less of a
cross out there in the open, and there is always the chance to go fishing
in the Assabet River at noontime, which I gather a number of men
actually do. Don't tell me that fishing will ever replace poker!
"One of the most interesting sidelights concerns some negotiations
that were going on between one of the men in the Cost Department
and a workman in the shop. This friendly difference of opinion over
the alleged inadequacies of a piece rate had begun in Cambridge, and
the cost man had agreed to look into the matter preparatory to making
a decision. Shortly after things settled down in Concord, the cost man
went out to see the shop man, with the conversation going something
like this:
“About that rate you were discussing with me in Cambridge.”
“What rate?”
“You remember the one you wanted raised. You felt it was not
fairly set.”
“Did I say that”
“Yes.”
“Oh well, that was back in Cambridge. Forget about it. Isn't it a
beautiful day outside”

v v v v v

58
 SERENDIB

In December, 1952, the Serendib Foundation was started to handle most of the
Company's contributions to education and to charity. It had always been the
practice to contribute generously to those charities, like hospitals, that might in
some way or some time be beneficial to employees, or to the families of deceased
or disabled employees. Also financial support of educational institutions,
particularly those to which the Company would be likely to turn for its trained
personnel, had long been regarded as most important. Obviously, the amounts that
could be given each year depended upon earnings and thus were likely to vary
widely. In order to smooth the flow of contributions, many of which were
continued from year to year, the Foundation was established. The Company then
could make its contributions to the Foundation large in good years, less in lean
ones, and from the pool of funds thus established the trustees might make
disbursements at a suitable, uniform rate.

v v v v v

By 1953 business had reached an annual volume of almost $10,000,000, and the
need for better sales coverage in the field became urgent. On the twentieth
anniversary of the opening of the first district sales engineering office in New
York (followed later by Los Angeles and Chicago), the fourth district office was
opened in Silver Spring, Maryland, a suburb of Washington, D. C., in 1954, with
William R. Saylor (M. I. T. '36) in charge. This was followed a year later by the
Philadelphia office under Kipling Adams.
In the decade between the end of World War II and 1955, the Engineering
Department had been very busy, and an important series of new instruments and
improvements on old flowed into the Production Departments and eventually into
use in laboratories and industries with widely diverse fields of interest both in this
country and abroad.
As these new or improved instruments were being introduced at a rate of
almost one a month, it is possible to mention only a few of more-than-usual
interest.
A major new entry into the electronics industry, and one that immediately
stirred enormous public interest, was commercial television.

59
Cleveland San Francisco

Los Angeles Philadelphia

Dallas Orlando

Toronto Washington D.C.

Chicago NewYork

General Radio's Sales Engineering Offices. (Not shown: the

Montreal and Syracuse offices.)

60
The idea of transmitting pictures by electrical means was by no means new. As
early as 1884 a Russian, Nipkow, conceived the basic principle which eventually
made TV possible; that was to divide the picture to be sent into hundreds, or
thousands, of tiny components, then sequentially and rapidly to transmit the
components to a receiver which would reconstruct and display the picture by
shades of light and dark just as it was picked up by the transmitter. The
persistence of vision of the human eye was relied upon to hold sight of the first
components of the picture for the split second until the last was received.
Nipkow's method of scanning the picture was by mechanical means and was
never satisfactory. In 1929 the British Broadcasting Company was regularly
scheduling TV broadcasts, using a system invented by John L. Baird, but it, too,
was unsuccessful, owing to the poor quality of the received pictures.
The first TV broadcasts using a cathode-ray tube, the "picture tube," for the
display at the receiving end, were conducted experimentally in Great Britain in
the mid '30s; the first such broadcasts in this country were made by the National
Broadcasting Company in 1939. A year later several competing systems were
available, but the Federal Communications Commission would license none to go
on the air until one could be selected as the standard. This was because the several
systems were incompatible, each requiring a different kind of receiving set.
Finally standards were accepted in 1941, but war intervened so that no new
transmitting stations or receivers could be built. Immediately after the war there
was a further two-year delay while the FCC investigated whether the standard
system could not be for color rather than black and white. The latter system was
finally selected in 1947, as the equipment for color was found to be both tricky
and expensive, and about 100 transmitting stations were licensed.
Just as there had been with broadcast transmitters years before, there was a
problem of holding TV transmitters precisely on their assigned channels. Unlike
the manufacture of TV transmitters or receivers, a mass production operation, this
was again an instrument problem. In 1947 and 1948 GR introduced its TV
monitors, designed by Charles A. Cady. They were the first in the held.
Also, in 1948, after field tests and demonstrations lasting two years, the unique
Type 874 coaxial connectors were announced. These were a joint development by
Karplus, Harold M. Wilson (M. I. T. '31), and William R. Thurston (M. I. T. '43).
A feature of the unique design is that any two connectors fit smoothly together
without the usual complication of matching male and female assemblies. This
feature, together with excellent electrical and mechanical performance, made
them an immediate success. It is not known exactly how many of them are in use
today in all their forms, but the number is in the millions.

61
 Later that year, recognizing the need for simple, wide-range, basic, laboratory
instruments, particularly, for instance, in schools and colleges, GR introduced the
so-called Unit line, a concept of Eastham, developed by Karplus. Precision
laboratory instruments are rather costly, especially in terms of college teaching
budgets, but by the careful use of cost-cutting design and manufacturing
procedures, good instruments adequate for many purposes can be produced. The
first of a long line of Unit instruments made with these considerations in mind
were a wide-range oscillator and an amplifier. The power supply for them was a
separate unit, suitable for either, so that one supply could be purchased to power
either of them and, later, many other Unit designs for a variety of uses.
Several new standard-signal generators were introduced, notably the Type
1001-A in September, 1949, a development of Arthur G. Bousquet and Karplus,
and the Type 1021 series in March, 1950, a joint development of Karplus and
Ervin E. Gross; the latter was among the many instruments that used the
"butterfly" tuner.
Countless improvements to update and modernize basic products were made as
the progress of the art made them possible. Among these, an interesting one was
an improvement in the Variac variable autotransformer design that virtually
eliminated a serious burn-out problem, except from gross overloading. Like so
many inventions, the solution, when found, was simple enough, but the finding
was difficult, the solution elusive. The problem began when Variac
autotransformers became widely used in all sorts of industrial applications.
Complaints, not numerous at first, were received that some units were, under
normal electrical load conditions, inexplicably burning out. These burn-outs
always occurred in the wires at the point where the carbon brush was in contact
with them and seemed to happen mostly when the brush had not been moved for
some time. At first, heat from the brush was suspected, and radiators to remove
the heat were tried. That did little good, and as time went on, the trickle of
complaints grew to alarming numbers.

62
Gilbert Smiley (M. I. T. '28), who had been responsible for recent improvements
in variable autotransformers, then devoted his full time to tracking down the
trouble. He eventually discovered that, although the brown oxide of copper, called
cuprous oxide, which forms on all exposed copper under usual atmospheric
conditions, was harmless to autotransformer performance, it would, when subject
to heat, as under the carbon brush, gradually turn into cupric oxide, which has
high electrical resistance. The formation of a little cupric oxide, would cause more
resistance under the brush, more heat, more oxide, and so on in a vicious circle to
the eventual destruction of the copper wire.
With the trouble discovered, the solution was simpler. It was to electroplate the
entire brush track with some material that would not form an oxide subject to such
destructive breakdown. Several materials were found to work well, among them
silver. When the problem was understood and the solution found, all Variac
autotransformers made hereafter had silver-plated brush tracks; thereupon, the
problem disappeared. Adams invented the word "Duratrak®" which became GR's
trade name for this improvement.
Although the answer had been found in 1951, it took time to prove it
thoroughly in the feild and to get the new process into production. The
Duratrak-treated brush track was announced early in 1953.
The foregoing account is given in such detail to illustrate the sorts of problems
and methods of solution so often encountered in the design of General Radio's
products.
The trend toward making measurements by automatic means was becoming
evident during that decade. This trend was one of the derivative results of the
explosive growth of the whole electronics field following World War II. There
was a continuing shortage of trained engineers and technicians, and as their
valuable time had to be used most efficiently, many measuring jobs once done by
hand were gradually delegated to machines.
GR introduced a number of devices to support that trend. There was, for
instance, a series of motor drives that could be readily connected to the frequency
control dial of an oscillator to turn it at various speeds automatically, leaving the
operator free to read, observe, or record the measurement desired. Another, more
versatile drive, the Type 1750-A, turns an instrument control knob forward and
backward with a reciprocating motion over any predetermined arc and at speeds
from one-half to five times a second. This completely frees the engineer to
observe, typically on an oscilloscope, the phenomenon under investigation.

63
 One semiautomatic instrument was the comparison bridge, designed by
Malcolm C. Holtje (M. I. T. '49), which can compare, at high speed, a bin of
capacitors with a standard to find whether their capacitance values are high or low
and by how much. It was a short step to associate the bridge with an automatic
sorter to drop the capacitors into three bins according to their measured values.
This trend toward instruments that provide the maximum ease and speed of use,
coupled with rapidly increasing sophistication of design made possible by
advances in art, were to form important segments of the pattern for instruments of
the future.

64
 VIII

The Past Decade

DECEMBER, 1955, Locke, who had been GR's president since 1944, retired,
and early the next year the directors elected Carey to succeed him. The board at
that time consisted of Carey, Richmond, Sinclair, Thiessen, and Tucker. Tucker,
who was also treasurer, resigned at the end of 1956, and Lawrence H. Pexton,
who, like Tucker, was a Harvard Business School graduate and who had been
comptroller, was elected to succeed him.
In the meantime, sales had climbed close to $11,500,000 a year in 1956 and
employment to over 650. Even with a sizable group in West Concord, parking
remained a major problem, and mounting city traffic made getting to work more
and more a chore. To cope with the parking problem, the Company had, in
addition to securing the garage and the spaces on which the old tenements had
stood, leased several scattered vacant lots. They were not all near the plant; it was
a question of renting what was available. To decide who parked where, a regular
bumping system was devised. The newest employees, presumably the spryest,
were assigned to the most remote lot and, with seniority, moved nearer to the
plant. The graybearded seniors occupied the garage.
While transportation and parking were minor irritants that no doubt had their
influence on corporate thinking, business had been growing at a brisk rate after
the brief 1954 recession and was, by the close of 1956, at a level that made
necessary an early decision about expanding the West Concord plant.
Management opinion was divided as whether approximately to double the West
Concord space by adding a second unit to the one already there or to build three
more units and move out of Cambridge entirely. It was finally decided to build
only the second unit, which would add about 80,000 square feet of space to the
existing 72,000 square-foot unit.

65
General Radio's plants at Concord (above) and Bolton'
(below) are both set amid the pleasant surroundings o f the
New England countryside.
 In order to provide adequate financing, a $2,500,000, five-year rotating credit
agreement was executed with The National Shawmut Bank of Boston, and
building was begun early in 1957.
Harold B. Richmond, after thirty-eight years with the Company, retired in June.
The remaining directors, Carey, Sinclair, and Thiessen, decided to leave his office
of chairman of the board open for the time being.

v v v v v

Two new sales engineering offices were started that year, one in the San
Francisco area, with James G. Hussey (University of California, '49) manager, and
the other, the Company's first office in another country, in Canada. Toronto was
the city selected, and Arthur Kingsnorth was named manager.

v v v v v

A couple of years earlier, in 1955, an interesting instrument had been developed

that took GR, in one leap, into the jet age.* The measuring problem this time had
to do with the fuel gauges in aircraft.
Until about 1943 fuel in the tanks of all planes was measured, as it still is in
automobiles, by a float gauge. A float in each tank actuated a rheostat, and as it
moved, the current through the rheostat changed. This varying current was read
by a meter with a dial calibrated in the amount of fuel, usually by pounds rather
than gallons in airplanes.
In search for greater reliability and accuracy, a null-type device was developed
by fuel-gauge manufacturers and in final form employed a servo-balanced
capacitance bridge of great durability and with minimum weight. Two shaped flat
metal plates, parallel to each other and closely spaced, and of a length about equal
to the depth of the tank, are located at the deepest part of the fuel tank. As the
fuel, with its relatively high dielectric constant, rises and falls, the electrical
capacitance between the plates varies accordingly; thus capacitance is a measure
of the height of fuel in the tank. The setting (indicated by a dial in the cockpit
calibrated in pounds) of a self-balancing bridge then indicates fuel level
accurately. The metal plates are shaped to suit the shape of the tank so that even
with the most odd-shaped wing tanks the capacitance change is approximately
linear with the amount of fuel.

*The author is indebted to an article by P. K. McElroy in the September, 1955, Experimenter for this story.

67
 The problem of adjusting these fuel gauges when installed in the planes and
periodically checking their accuracy was an instrumentation problem, which
resulted in GR's development of the MD-1 Field Variable Capacitance Tester.
Prior to the MD-1, a simpler testing device was satisfactory for
propeller-driven planes that used only gasoline for fuel. The composition of
aviation gasoline, and consequently its dielectric constant, is essentially uniform,
and it happens that the expansion in volume on heating is just balanced by the
reduction in dielectric constant. Thus a given weight of fuel gives the same
capacitance reading and balance regardless of temperature.
The coming of jet planes complicated matters.
Jet fuel is not a homogeneous, approximately single, chemical compound, but
almost any sort of a combustible mixture, depending upon where and when it was
refined. It exhibits broad variations in dielectric constant. Hence jet fuel gauges
had to include an added sensing element in each tank to introduce an appropriate
correction into the bridge circuit.
The MD-1 was developed to adjust and calibrate these more complex devices.
Several thousand are in use in military and civilian maintenance hangars all over
the world wherever jet planes are flown.
So critical and important is the accuracy of fuel gauges, that subsequently a
laboratory instrument of ever greater precision was developed to make periodic
checks of the MD-1, a checker to check the checker!

v v v v v

The new building addition was completed late in 1957, and the various groups
began the move to West Concord between November 15 and the end of January,
1958. Among those were the entire development engineering department--- 86
strong--- the purchasing department, the calibration laboratory, all the final
assembly departments. After the move, 267 remained in Cambridge, 461 were in
West Concord, and 43 staffed the seven sales engineering offices.
Wilson, who had joined the Company in 1945, had recently been appointed
manufacturing manager and took charge of the expanded West Concord plant. His
assistants were Rice, who had supervised the Necco operation during World War
II, as plant production manager, and Robert W. Patterson as production office
manager.

68
 A. W. Cleveland, at the same time, pioneered a new activity for the Company
as industrial relations manager. To that office was delegated the responsibility of
maintaining the Company's contacts with outside municipal and business-oriented
groups as well as the responsibility for personnel relations in the shops.
It had been expected that there would be a communications problem with the
Company divided and its parts separated by some eighteen miles, but it developed
that the problem was considerably more serious than had been foreseen. Although
the division had been carefully planned to keep together those departments that
obviously needed to be in close touch, it was soon found that there was a great
deal more necessary interdepartmental communication than anyone had realized.
Although there were eight telephone tie lines between the two plants, the lack
of person-to-person contact led to some inefficiencies, as, for instance, time lost
in travel between plants. The sentiment soon developed that the whole Company
should be in West Concord. This feeling was no doubt strengthened by the mild
envy of the city workers for their more fortunate country cousins.
Therefore, building plans for further additions at Concord were continued
during 1958 and the marketability of the old Cambridge complex was explored
tentatively.
Soon, an unexpected offer to purchase the property for $800,000 was received
from Epsco, a relative newcomer in the electronics field. The price was
considered to be satisfactory, even though the property was not actually on the
market. But the fact of the offer did make the possibility of the move even more
attractive, and about midyear 1958 the decision was made to move the whole
plant to Concord as soon as the buildings could be finished.
The move was completed during the first half of 1959, and for a good omen,
the year set many new business records. Orders went up to $14,700,000 from
$11,460,000 the year before, shipments to $13,400,000 from $12,000,000, and
employment to 843 from 791. The new buildings made available a total of about
300,000 square feet of space, and, as had been expected, efficiency, as well as
morale, improved greatly. Actually, in the previous Cambridge-Concord plants
there were about 297,000 square feet, but the new all-Concord plant could be so
much more efficiently laid out that there was a marked increase in usable space. It
is interesting to note that because the direction of the move had been known for
several years and because employees who, for personal reasons wished to change
their residences, usually moved toward Concord, not a single male employee was
lost because of the move. A few secretaries understandably preferred to remain in
the city, and those were left behind with regret; otherwise, the organization
remained intact.

69
 While these building plans were in progress, the Engineering Department
continued to be busy with new product development. Several new designs of
Variac autotransformers were introduced to augment a line that continued to
contribute the largest dollar volume of sales of any in the GR catalog.

Aerial view of General Radio’s main plant. The village of West

Concord, in background, and the plant are politically in the town
of Concord.
 Two popular GR impedance brides: the
modern Type 1650-A and its predecessor, the
Type 6.50- A of 1934.

Transistors, the revolutionary new devices that had been developed in 1948 by
W. Shockley, J. Bardeen, and W. H. Brattain of the Bell Telephone Laboratories,
and for which these men won the Nobel Prize of 1956, were beginning rapidly to
supplant the vacuum tube as they became commercially available. Because of
their low power requirements and small size, and as their reliability and
uniformity were steadily improved by the manufacturers, they were gradually
introduced into GR instruments. One of the first was a small test oscillator, the
Type 1307-A, and the designs of several other instruments under development
were radically changed to convert them from vacuum tubes to transistors.
The need to measure accurately the electrical operating characteristics of
transistors at vhf and uhf led in 1958 to the development by William R. Thurston
and Robert A. Soderman of a transfer-function meter (the Type 1607-A) that was
to become an unofficial industry standard. And in 1959 the longest-lived of any
GR instrument, the famous sloping-panel Type 650-A Impedance. Bridge,
introduced just a quarter-century before, was superseded by the up-to-minute
Type 1650-A, designed by Henry P. Hall (Williams '49 ). Illustrative of the
growth of the electronics industry over those years is the comparison of the sales
of these two equivalent instruments, each quite advanced for its time and each
priced about the same in dollars of the same vintage. About 1,600 of the type
1650-A’s of 1959 were sold in the first year of its life; it took eight years for the
sales of the Type 650-A of 1943 to reach that figure.
v v v v v

71
 GR's Management Committee in 1960. Left to right: L. H.
Pexton, A. E. Thiessen, J. D. Quackenbos, C. T. Burke, M. T.
Smith, 1. G. Easton, H. M. Wilson, D. B. Sinclair, and C. C.
Carey.

Several organization changes were made in 1960. A. E. Thiessen was named

chairman of the board, C. C. Carey continued as president, and D. B. Sinclair
became executive vice president and technical director; Ivan G. Easton
(Northeastern '38) and Harold M. Wilson were newly appointed vice presidents
for engineering and manufacturing, respectively. The other officers were L. H.
Pexton (University of Colorado '38) treasurer; J. D. Quackenbos (Colgate '37)
secretary; E. D. Hurlbut (St. Olaf's '43) controller; and C. E. Hills, Jr.; assistant
treasurer and assistant secretary. The directors were Carey, Sinclair, and Thiessen;
and the members of the Management Committee were Burke, Carey (chairman),
Easton, Pexton, Quackenbos, Sinclair, Smith, Thiessen, and Wilson.

72
 EXPANSION OVERSEAS

The Company's export business continued its steady growth after it could be
resumed in 1946 following World War II, in spite of rather serious Governmental
restrictions. In order to stop as far as possible the re-exportation of certain
strategic materials to Iron Curtain countries, the U. S. Department of Commerce
was authorized under the Export Control Act of 1949 to control all U. S. exports
by a licensing procedure. This meant that prior to the shipment of any item
designated "strategic," the exporter had to obtain a license from the Department,
accompanied by a certification from the buyer abroad that the item will not be re-
exported. Of course, shipment direct to any Iron Curtain country was prohibited
entirely.
Many questioned whether this procedure was, for the long run, a wise one, for,
while the shortage of imported strategic materials, including electronic test
instruments, might temporarily slow the buildup of industrial and military
potential in the proscribed countries, the lack was certain to accelerate the
development of local industries to supply the shortages. There is ample evidence
today that this is just what happened ---there are many producers of quite
satisfactory electronic instruments in several Iron Curtain countries, where there
were virtually none before.
At first, individual export licenses were required for nearly every GR
instrument sold abroad, although later the list was gradually shortened to a more
reasonable length.
Notwithstanding all the burdensome red tape involved for the buyers as well as
the seller, the Company's export business continued to thrive, not only because of
the performance and utility of the products themselves but also because of the
sales efforts of GR's export group and the representatives abroad. In order to give
the latter all possible support, it was decided early in 1960 to set up what was to
be, in effect, a GR branch office in Europe. Complete stocks would be carried
there for quick deliveries, and factory-trained personnel would be available for
convenient consultation on technical problems and to interpret specialized
European needs back to headquarters; also, the export licensing procedures would
be slightly simplified.

73
 The first question was where to locate. Many countries would have been
suitable, and all were investigated. Finally Zurich, Switzerland, was selected
because of its central location geographically, the excellent air, rail, banking, and
communication facilities it provided, and because the language problem was not
likely to be serious in a country where English was so widely understood.
The next question was how the new branch should be organized. It could have
been set up as a district sales engineering office similar to the many already
operating in the United States and Canada, but it was decided to make it a Swiss
corporation, wholly owned by GR. The legal requirements were soon completed,
and the General Radio Company (Overseas) came into being in April, 1961. Peter
J. Macalka, a 1952 graduate of the Austrian State School for Engineers who had
joined GR in 1954, was appointed its manager, reporting to Stephen W. DeBlois
(Cornell '36), GR's export manager. Jurg Keller and Hans Rahm were, with
Macalka, the first Board of Directors of the new subsidiary. Keller was the
managing director and Rahm the commercial manager of Seyffer and Company of
Zurich, GR's sales representatives for Switzerland since 1940.
An extension of direct sales activity overseas was the formation of General
Radio Company (U.K.) Limited in January, 1964, with its offices located in
Bourne End, some thirty miles west of London. This wholly owned corporation
gradually took over GR sales in Great Britain from the representative there, who
had become principally interested in manufacturing.

THE CHANGING BUSINESS SCENE

The decade from 1950 to 1960 was marked by the almost explosive growth of
competition and by the continuing trend in instrument design toward automatic or
at least highly simplified operation.
Earlier in this history it was mentioned that competition, prior to 1940, was not
a serious marketing problem. GR's problem in those days was to pioneer the very
use of measuring instruments. World War II and the events that followed were to
change that dramatically.

74
 The growth of the electronics industry, spurred on by the advent of television,
by broadly expanded radio communications, and by the use of electronics in data
processing, was immensely accelerated by the huge needs of the Department of
Defense for military programs. As the electronics industry grew correspondingly,
so did the instrument segment of it, the necessity for good measuring equipment
having long since been well established. The Company shared well in this growth;
its shipments grew from $4,450,000 in 1949 to $16,000,000 in 1960. The growth
would have been much greater had the Company elected to participate on a
broader scale in numerous Department of Defense procurements of its own highly
specialized requirements. However, the Company wisely adhered to its policy of
self-financed, controlled growth, leaving most of the larger Government contracts
to others, of which there was no lack.
Immediately following World War II and the temporary slowdown of
Government-financed research, hundreds of business-minded engineers and
scientists decided to go into business for themselves. Many of these ventures were
successful, and they were often the contractors for Government procurements.
Because of vigorous competition in bidding, because of the risk of extremely
wide swings in volume with changes in the direction and funding of defense
work, and because the allowed profit under Government contracts was generally
quite low, these manufacturers soon sought business in the industrial field. One
result was that the electronics business in general and the instrument business in
particular became one of the most highly competitive of all in the intrinsically
competitive U. S. economy. Of course, by no means all competition came about
in this way. There were a number of well-established manufacturers prior to 1946,
some of high competence, and these today make up the strongest competitive
elements.
The trend toward speedy and simplified means of measurements to conserve
engineering time continued strongly and all GR's engineering designs were made
with those requirements in mind. Development was started by Robert G. Fulks
(M.I.T. '59), for instance, on one instrument, the Type 1680-A Automatic
Capacitance Bridge, that will measure both the capacitance and dissipation factor
of a wide range of capacitors completely automatically. All that the operator does
is to connect the capacitor under test to the Bridge, and almost immediately the
answer is presented in illuminated numerals. The whole operation requires only a
fraction of a second to make a measurement that previously would require at least
a minute, usually more.

v v v v v

75
 In 1961 two more sales engineering offices were opened, one in Orlando,
Florida, to be near the new industries and Government laboratories there, with
John C. Held (George Washington '52) as manager, the other in Syracuse, New
York, under Leo J. Chamberlain (Cornell '52).
Toward the end of that year, with employment approaching 1,000, it seemed
probable that an addition to the West Concord plant would be needed within a few
years. Therefore, in accordance with the longstanding practice of anticipating
space requirements so that new space would be available before overcrowding,
with the resultant loss of efficiency, occurred, planning for the addition was
started.
Ample land was available for added wings on the existing building; a separate
building on the same site was another possibility. Both these alternatives were
attractive, but there were certain drawbacks. Traffic congestion on the Concord
roads was one. Already policemen were necessary at closing time to control
traffic flow. Another, more important one, was that the traditional GR atmosphere
of a well acquainted, well-knit group was tending to be lost with so large a
number under one roof. Also, having in mind the lessons learned from the
Cambridge-Concord separation, management believed that in a separate plant,
complete within itself, more efficient overall operation could be achieved.
A year earlier, in 1960, GR had purchased a 100-acre tract of land in the town
of Bolton, eleven miles west of West Concord, partly because it was felt that it
might some day be useful and partly as an investment. * The land, originally a
farm, was located most attractively on an important state highway (Route No.
117), backed on Great Brook, a trout stream that had once been dammed to create
a sizable pond for water power, and surrounded by large pine trees.

_______
*The Concord land, and most good land in the area, had increased tenfold in value in the twenty that GR had owned it.

76
General Radio's Bolton plant, opened in 1963.

Thus, already having the land, and with the other factors in its favor, the
Company decided in mid-1962 to go ahead with the new facility.
Three-story, brick-faced, concrete construction very similar to the West
Concord pattern was used. The T-shaped building, designed so that other T's
could be readily added, provided 80,000 square feet of space. The dam was
repaired to remake the pond to add to the rural attractiveness of the site.
Planning for the Bolton operation was undertaken with much care. It was (and
is) a smaller version of the West Concord plant with complete, self-contained
manufacturing facilities, including its own machine shops, assembly, laboratory
and test departments, and supporting functions, such as a purchasing department.
The engineering department was also planned to be self-sufficient with its
associated drafting department and experimental shop.
The only functions that were not moved in part to Bolton were sales
engineering and corporate administrative functions, which remained centralized at
West Concord.

77
 In order to get it off to a good start, several rapidly growing product lines were
assigned there, including uhf coaxial equipment, signal generators, and frequency
synthesizers.
The new plant, on divisional status, went into operation in February, 1963, with
Robert A. Soderman (Stanford '40) as engineering manager, reporting to Easton,
vice president for engineering, and Philip W. Powers (Harvard '50) as
manufacturing manager, reporting to Wilson, vice president for manufacturing.

v v v v v

A year earlier, in 1962, Easton and Wilson were elected directors so that the
board was then Thiessen (chairman), Carey, Easton, Sinclair, and Wilson.
That same year, another district office was opened in Dallas, Texas, with
Edward F. Sutherland (Cornell '55) in charge, and in 1963 still another in
Cleveland, Ohio, under L. C. (Tom) Fricke (University of Illinois '57).

v v v v v

At Sales Week, development engineers brief sales engineers on new

instruments and measuring techniques.
In October, 1963, Charles C. Carey died following an operation. Carey had
occupied the office of president with distinction since his election in 1956. In all
of the moves, from Cambridge to Concord and Concord to Bolton, he had been
leading proponent. He was a man of high intelligence and broad-ranging interests.
His knowledge of GR's operations was great, as was his acquaintance with GR
people, all of whom mourned his untimely death at the age of fifty-eight.
Sinclair, who had been executive vice president, was elected to succeed him as
president and Thiessen as chairman of the Management Committee.

v v v v v

Communications, person to person and group to group, within the Company

have always been considered of primary importance, which is one reason for the
committee form of management. Two stockholders' meetings are held each year,
supplemented by three financial reports, to keep stockholders fully informed
about the Company's business, its present and future plans. To communicate
information, in detail, to the sales engineers in the field about the new products, a
week-long gathering of the entire field force is held each year at headquarters.
This development of the last decade, called Sales Week, is one of intense activity
in which the development engineers responsible for the new instruments give
detailed technical talks about them in the mornings, and in the afternoons the sales
engineers familiarize themselves with the instruments by working with them in
"workshop" sessions. The last event of the week is the stockholders' meeting, held
at that time so that it may conveniently be attended by the many sales engineers
who are stockholders.
Another similar activity is the biennial International Sales Seminar. These are
the same in format as the Sales Week meetings, and various GR representatives
abroad have graciously been hosts. All export representatives and their sales
engineers are invited, and between forty and fifty attend, representing at least a
dozen countries. The first host organization was Groenpol in Amsterdam,
followed by Radiophon in Paris and Belotti in Italy. GR was the fourth host on the
occasion of its fiftieth anniversary.

79
General Radio's overseas representatives gather for
International Sales Seminars at Milan in 1963 above
and at Amsterdam in 1959 (below).
 SUMMING UP

Today, GR directly employs over 1,000 people, distributed as follows: about

750 in the main plant at West Concord, 175 in the Bolton plant, 95 in the twelve
district sales engineering offices in the United States and Canada, and three
overseas in Switzerland and England. Indirectly employed are ten in the overseas
operations.
Thus, the Company is small by the usual industry standards but of medium size
in the instrument field. It is presently geared to an annual manufacturing and sales
rate of about $20,000,000. Of the total shipments in recent years, about 17 percent
have gone abroad and about 15 percent to the largest domestic customer, the U. S.
Government.
In accord with the principle laid down by Eastham and Shaw some thirty years
ago, the Company is owned wholly by its employees except for a small block of
stock owned by the Massachusetts Institute of Technology, which received it as a
gift from Eastham shortly before his retirement, and another by the Genradco
Trust, the employee benefit fund established by Shaw.
Today there are about 150 employee-stockholders, who together represent the
active ownership of the Company. M. I. T. and the Genradco Trust each owns just
over 5 percent. The direct holdings of the employees, together with those of
Genradco and M. I. T., are a little more than 60 percent of the total. The balance is
owned by the General Radio Profit-sharing Trust, in which every GR employee
with over two years' service has a direct beneficial interest. By these means
almost every employee is directly or indirectly a stockholder with a financial
stake in the Company's welfare.
Employee-stockholders acquire their stock as year-end bonuses. It has been
mentioned that twice each year, in May and November, profit-sharing bonuses are
paid, when profits justify, to all regular employees. Again with the reservation
that the profitability be adequate to support it, this third bonus is paid to the
stockholder group in shares of stock. Each year new stockholders are added, and,
of course, old stockholders leave, usually by retirement. It is a requirement that
departing stockholders may not take their stock with them but first must offer it
for sale back to the Company.

81
 The Company may, at its option, either purchase the stock back for cash or give
in exchange for it nonvoting 5 percent cumulative preferred stock. The exchange
option has rarely been used, but it could be if, for instance, a large cash purchase
were to come at a financially inconvenient time. Employee-stockholders may, if
they wish, purchase moderate amounts of stock with their own funds, and many
have.
Because the stock has no public market, and thus no market price, all stock
transactions have traditionally been made at book value.
All three bonuses mentioned above are of the so-called "discretionary" sort,
which means that no employee is ever promised a bonus; each is paid at the
discretion of the directors, who must decide for each bonus period whether profits
justify one. It has been a fortunate circumstance that none has been missed since
the depression years of 1932 and 1933. They have, of course, varied greatly in
amount but together generally make an important addition to pay; 5 to 20 percent
would be typical figures except at upper management levels, where the swings
can be higher.
There are about the same number of stockholders in the three major divisions
of the Company---engineering, manufacturing, and marketing---with a lesser
number in the smaller administrative area. Stockholders are selected key
employees with jobs at the organization chart level of shop foremen, experienced
engineers, and higher.
The growth of a self-financed company is naturally limited by the rate at which
its after-tax profits can be put to work in the business. This, of itself, could put a
limitation on GR's rate of growth. But the growth rate is limited by other factors
too. An important one is the time it takes to find and train new people. With its
policy of seeking only above-average people, who the Company hopes will
become permanent employees, selection and training in this specialized business
are not likely to be a rapid process.
Internal ownership also tends to reduce flexibility in matters of possible
acquisitions of or mergers with other companies. These possibilities are not
automatically foreclosed, but they are more complicated. However, such
considerations have been more theoretical than real, as the Company has never
seriously considered either a major acquisition or merger.

82
 While the limitations are real enough, internal ownership, when spread among
the employees who are in the key positions that directly influence the Company's
work, and extended indirectly to all personnel, provides the incentive, the feeling
of participation, and the day-to-day concern that has contributed much to the
Company's progress.
GR has almost from the beginning been a strong believer in the committee
form of management. Management experts sometimes argue that committees are
cumbersome, slow-moving, and timewasters. The counter-argument is that a
committee decision, although possibly slower to reach, is likely to be a sounder
one, combining as it does a number of informed viewpoints. Committees do not
have to be wasteful of time if the members are experienced in committee work,
with working with each other, and if they understand the job that the committee is
intended to do. As a means of communication, these groups perform an excellent,
almost unbeatable service.
At GR, committees perform no administrative tasks; these are the jobs of
individuals, but the functions of the committees are to coordinate action and to
make general decisions, which are followed by the individuals, and to provide the
ready means by which individual actions are communicated to interested
colleagues.
Of the several committees, formal, informal, and ad hoc, that function at
General Radio, the standing formal committees that should have special mention
because of their impact on company affairs are the Management, New Products,
Development, Pricing, and Patent Committees.
The Management Committee, made up of the directors and the heads of
functional operating groups, is the direct representative of the directors and is
responsible for the operation of the Company. It is the primary duty of the
Management Committee to carry out the general policies formulated by the
directors and to see that the several operating areas of the Company are properly
coordinated to provide for unified, balanced operation of the Company as a
whole. This includes the allocating of responsibilities among the various
departments and guarding against work overlap among them. The various
members of this committee are directly responsible for the administration of their
departments, but they are not free to make changes that would materially affect
the overall operation of the Company without the prior approval of the committee.
It also approves all titles of individuals except those of the officers, which are, as
in most corporations, the responsibility of the directors.

83
 Arthur E. Thiessen

Its weekly meetings provide a place where members may announce proposed
actions to be taken by them so that such actions may be properly coordinated with
the activities of other groups or with Company administration as a whole. At this
time (1965) the Committee has eight members, and five alternates who sit in for
various members in their absence.
The New Products Committee determines what products the Company will
offer for sale. It receives from any source available to it suggestions for new
products or for improving existing ones. It authorizes the opening of engineering
product development assignments, establishes the order of priority of these,
decides upon the maximum amount of money that may be spent on a development
together with general product specifications, expected completion date,
approximate selling price, and any special features that are regarded as necessary
for the market success of the product. It has the further duty of determining which
products are to be listed in general catalogs and which items are to be deleted. The
Development Engineering Department may expend reasonable sums for
preliminary investigations in order to obtain essential technical background
information, but the development of a major new product is undertaken only on
the authority of the New Products Committee. This Committee has six members,
including the heads of the Engineering, Sales, and Marketing Research
Departments.

84
 The Development Committee is responsible for the execution of product
development assignments authorized by the New Products Committee and, in
general, for the conduct of the research and development program of the
Company. It carries through the development work until detailed drafting has
been completed, models have been made, and the product is ready for tooling and
manufacturing. It currently has ten members, including the leaders of the several
development and design engineering groups.
The Pricing Committee determines, based upon cost information supplied to it,
what the selling prices of new products shall be. It regularly reviews the cost-price
relationship of items already listed and makes price changes when appropriate. It
is also responsible for approving quotations for bids on large special jobs, that is,
for products and services not included in regular catalog price lists. It has four
members.
The Personnel Committee administers the Company's personnel program. It
carries out personnel policies as determined by the Management Committee in
such matters as hours of work, total number of employees, and the various benefit
plans of the Company. It handles all matters pertaining to pay scales and, with the
assistance of a subcommittee, reviews the rates of pay of all employees at least
four times a year. It also approves the transfer of personnel between the principal
divisions of the Company. No employee may be discharged without the prior
approval of this Committee. It has five members, including four executive officers
and the personnel manager.
The Patent Committee co-ordinates all activities dealing with licenses,
trademarks, and patents of the Company. It initiates and supervises action related
to the securing of patents and trademarks and negotiates for license agreements
under patents held by others. It also draws up and issues license agreements under
GR's own patents and trademarks.
All the committees are appointed by the Board of Directors, and their
membership is made up of individuals who are closest to and most knowledgeable
in the work that the several committees are concerned with. The current
membership of the committees is given in the appendix.

85
 In the consideration of a new product, several criteria are of primary concern to
the New Products and Development Committees, the groups chiefly responsible.
The two most important are that the proposed new instrument shall make an
important contribution to the art of electrical measurements and that it should
have a good chance of becoming a commercial success. Actually, these two
considerations are likely to be compatible because a new instrument that meets a
real need and solves an important measuring problem will probably find a good
market.
There are about sixty engineers in the design and development engineering
organization, all holders of degrees in science or engineering and many with
advanced degrees, including six with doctorates.
More than 10 percent of each sales dollar is invested in the research and
development program. This percentage has been almost constant for many years
and has resulted in a new instrument or a substantially improved old instrument at
the rate of about one a month.
The Company's direct-sales method of selling in the domestic market, begun
almost forty years ago, has remained substantially unchanged. The only minor
exception is that Variac autotransformers, which are sold to a rather wider market
than are most instruments, are available through a number of carefully selected
distributors as well as through the Company's direct sales offices.
The twelve sales engineering offices in the United States and Canada, including
the home office, are staffed by about fifty-five sales engineers with suitable
clerical assistance. Like development engineers, all sales engineers hold degrees
in electrical engineering or have the equivalent in technical experience.
Five of the sales engineering offices, New York, Washington, Chicago, Los
Angeles, and Toronto, have complete service and repair facilities to carry into the
field in the major electronics centers of the continent the fast repair services
available at the main service facility at the factory.
All GR products carry an unconditional two-year warranty except for vacuum
tubes and batteries, which sometimes, under heavy use, have a shorter life but
which are readily replaced by the user.

86
 Unless there are clear evidences of abuse (for instance, if an instrument were
dropped on a concrete floor from a high shelf), repairs are made immediately and
at no charge within the two-year period. After that repairs are made
approximately at cost. It is policy to carry repair parts in stock for old instruments
for at least five years after they have been discontinued.
A GR sales engineer must be primarily an expert in electronics measurements,
but he also requires some facility in many other fields. This is because electronics
methods and tools are being used more and more in such diverse fields as medical
research, psychology, agricultural research, steel production, and sister
engineering fields, like petroleum and chemistry. Practitioners in these
nonelectronics fields are often not experienced in the possibilities of electronics
measurements and thus may receive considerable help from sales engineers.
Customer needs, as reported back from the engineers in the field, are a fruitful
source of ideas for new or improved instruments. The continuing study of
customer needs is a full-time job for the marketing research group. By means of
extensive field trips and with the co-operation of instrument users, many of whom
willingly answer questionnaires about their uses of GR instruments, the marketing
researchers continually accumulate much valuable information about needed
improvements and desirable new instruments.
In the export market, which is almost one-fifth of the total, most of the sales are
handled by resident representatives in all major countries outside of the Iron
Curtain. Most of these have represented the Company for a great many years.
After the appointment of the Netherlands representative in 1922, there followed
appointments in Great Britain in 1924, in Italy in 1931, in France in 1934, and so
on to the present total of twenty-two.
To speed the handling of incoming orders and to insure the greatest possible
accuracy in filling them, the order-handling process is largely automated. Orders
received one day are usually shipped the next; in fact, about one-quarter are
shipped the day received.

87
 Some of the methods used to produce and test the 125 instruments in the
Company's current line have already been described. In addition, many hundreds
of different kinds of smaller components, coaxial connectors, plugs, jacks,
potentiometers, precision capacitors, resistors, and connectors, are in regular
production and, like instruments, are expected to be available in stock, ready for
immediate delivery. To keep all these flowing smoothly through the various
manufacturing departments is obviously a major scheduling problem. The
mechanics of controlling and guiding this flow are also automated, as are many of
the details of inventory-keeping and cost accounting.
The maintenance of high quality remains a major concern of the manufacturing
departments. Frequent inspection points are the rule, with about sixty-five people
directly concerned with quality control. Nevertheless, the emphasis remains on
having the products made correctly in the first place.
Secure employment, under pleasant working conditions, with adequate
financial security, both while employed and after retirement, the partnership
principle, and concern for the progress and welfare of all who work at GR are
basic aims today as they were when first proposed years ago.
One of the more important reasons for the move from Cambridge to the country
was to provide a more pleasant place to work. The new plants are laid out so that,
insofar as possible, every work place is near a window (almost every work place
is identified by the employee's name). Meals are provided at cost by the
Company-run cafeterias; good housekeeping is emphasized; commuting to work
is, for most, an easy drive through the country.
It has always been GR policy to have base rates of pay at least equal to the
going rates for similar jobs in the community and to augment these by many
opportunities for incentive pay and by the profit-sharing bonuses. Good pay and
no layoffs provide the desired financial security for the employee, and his family
is protected by Company-paid group life insurance with coverage on a scale that
varies with length of service and as the surviving family's needs are likely to vary.
Coverage starts at one times annual base pay for service from six months up to
two years, one and one-half times between two and five years, and twice annual
pay after five years of service. As the children grow up, the emergency financial
needs of the average family tend to decrease, so the two-times-pay coverage after
five years gradually drops after age fifty until it reaches one-times-pay from age
sixty to retirement at sixty-five. After retirement, all employees are insured for
$1,000.

88
 In cases of illness, all employees are covered by a Company-paid medical and
hospitalization insurance plan, and the employee's family may be included, if
desired, with the employee and the Company sharing the cost fifty-fifty. Both
active and retired employees who are faced with unusual sickness, accidents, and
other emergencies may receive help from the Genradco Trust, which, the reader
will recall, was set up by Shaw in 1934. The Trust, by the way, also makes
donations to outside charitable and scientific organizations with projects that are
in keeping with the purposes of the Trust.
Financial security after retirement is assured by the retirement income plan, by
the employee's share in the Profit-Sharing Trust, and for stockholders, by the
proceeds from the sale of their stock back to the Company. Naturally, the benefits
that accrue from these plans will vary with length of service and earnings while
employed, but with the low turnover, the benefit is usually substantial.
A Medical Department is available to all employees, where nurses are on hand
for first aid and minor ills and where the doctor is available on a regular schedule
for medical advice. The services of an ophthalmologist are also provided for eye
examinations and for eyeglass prescriptions. All these services are free, including
the eyeglasses.
Because every employee with more than two years of service has a financial
interest in the Company, either directly as a stockholder or indirectly through the
GR Profit-Sharing Trust, because a substantial part of the earnings each year are
distributed to all employees as bonuses, and because in lean times or boom the
work is shared among all, with the "K" plan operating so that monthly and hourly
take-home pay varies in close relationship, it is clear that the partnership idea is a
keystone of operating philosophy.
Promotion from within is another basic policy. Virtually without exception, all
jobs in the managerial and supervisory hierarchy are filled by the advancement of
talented understudies, most of whom will have had several years of experience in
a subordinate but closely allied position before advancement. In order best to
utilize all available skills, job openings in the shops are posted on bulletin boards,
and any who are interested and feel qualified are invited to make their interest
known to appropriate supervisors or more usually the Personnel Department.

89
 By means of these discussions, even though a transfer to the new job may not
be indicated, a catalog of available skills for future promotions is built up by the
Department.
The basic work week, in 1965, is seven hours a day for the five-day period,
Monday through Friday. All employees are entitled to three weeks' vacation after
one year's service, four weeks' after twenty years', and five weeks' after thirty
years' or at the age of sixty, whichever comes first. With forty years of service and
after age sixty, the vacation is six weeks. The Company observes ten holidays,
and if any should fall on a Saturday or Sunday, the day off is observed on some
other work day, usually a Monday or Friday.
The Company sponsors a tuition-refund program that is designed to help
develop and improve skills. To anyone who elects to take a course related to his
work, the Company will reimburse 75 percent of the tuition providing the course
is satisfactorily completed. There is no obligation that the employee remain with
the Company after the completion of a course of study, but nearly all do.
Employees with five years or more of service may borrow from the Company
for college tuition for their children. These loans are interest-free for the two- or
four-year college term and after graduation are paid back at the rate of 20 percent
per year with interest beginning then at 5 percent on the unpaid balance.
A Credit Union was established under the statutes of the Commonwealth of
Massachusetts in 1930. The By-Laws define its purpose as ". . . wholly
cooperative, organized . . . for the promotion of thrift among its members by the
accumulation of their savings . . . and the loaning of such accumulation to its
members for provident purposes . . . ." Today it has 850 members and assets over
$1,000,000. Because of lower overhead expenses (the Company pays the clerical
staff and donates the facilities), it aims to pay slightly higher dividends and charge
lower interest rates than are possible for regular savings banks.
Junior Achievement, a nationwide youth activity, has been sponsored by GR
for sixteen years. Its purpose is to give high school juniors and seniors practical
experience in the ways of business. GR is identified among the pioneers of the
program in the Boston area, and many GR people have contributed much time to
make the program the success it is. Another Company-sponsored activity for
young people is an Explorer Post of the Boy Scouts. A group, usually about thirty,
of Boy Scouts meets at the plant after hours on a biweekly schedule and, under
the tutelage of GR engineers, learn about electrical engineering. The program is
career-oriented and practical. Groups have constructed all sorts of equipment,
even including a working digital computer.

90
 OF THE FUTURE
Electronics is a big industry, reputedly the third largest in the nation today. To
have been a part of it almost from its beginnings has been a rich experience for
the Company and an absorbing and challenging one for those who have worked
for it. Every day new advances in the art are made in scientific laboratories all
over the world. These advances, or discoveries, some in small ways and some in
large, continually broaden the already immense field of electronics and make it
ever more useful to mankind. And in all of this progress, scientific and material,
men strive by means of measurements to assign numbers to those phenomena that
they observe and use. Those numbers are essential to the scientific and
technological processes. They are the invaluable means of communication for the
exchange of knowledge among the practitioners; and they are the links from the
scientist to the engineer to the production line to the market.
As the art advances, so does the need for better, more accurate, faster, and more
sophisticated measuring instruments. It will be General Radio's job for the future,
as it has been in the past, to make available those instruments for progress. In so
doing, the Company and the men and women associated with it will know an ever
more promising and exciting future.
 APPENDIX

Following is a list of the people and the

organizational structure of General Radio as of April, 1965:

Directors
A. E. THIESSEN, Chairman
I. G. EASTON
D. B. SINCLAIR
H. M. WILSON

Officers
A. E. THIESSEN, Chairman of the Board
D. B. SINCLAIR, President
I. G. EASTON, Vice President for Engineering
H. M. WILSON, Vice President for Manufacturing
MYRON T. SMITH, Vice President for Sales
L. H. PEXTON, Treasurer
J. D. QUACKENBOS, Secretary and Clerk
E. D. HURLBUT, Controller
LELAH A. SULLIVAN, Acting Secretary

Management Committee
A. E. THIESSEN, Chairman
I. G. EASTON
C. J. HORNE
L. H. PEXTON, Secretary
J. D. QU ACKENBOS
D. B. SINCLAIR
M. T. SMITH
H. M. WILSON
E. D. HURLBUT, Alternate
A. T. JONES, Alternate
W. R. SAYLOR, Alternate
R. A. SODERMAN Alternate
W. R. THURSTON, Alternate

Continued next page

93
 COMMITTEES

Personnel Bolton Administrative

I. G. EASTON D. B. SINCLAIR, Chairman
D. B. SINCLAIR H. M. WILSON, Vice Chairman
A. E. THIESSEN I. G. EASTON
H. M. WILSON
P. W. POWERS, Secretary
J. D. QUACKENBOS, Secretary R. A. SODERMAN
ex officio members
New Products CHAIRMAN OF THE BOARD OF DIRECTORS
D. B. SINCLAIR, Chairman SECRETARY
I. G. EASTON TREASURER
L. J. CHAMBERLAIN
A. E. THIESSEN
W. R. THURSTON, JR., Secretary
W. N. TUTTLE

Development Patent
I. G. EASTON, Chairman D. B. SINCLAIR, Chairman
M. C. HOLTJE
R. A. SODERMAN, Vice Chairman M. NACEY
M. J. FITZMORRIS, Secretary A. E. THIESSEN
R. W. FRANK
H. P. HALL
M. C. HOLTJE
H. C. LITTLEJOHN Data Processing
A. NOYES, JR. E. D. HURLBUT, Chairman
A. P. G. PETERSON D. C. BEEDY
W. R. THURSTON M. J. FITZMORRIS
F. C. HEINEMANN, Secretary
Pricing E. HUTCHINSON
A. E. THIESSEN, Chairman A. T. JONES
D. B. SINCLAIR R. E. WILSON

W. R. THURSTON, Secretary D. B. SINCLAIR, Advisor

H. M. WILSON

TRUSTS

General Radio Profit-Sharing Genradco

Trustees Trustees
L. H. PEXTON I. G. EASTON
J. D. QUACKENBOS A. T. JONES
D. B. SINCLAIR J. D. QUACKENBOS
L. A. SULLIVAN C. H. RIEMER
A. E. THIESSEN M. T. SMITH
L. A. SULLIVAN, Secretary

94
ADMINISTRATION Personnel Department
DONALD B. SINCLAIR, President JOHN D. QUACKENBOS, Manager
LAWRENCE H. PEXTON, Treasurer MICHAEL NACEY, Assistant Manager
JOHN D. QUACKENBOS, Secretary and Clerk MARILYN B. KENT, Personnel Assistant
LELAH A. SULLIVAN, Assistant to President NORMAN F. SWANSON, Personnel Assistant
MICHAEL NACEY, Assistant to Secretary ANN F. HILDRETH
CATHERINE A. BROWN BARBARA L. NORRIS
LILLIAN H. COLFORD ANN J. POULSON
THELMA O. MATTSON CAROLE A. WESTPHALEN
LORETTA E. TOBIN
Medical Department-Concord
Accounting Department DR. MAHLON T. EASTON
EDWIN D. HURLBUT, Controller DR. ROY E. MABREY
WALTER D. HILL, FRANCES E. HANNAH, RN
Assistant Controller; BESSIE MCLELLAN, RN
Credit Manager JAMES V. ROBINSON
WINONA C. HARY, Administrative Assistant
M. GLENNA BRADLEY Medical Department-Bolton
MARJORIE E. CHING DR. CHARLES S. KEEVIL, JR.
PATRICIA F. DWINELLS M. LOUISE S. DAMON, RN
EDITH L. HODSDON NINA E. MCLAREN, RN
MYRA R. JENNINGS
MADELEIN J. LEMAY Cafeteria-Concord
ELIZABETH W. LOWE CHARLES H. RIEMER, Supervisor
CARLA E. MONTAGUE ROBERT E. SHEEHAN, Assistant Supervisor
CAROL M. RICARD ROBERT C. KENT
MARILYN A. SMALL PHILIP H. LOZIER
PHILLIS TREBENDIS HELENA M. MCDONALD
WALTER T. MICHAELS
Data Processing Department RUSSELL N. MOSER
EDWIN D. HURBLBUT, Controller RALPH L. PHIPPS, JR.
FRANKLIN C. HEINEMANN, STANLEY J. WASIUK
Assistant to Controller
RICHARD E. WILSON, Cafeteria-Bolton
Supervisor, Data Processing WILLIAM F. LUCAS, Assistant Supervisor
THADDEUS S. KOSCIUZEK, HELEN L. DUDLEY
Assistant Supervisor RICHARD D. POWDERLY
ARTHUR W. CALLBECK
MARJORIE M. CEVOLASI Activities
PAUL A. DUDDY CHARLES H. RIEMER, Chairman
FREDERICK H. HANNA, JR. JEANNE E. MCGRAIL
ROBERT J. LETTIERI
EDITH S. TYLER

95
GR Credit Union-Concord DALE O. FISHER,
JOSEPHINE A. DONATO, Treasurer Development Engineer
CAROLE CARDOZA HAROLD T. MCALEER,
LORRAINE C. PERKINS Development Engineer
DAVID S. NIXON, JR.,
GR Credit Union-Bolton Development Engineer
MARY G. ENNEGUESS GORDON R. PARTRIDGE,
Development Engineer
ENGINEERING WILLIAM J. RILEY, JR.,
Development Engineer
IVAN G. EASTON, Vice President JAMES K. SKILLING,
MICHAEL J. FITZMORRIS, JR., Development Engineer
Assistant to Vice President HERBERT P. STRATEMEYER,
W. NORRIS TUTTLE, Development Engineer
Engineering Consultant ALBERT M. WENTWORTH,
LAWRENCE H. MOUNCE, Engineering Assistant
Supervisor, Special Projects NORMAN L. WESTLAKE, JR.,
RITA M. LEARY, Development Engineer
Administrative Assistant
CLAUDIA J. CHABOT Impedance Group
CATHERINE A. DONATO HENRY P. HALL, Group Leader
JOAN P. HANSEN WALTHER J. BASTANIER,
MARIE A. OLIVA Development Engineer
DUDLEY H. CHUTE,
Audio Group Engineering Assistant
ARNOLD P. G. PETERSON, ROBERT G. FULKS,
Group Leader Development Engineer
BASIL A. BONK, JOHN F. HERSH,
Development Engineer Development Engineer
ARTHUR G. BOUSQUET, ROBERT K. LEONG,
Development Engineer Development Engineer
JAMES J. FARAN, JR., ROBERT W. ORR,
Development Engineer Development Engineer
ERVIN E. GROSS, JR., ROBERT E. OWEN,
Development Engineer Development Engineer
WARREN R. KUNDERT, RICHARD F. SETTE,
Development Engineer Development Engineer
ROBERT J. RUPLENAS,
Engineering Assistant Industrial Group
CARLTON A. WOODWARD, JR., MALCOLM C. HOLTJE, Group Leader
Development Engineer RALPH P. ANDERSON,
Development Engineer
Frequency Group K. GEORGE BALEKDJIAN,
RICHARD W. FRANK, Group Leader Development Engineer
STEEN BENTZEN, MARTIN W. BASCH,
Development Engineer Development Engineer
ALBERT M. EAMES, JR., COSTA G. CHITOURAS,
Engineering Assistant Development Engineer

96
CHARLES E. MILLER, ERNEST M. GRAY, JR.
Development Engineer JOHN W. HAGERTY
GILBERT SMILEY, ROBERT E. HALL, JR.
Development Engineer ERNEST C. HISCOE
JOB E. HL ST
Mechanical Design Group CHARLES S. KENNEDY
HENRY C. LITTLEJOHN, LEROY W. KIZINA
Group Leader MICHAEL M. LONIGRO
MARSHALL G. BIBBER, PAUL L. MEUSE
Engineering Assistant DIANE L. NEDZA
GEORGE CROMIDAS ROBERT E. PARSONS
PAUL D'ENTREMONT CAROLYN F. PERKIN
Industrial Engineer RAYMOND T. SCHOFIELD
JAMES O. ESSELSTYN, MABEL C. TAYLOR
Design Engineer ROBERT E. VOTAPKA
J. EDWARD HUNTER, JR.,
Design Engineer
HAROLD C. JENSEN,
Engineering Assistant Experimental Shop
WILLIAM A. MONTAGUE EDGAR I. PASHO, Manager
GEORGE E. NEAGLE, PALL E. DEMILLE, Supervisor
Design Engineer CHARLES S. CARBARY
JAMES H. NYE, DAVID W. CAREY
Design Engineer R. BRUCE DONOVAN
CHARLES A. TASHJIAN, HAROLD HANSEN, JR.
Design Engineer RUSSELL A. HUBBARD
RUSSELL N. KIMBALL
Drafting VINAL W. KUNDERT
MELVILLE R. MACINTOSH, Manager JOHN P. LITTLEFIELD
CARL F. UHLENDORFF, CLIFTON J. MACDONALD
Assistant to Manager BRUCE D. MACLEOD
CARTER C. HOLLIS, OTIS G. MANCHESTER
Assistant to Manager RICHARD D. MANNING
GEORGE C. OLIVER, Designer PAUL MOHLER
HENRY G. STIRLING, Designer JOHN P. MOREY
GERTRUDE A. BEAUDOIN DANIEL E. PAINE
RONALD J. BEAUDOIN LAWRENCE M. PIERCE
MABELE. BELIVEAU ROBERT M. RICH
DAVID K. BITZER STEPHEN G. SHERIDAN
ROBERT BROSS LEE D. SMITH
ANDREW A. CORCORAN ALFRED STIERLI
LEONARD J. CUMMINGS
ROSEMARY DENTINO
ROBERT F. DUFFY
CHAUNCEY W. EBICKSON ENGINEERING-BOLTON
ARTHUR R. GAGNON ROBERT A. SODERMAN,
SALVATORE D. GILIBERTO Engineering Manager
RICHARD A. GOUCHER MARY L. MULLANEY
RUTH F. WALCOTT

97
Mechanical Design Group S. BROWN PI LLIAM,
GEORGE A. CLEMOW, Group Leader Development Engineer
RICHARD A: MORTENSON, CARL H. WHITTIER,
Design Engineer Development Engineer
JOSEPH C. SINDORIS
Drafting
Microwave Group ALFRED L. PETERSEN, Supervisor
ROBERT A. SODERMAN, Group Leader HAROLD L. BARBIERI, JR.
JOHN ZORZY, Section Leader JOHN R. FLYNN
HERMAN A. AUSIN, DAVID HAYNES
Engineering Assistant DONALD G. HENRICH
JOHN F. GILMORE, MELDON E. NIEMI
Development Engineer SUSAN B. STORER
MOSES KHAZAM, WILLIAM WICKSTROM
Development Engineer THOMAS J. WILSON
THOMAS E. MACKENZIE,
Development Engineer Experimental Shop
MICHAEL MCGARVIN, REGINALD V. GARDNER, Supervisor
Engineering Assistant ROBERT M. BARRETT
ALBERT E. SANDERSON, CHARLES H. BEAUCHAINE
Development Engineer WALTER C. BROWN, JR.
GENE L. EICHHORN
Signal Generator Group MARTIN MARCUS
ATHERTON NOYES, JR., Group Leader ROGER D. SCHALLER
Signal Generator Group, FRED W. SCHIRM
Decade Frequency Section ROBERT H. SMITH
WILLIAM F. BYERS, Section Leader JAMES F. STAPLES
CHARLES C. EVANS,
Development Engineer MANUFACTURING
ANDREW P. LAGON, HAROLD M. WILSON, Vice President
Development Engineer CHARLES E. RICE,
GEORGE H. LOHRER, Manufacturing Engineer
Development Engineer WARREN G. WEBSTER,
Manufacturing Engineer
Signal Generator Group, AUSTIN I. CORKUM, Cost Consultant
RF Oscillator Section
GORDON P. MCCOUCH, Production Office
Section Leader ALTON T. JONES,
RUDI K. ALTENBACH, Manager, Production Planning
Development Engineer CHRISTOPHER A. LOMBARDI,
ROBERT W. HARLEY, Assistant to Manager
Development Engineer ARTHUR M. EDGECOMB,
FRANK D. LEWIS, Project Supervisor
Development Engineer HELEN GORING,
ROBERT L. MOYNIHAN, Administrative Assistant
Development Engineer MARIAN G. HOBSON,
Administrative Assistant

98
ELIZABETH J. TENORE, Stock Records
… Administrative Assistant ROLAND R. MACLEAN, Supervisor
GLORIA COBLEIGH LEONA ROSE BOYD
MARY ANN FASCIANO NATALIE P. BRADBURY
GRACE M. FRENCH RICHARD K. NICHOLAS
MARGUERITE A. MCBRIDE
MAUREEN MULLIN
LORRAINE S. NIXON Rates
ANN F. RAIKUNEN LINCOLN HATCH, Manager
PATRICIA A. VAC GHAN JOHN L. SULLIVAN,
Assistant Manager
Costs RICHARD T. BURNE,
MARJORIE V. PFEIFER, Supervisor Assistant to Manager
MARY E. BAPTISTE LESTER L. FANNING,
BARBARA A. BOUTILIER Assistant to Manager
CAROLYN M. BROOKS LLOYD M. BICKFORD, JR.
MARCIA L. GOULD
LYYLI M. NELSON

Production and Test Engineering

Data Preparation WINIFRIED P. BUUCK Manager
JANE A. BOHENKO CHARLES A. CADY,
ARLENE L. DENARO Test Engineering Consultant
PATRICIA G. DILL CHARLES E. PROUDFOOT,
ELVIRA E. FASCIANO Engineering Assistant
KAREN E. GRANBERG
MAUREEN F. MCBRIDE
MARJORIE H. WILKINSON Production Engineering
ROBERT H. CHIPMAN, Section Leader
DONALD J. MACLENNAN,
Ordering Production Engineer
PAULINE T. BEAUDOIN RALPH T. NEFF,
CHARLES E. GUILD Production Engineer
JUDITH E. .JOHNSON WARREN E. HATHAWAY
NORMAN E. JUSTICE

Scheduling
GEORGE H. SHARP, Supervisor
RITA E. FOLEY Test Engineering
NAOMI R. GORDON WILLIAM J. POTE, Section Leader
DAVID W. BERGLIND,
Engineering Assistant
Special Production DONALD B. BRADSHAW,
RICHARD S. CARLSON, Supervisor Engineering Assistant
LEONARD F. LIBBEY, SAMUEL SAMOUR,
Assistant to Supervisor Engineering Assistant
EDWARD J. ELLIS ROBERT T. CVITKOVICH
MARIE M. L. LUNNY JOHN J. KILROY
DONALD E. WITHERELL

99
Purchasing JEFFREY A. HOLWAY
COLBY E. KELLY, Purchasing Agent JOHN J. MACE
ROBERT C. WYLIE, RICHARD M. MIRANDO
Assistant Purchasing Agent ALFRED E. MOTSCHMAN
REGINALD C. BROWS, LORNE E. O'KEEFE
Assistant to Purchasing Agent GEORGE PAIS, JR.
KENNETH SHAPLEIGH, NORMAN E. RAUTENBERG
Assistant to Purchasing Agent DONALD M. SMALL
BARRY S. POTTER, ALBERT S. VAN DE MARK
Assistant to Purchasing Agent
PATRICIA A. BRULE
SHARYN L. JOHNSON Mechanical Inspection
BEVERLY A. LITTLEFIELD CHARLES F. GANSS, Foreman
DOROTHY I. MALONE FREDERICK L. MAYER,
JANET A. MARSDEN Assistant Foreman
BEVERLY A. NALEWAY GEORGE T. BAILEY
PAULA A. RUSSO WILLIAM M. BRADBURY
KAREN P. STAMMERS ALFRED F. BROWN
MALCOLM T. FLOYD
Receiving JOHN C. FLYNN, JR.
JAMES V. GNERRE, Supervisor EDWIN T. HANNAH
JOHN V. BANDALEWICZ LEO E. HARVEY
DOUGLAS M. BROWN GEORGE HOWARD
HERBERT R. LITCHFIELD JOSEPH M. LEAHY
JOHN P. NORMILE JR. CHARLES E. J. PALMER
GABRIEL PERILLO BENJAMIN F. RICE
BRADFORD E. WHITE CHARLES F. SICARD
CHARLES C. SMITH, JR.
Quality Control GEORGE F. STEWART, JR.
DAVID R. KING, Manager ALLEN T. SWANSON
JEAN TAGGART ROBERT E. WIHTELIN
CARL F. WOLFRUM
Final Inspection
DONALD F. MARCHANT, Supervisor
THOMAS H. FIELD Plant Production
CLYDE J. HORNE,
Electrical Inspection Manager, Production Operations
HARRY F. CHISHOLM, Supervisor EDWIN V. HASKELL, Tool Engineer
WALTER D. AHERN WALTER G. RITCEY, Tool Engineer
WILLIAM R. BABCOCK CHARLES W. WHITEHEAD,
RICHARD BAMFORD Methods Engineer
EDWARD M. CADY JOHN H. BREEN,
SHELDON A. CHAPMAN Supervisor, Production Control
ROBERT M. CORSON PHILIP G. INESON
JOHN W. HATHAWAY Administrative Assistant
RICHARD J. HERBS HENRY L. WILLARD, JR.,
Administrative Assistant

100
ELTON W. CHASE ALBERT J. SAGAR
MARY PATRICIA GOUGH HAROLD W. SCOTT
MATTHEW N. HARRIS CLYDE F. SWOYER
EDWARD A. JENNEY EDWARD P. SZIDAT
ANITA G. LARMORE CHARLES F. WENZELBERGER
JANET MACKAY
JOAN S. PEARSON Assembly B
GEORGE E. BICKELL,
Instrument Assembly Foreman, Parts Assembly
PAUL J. PENNEY, Foreman HERMAN W. BOSTROM,
WILLIAM J. TILLEY, Supervisor Assistant Foreman, Parts Assembly
PAUL T. BILDZOK STUART J. DRAKE,
CARTER BRANIGAN Supervisor, Capacitor Assembly
WILLIAM H. BUDREAU MARK C. ALDRICH
DANIEL G. CASEY WILLIAM J. ANTLE
HUGH D. COX EDWARD F. ARCIERI
EUGENE E. CRONIN, JR. EARL C. BALL
RAYMOND L. DEMERS RICHARD BALLOU, JR.
EVERETT F. DEXTER ROBERT F. BROWN
BERNARD L. DOUGHTY FREDERICK A. BUSHEE
WAYNE H. FAIRWEATHER FREDERICK H. CHAPMAN
LOUIS L. FORTIN J. WARREN COTTY
ROBERT W. FULLER ROBERT C. DELAMATER
CHARLES E. GITTINS GEORGE I. EDWARDS
JACK B. GITTINS RICHARD G. EVANS
HENRY GRAVBELLE GEORGE E. FLINT, JR.
GEORGE H. HART PETER GAILIS
RUSSELL S. HATCH VAUGHN H. HALLOWELL
LLOYD G. HOWELL FRANK K. HANNAFORD
KENNETH T. JOHNSON RICHARD D. HARPER
LEO R. KERN RUSSELL C. HARVEY
BERNARD X. LAROCHELLE RICHARD W. HAWKINS
DENNIS R. LEIGH BORRE R. LARSEN
SAMUEL E. LINTON CLYDE F. LEE
ANDREW J. LOIKO WILLIAM P. LOWNEY
JOHN J. LYDON, JR. WILLARD G. MACGREGOR
DANA C. MACINTOSH HENRY F. NORDHEIM
VINCENT B. MARCH EDWARD A. PENNIMAN
WARREN G. MICHAELSEN WILLIAM N. PERDUYN
PAUL W. MOHLER GEORGE A. REGAN
WARREN L. NEWELL GEORGE J. RYAN
SIDNEY M. NOEL THOMAS R. SMITH
DANIEL J. NUZZO WILLIAM J. SMITH
VICTOR OSKIRKO, JR. ADONIRAM J. STANLEY, JR.
HUBERT C. PERRY JAMES W. SYLVIA, JR.
FRANCIS' J. RIORDAN, JR. RONALD C. VANKNOWE
ARTHUR W. ROTHER JOHN H. WALLACE, JR.

101
Calibration Laboratory LEO A. COUTURE
JOHN F. EBERLY, Foreman ARMAND J. DOUCET
EVERETT F: LEWIS, RICHARD P. DRISCOLL
Assistant Foreman WALTER B. HAWES
JAMES E. BARB JAMES N. HIGGINBOTHAM
TRUMAN D. BARTELS ALFONS W. KRYSIENIEL
MARSHALL W. BATES, JR. JAMES M. MEIKLE
JOHN G. BELCHER RICHARD P. NORTON
EDWARD M. BENNETT
WALLACE W. BICKELL Engraving
DANIEL J. CAMPBELL ADONIRAM J. STANLEY, Foreman
ARTHUR E. CARLSON, JR. ROBERT M . CAPRIULO
ERNEST J. CHIPMAN RICHARD C. CHELMAN
EDMUND J. CHOJNOWSKI, JR. FRANK FINIZIO
JOHN T. CRONIN WILLIAM J. MARVIN
JOHN J. DALEY, JR. THOMAS F. PRICE
HERBERT R. DAVENPORT
WILLIAM L. FINLAYSON Finishing
KENNETH P. GRINNELL STANLEY D. NICHOLS, Foreman
CHARLES F. HAMMOND JOHN A. DONATI, Supervisor
CHARLES D. HUFTON LAWRENCE G. BIGELOW
ROBERT S. IRELAND, JR. FRANCIS S. DOERR
ELMER E. LEWIS, JR. DELBERT J. FIELD
JOHN A. D. MACLENNAN WILLIAM T. HUTCHINSON
EVIN MANN, JR. WILLIAM F. MORGAN
RICHARD P. MCKEEN JAMES L. STEVENSON
HENRY A. PASZKO ROBERT H. TRUDEAU
FRANCIS W. POND FRANCIS WHITE
KENNETH B. PRATT
JAMES G. RICHARDS Machine Shop
ANTHONY F. RISITANO WILLIAM W. DENNIS, Foreman
WILLIAM F. ROGERS EDWARD L. GREENLEAF,
BRIAN J. SARGENT Assistant Foreman
ERNEST R. SAUNDERS ALBERT L. JONES, Supervisor
ROBERT W. SAUNDERS, JR. WALTER M. BALLARD, JR.
JOHN SCHOFIELD GERALD B. BATCHELDER
ROBERT MARTIN SMITH HOBART M. BURROUGHS, JR.
JOSEPH M. STEINMANN, JR. PALL L. CALLAHAN
HOWARD W. STOCKBRIDGE PALL COOPER
JOHN I. SWENSON JOHN B. DISSEL
RICHARD L. WATTS WALLACE E. DOE
DAVID WEINER GEORGE D. EASTMAN
GEORGE E. EATON
Repair JOHN E. GRAY
LEE G. KELLEY, Supervisor ROSWELL H. GREENLAY
STANLEY A. CARROLL ROBERT E. GREENWOOD
MILLARD P. CHRISTLE THOMAS R. JOHNSON

102
WALTER J. KONETZNY CHARLES F. CAROTA
ARNOLD T. LAPHAM, JR. ERIC M. CHIPMAN
GEORGE R. LYNCH HARRY R. HAYNES
ERNEST V. MACKINTIRE PAUL R. JONES
LEO J. MCCANN WARREN D. MARTIN
ROY N. NICHOLS STEWART C. PLACE
JOSEPH T. O'BRIEN, JR. LEO J. REVOU
CHARLES J. OLSON JOHN F. SKIRUS
GEORGE F. ROBERTSON ALVIN R. SMITH
JACK SCOTT
RONALD V. SMITH Variac Assembly
ALFRED SPENCE GEORGE W. HAMILTON, Foreman
JAMES E. SULLIVAN ELLIOTT R. BOYD, Assistant Foreman
SIDNEY P. TITUS NORMAN C. ANNIS
LAWRENCE S. BALLARD
Stockroom SALVATORE J. CAPRIULO
SIDNEY H. BECK, Foreman GERALD C. CONNORS
BERNARD A. RIVERS, CHRISTOPHER R. CUTAIA
Assistant Foreman EVERETT H. GRAHAM
H. PAUL LEWIS, Supervisor WENDELL R. JONES
GILBERT D. GORDON ROBERT F. KAUFFMAN
RAYMOND D. KNEELAND WADE H. LONGLEY
THOMAS L. MCSORLEY ALBERT E. MALONE
WILLIAM E. MINER DONALD L. MOALLI
JOSEPH J. NARTOWT REINO W. NIEMI
ERICK R. NORMAN OTTO A. PIESENDEL, JR.
JAMES G. PEARSON ALAN W. POWELL
ROBERT H. POWDERLY RICHARD E. RECKARD
RAYMOND A. SHAW ROGER S. SPURRELL
EDWARD J. WOJSZNIS ROBERT C. STATHAM
STANLEY SZIDAT
Toolroom
GEORGE G. OBERBECK, Foreman Maintenance
EDGAR W. GORDON, JR. ALFRED L. HART, Plant Engineer
HAROLD P. HANNUS FRED W. MEURLING,
DANIEL HUNT Maintenance Superintendent
LEROY E. JOHNSON, JR. EMMETT J. MOONEY,
GEORGE S. MARINER Supervisor, Night Maintenance
ARTHUR J. PATTERSON GEORGE J. ADAMS
PATRICK J. TOBIN KEITH C. ANNIS
RUSSELL W. WHEELER FRANCES ASBJORNSON
ARDOINO BESCO
Transformer Assembly LEO J. BLANCHETTE
ROBERT S. HATCH, Foreman JOHN BOUCHARD
RONALD H. ALVING ARCHIBALD J. BROWN
ANTHONY AQUILINO JEREMIAH CADOGAN
EDWARD J. BELLIVEAU HENRY R. CHRISTENSON

103
GEORGE W. CROSSMAN Industrial Engineering
RICHARD T. DUGGAN DAVID L. FOSS, Manager
EDWARD C: FREELAND WILLIAM G. COOPER,
MORGAN J. GRANT Supervisor, Test Engineering
WILLIAM HATCH DONALD R. FODEN, Supervisor, Rates
JOHN P. HILDRETH WALTER H. HIGGINBOTHAM,
GEORGE H. HODGSON Production Engineer
EDWARD S. KITOWICZ GEORGE E. PILKINGTON,
MICHAEL LALLI Production Engineer
RALPH H. LEBALLISTER NELSON S. PRESLEY
HARRY W. LEIGH ROGER R. SMALL,
THOMAS F. MANSFIELD Production Engineer
WILLIAM F. MCKELVIE C. LESLIE THOMPSON
HAROLD A. MEUSE
JOSEPH A. OLIVER Purchasing
ELMER PETERSON DAVID W. PILKINGTON,
ANTHONY A. RIOUX Purchasing Agent
ELTON J. RABBLES THOMAS R. MONTAGUE,
Rocco A. ROBERTELLO Assistant to Purchasing Agent
WILLIAM G. ROBINSON VIRGINIA S. BARTLETT
ANTHONY P. SCHREIBER MARY S. BROWN
RAYMOND A. SEEGER JUDITH A. HARRIS
TAUNO O. SEPPANEN
CHARLES R. SYRJANEN Receiving
WILLARD E. WALCOTT DAVID R. LORING, Supervisor
SHERWOOD L. WARREN DONALD A. BATES
JOHN C. WOJSZNIS CLARENCE S. WOODMAN

Quality Control
CHARLES L. WOODFORD, Supervisor
MANUFACTURING-BOLTON
PHILIP W. POWERS, Electrical Inspection
Manufacturing Manager JOHN R. YETMAN,
Supervisor, Final and Electrical Inspection
PETER M. BYRNES
Production Office JOHN J. FORHAN
WALTER F. ALDENBERG, Supervisor
GAIL P. HELLAWELL Mechanical Inspection
DIANA M. JACKINS STEPHEN E. MCAVENE,
SHIRLEY E. LITTLEHALE Supervisor, Mechanical Inspection
DONNA L. LOLREIRO ROBERT M. KIMBALL
SANDRA G. LOZIER NORMAN P. POIRIER
LEE ANN MARA HAROLD L. RODENHISER
LINDA ANN MORRISON RICHARD O. SYKES, JR.
BARBARA A. NAGLE PATRICK C. WALSH
SUZANNE D. QUA BARRY C. ZINK
WENDELL F. SHEPARD
MERCEDES S. STASINSKY

104
Plant Production CHARLES A. COCHRAN
LEO D. VANNI, RICHARD COLLETON
Manager, Production Operations DANIEL L. CORLISS
ROBERT MCKAY SMITH, GEORGE C. DUNNELLS
Administrative Assistant EINO A. EKLUND
ALFRED H. PARLEE LAWRENCE W. FISHER
ALBERT H. GOTTSCHALK
Assembly Department GEORGE D. GOWER, JR.
JOHN F. MCCULLOUGH, JR., Foreman RONALD J. HART
HARVEY H. NEWHALL, LEONARD W. LAMPORT
Assistant Foreman GEORGE D. LEBLANC
ROBERT E. BROOKS FREDERICK A. LINDQUIST, JR.
JOHN E. CASEY JOHN A. RAKIEY
FRANCIS X. CORCORAN HOWARD C. REYNOLDS
CHARLES R. CULGIN LEE M. RICHARDSON
WALTER L. DUNCANSON WILLIAM R. RODGERS
GEORGE C. DUNNELLS JOSEPH W. SANTORA
ROBERT I. DURAND JAMES F. SCANZILLO
RICHARD H. ERICKSON JAMES E. SMITH
EDWARD G. FAVRE IRVING A. WELLS, JR.
BRUCE E. HALLOWELL SHELTON B. WICKER
OWEN J. HILL DONALD G. WINTERS
UGO L. IANNETTI EDWARD W. WOOD
RUSSELL E. JAQUITH DWIGHT F. YOUNG
WILLIAM E. MULCAHY
DAVID L. NORTON Stockroom
KENNETH M. RIPLEY ALBERT I. MCCRACKEN, Supervisor
RICHARD A. SUBICK RONALD D. BUFTON
ANDREW A. MORRIS
Calibration Laboratory DAVID N. NIEMI
WILLIAM H. FISH, JR., Foreman
KENNETH C. CHAULK Toolroom
JOHANNES A. DOORNEBOS HARRY L. TRACY, JR., Supervisor
ROBERT J. HANSON THOMAS P. BURNS
FRANK G. HARRIS, JR. HAROLD C. HARWOOD, JR.
LAWRENCE R. KUJA EDWIN S. LIBBY
WILLIAM M. MCCULLEY JOSEPH C. PLACE
DON O. SMITH KENNETH B. VITTUM
DAVID A. TOLSTRUP
CONRAD ZAGWYN Maintenance
H. LESTER WILLARD,
Machine Shop-Bolton Superintendent of Plant, Bolton
JOHNSON H. LEARD, Foreman ARTHUR J. O’HARE,
LEONARD W. JACKSON, Supervisor Assistant to Superintendent of Plant
ROBERT G. ALLEN ROBERT DOUGLAS, JR.
RALPH J. BANFIELD ROBERT D. HOCHARD
GERALD R. CHAULK STEPHEN KOBUS

105
ANDREW L. LARSEN ANTHONY P. KALINOWSKI
CLIFFORD R. LAURSEN SEMA KENJOSIAN
ROBERT L. LAURSEN MARIS LISTELLO
DONALD S. O’LEARY JEANNE L. MARSICO
FRANCIS J. SOFALY JUDITH A. PAAPE
RALPH E. THORNE GLEN I. PERSONETT
ROGER M. WHEELER ROBERT L.SCHERER
HARRY C. WRIGHT
Cleveland District Office
LEROY C. FRICKE, Manager
MARKETING DANNY L. WOODWARD, Engineer
ARTHUR E. THIESSEN, MARY L. DONATO
Chairman of the Board
Dallas District Office
Sales Engineering (Domestic) EDWARD F. SUTHERLAND, Manager
MYRON T. SMITH, ERIC L. MUDAMA, Engineer
Vice President for Sales MARY JANE LANGLEY
WILLIAM R. SAYLOR, SHIRLEY I. REDFIELD
Sales Manager
LEO J. CHAMBERLAIN, Florida District Office
Assistant Sales Manager JOHN C. HELD, Manager
KIPLING ADAMS, RICHARD G. ROGERS, Engineer
Assistant to Sales Manager PATRICIA J. MORRIS
ROBERT W. INGRAM,
Engineer, Application Los Angeles District Office
ROGER C. PARMENTER, FRANK J. THOMA, Manager
Engineer, Application KENNETH J. CASTLE, Engineer
ROBERT H. ROBINSON, DAVID P. FRIEDLEY, Engineer
Engineer, Application JOHN R. ROSS, Engineer
JOHN E. WILHELM, HAROLD STEVENS, Engineer
Engineer, Application ALFRED J. GUAY, Service Supervisor
CALVIN S. WINROTH, N. JUDITH ATKINS
Engineer, Application MARCIA E. BRADLEY
LORENE M. ATKINS VERNA L. HARVEY
AGNES BARDOSSY VIRGINIA L. HINKLE
PATRICIA W. DEAN EUGENE G. LARSON, JR.
CYNTHIA K. GRESKA ERICH W. MUELLER
VERONICA A. KRYSIENIEL VANCE B. NOEL
DANIEL W. RODGERS
Chicago District Office ELAINE E. TOMCHECK
WILLIAM M. IHDE, Manager LYNN G. TRAHAN
ROBERT E. ANDERSON, Engineer
LANE W. GORTON, Engineer New England District Office
RICHARD W. RAYMOND, Engineer ROBERT B. RICHMOND, Manager
UWE F. WIECHERING, JOHN F. KEMPER, Engineer
Service Supervisor RALPH K. PETERSON, Engineer
LOUISE M. ACERRA ROBERT E. WILSON, Engineer
MARIE J. DESANTO NANCY I. ANDERSON
RICHARD J. GEYER HELEN R. WORRALL

106
New York District Office BETTY S. PAYNE
GEORGE G. ROSS, Manager BARBARA A. STEWART
J. PETER EADIE, Engineer MARY F. WATERS
RICHARD K. ESKELAND, Engineer CHARLES A. WILLIAMS
THOMAS H. MUJICA, Engineer
ROBERT D. OAKLEY, Government Sales
Engineering Assistant JOHN C. GRAY,
RAYMOND J. JONES, Contract Administrator; Engineer,
Service Supervisor Gov't Contracts; Security Officer
JOHN DIGIROLAMO ARMEN FERMANIAN, Engineer
SANTO GOLANDO FREDERICK W. BERTHEL, JR.,
HETTY E. LANNOM Engineering Assistant
WILLIAM T. OAKLEY JENNIFER M. BRADFORD
ESTELLE R. OAKLEY JEAN A. MARKARIAN
JOHN PYRA, JR.
DOLORES A. REILLY Exhibits
BILLIE M. REISSNER JOSEPH E. BELCHER, Manager
JANET C. ULBRICH PETER BUCKERIDGE
JOANNE D. FRAWLEY
Philadelphia District Office DAVID C. LEBALLISTER
JOHN E. SNOOK, Manager RICHARD H. RIENSTRA
CARL W. ALSEN, Engineer
ZOE K. BLIZARD Commercial
BARBARA K.STABERT DEANE C. BEEDY, Manager
FRANCES NAUGLER,
San Francisco District Office Administrative Assistant
JAMES G. HUSSEY, Manager H. MARIE CONLON
ALLAN L. ABBOTT, Engineer Domestic Orders
DAVID M. LLOYD, Engineer ROBERT P. MCAULIFFE, Supervisor
RENDA W. BLACKLER MARJORIE T. HARRINGTON,
SUSAN E. ORTH Assistant Supervisor
JACQUELINE D. RAVANO ELAINE C. BARTELS
DALE L. BERLIED
Syracuse District Office CAROL A. BIBBER
ROBERT P. DELZELL, Manager MILDRED W. CROSBY
CRAWFORD E. LAW, Engineer DONNA M. FRAWLEY
ALICE G. MAY THERESA P. FRAZER
SUZANNE F. HOLMES
Washington District Office JEAN V. JOKINEN
C. WILLIAM HARRISON, Manager BETTY JANE MANION
JAMES L. LANPHEAR, Engineer DIANE F. NOEL
GERALD L. LETT, Engineer THERESA A. PORTANOVA
DONALD W. BROWN, JEAN M. RUSSO
Service Supervisor DIANNE G. SILVIO
HELEN R. BRADY KAREN A. SOROKA
ADOLPH P. DROBISH, JR MARY A. TABLER
THOMAS G. KEEPERS

107
Export Orders Service
EUGENE F. FALLON, Supervisor HOWARD H. DAWES, Manager
DOROTHY E. CASHIN RANDALL G. ALEXANDER, Service Engineer
VIRGINIA M. CASHMAN JAMES A. DUNN, Service Engineer
DONNA L. CONNERS PAUL G. RICHMOND,
ZOFIA P. LAGON Supervisor, Parts Sales
SHIRLEY M. LESSARD MARSHA M. DAVIS
PATRICIA E. PLANSKY MARIE A. DIGERONIMO
ROGER S. HOTALING
NANCY L. LEMOINE
Government Orders ARTHUR M.LESAGE
EUGENE F. FALLON, Supervisor CLARENCE J. MATHESON
MARIE M. EHWA STANLEY J. PODLENSKI, JR.
ERLENE J. JARVI DIANE RADFORD
CATHERINE M. MCCUSKER GALE L. SAWYER
MARGARET SZYLVIAN JUDITH H. SHIRLEY

Office Services International Division

SANDRA L. ANDERSON STEPHEN W. DEBLOIS, Manager
PHYLLIS B. FLYNN DAVID F. OSBORNE, Engineer
ELIZABETH J. FULLONTON JOHN PFAFFMANN, Engineer
CHERYL T. HAMMOND MARY ELLEN CUTLER
HELEN M. HOEFLER SANDRA KENNEY
JUDITH E. HUME CONTENT M. PEARMAIN
ROSEMARY V. ORPIK
ELEANOR A. POULIN
General Radio Company (Overseas)
PETER J. MACALKA, Manager
Shipping °NORBERT J. KUSTER,
CHARLES H. RIEMER, Foreman Commercial Manager
JOHN T. LYNCH, Assistant Foreman °FRITZ BLASER, Warehouse Supervisor
JOSEPH L. O’BRIEN, Supervisor °KEES KENNIS
LAWRENCE F. ALLEN °MARLIS AESCHBACHER
JOHN M. CAREW °YVONNE BLASER
JAMES J. COLLERAN °HEIDI CHRISTEN
MYLES M. COLLERAN °MARGRITH JUNGER
THOMAS F. COLLERAN °LILIAN ADELE KUNZLI
EDWARD R. COMERFORD °BRIGITTE SCHMID
RICHARD F. DAISY °GRO employees
CARL W. HOFFMANN
LAWRENCE E. JONES General Radio Company (U.K.),
JOHN A. MANCHUSO
PAIL F. MCLAUGHLIN Ltd.
FRANK SILKONIS IAN H. SICHEL, Manager
WESTLEY WESTBERG DONALD M. VOGELAAR, Engineer
DONALD F. SANTORA---BOLTON °WINSTON BLAKE, Service Supervisor
°SYLVIA CURTIS,
Commercial Supervisor
°JANET WADLEY
°GRL employees

108
Toronto, Canada Office Mailing List & Sales-Literature Stock
ARTHUR KINGSNORTH, Manager J. WARREN BLAKE, Supervisor
RICHARD J. PROVAN, HAROLD J. ANDERSON
Engineer (Montreal) MARY E. CHAMNESS
RONALD F. MOSSMAN, Engineer LILLIAN R. DODGE
WALTER F. OETLINGER, DOROTHY R. FINNERTY
Service Supervisor GLADYS J. LEHTINEN
ERNEST G. BROOKS CAROLE ANN MEERS
DOREEN P. GIGL HARRY B. MORSE
LILIE F. MOORE CAROL ANN QUINN
AUDREY E. NORREY WOODROW W. RUTHERFORD, JR.
PEGGY S. PERRY NANCY SMITH
KONRAD WANNER
Art
Sales Promotion BARBARA MELENDY, Artist
CHARLES E. WORTHEN, Director LILLIAN F. KENSLEY
CONSTANTINE J. LAHANAS, Manager CONRAD W. MASSON
ARMINE R. ARPIARIAN JANE S. PUTNAM
MAUREEN DEE
Photography
Publishing RUDOLPH F. RECKE, Photographer
MARTIN A. GILMAN, FRANCIS E. BOLIEAU
Assistant Manager VICTOR P. JOHNSON
AUDREY J. BOYAN, Assistant Editor
JUDITH S. BEAULIEU Marketing Research and Statistical
CAROLE A. BENNETT WILLIAM R. THURSTON, JR.,
LUCY M. GIRARD Manager, Marketing Research &
NANCY E. HARPIN Statistical
LYNDA L. JELLIS ELEANORA HUTCHINSON,
Manager, Statistical
Advertising ROBERT A. BOOLE,
RICHARD A. JOKINEN, Engineer Engineer, Marketing Research
DONALD W. KERR, Engineer H. ALBERT WEBB,
RICHARD P. LAJEUNESSE, Engineer Supervisor, Statistical
ELLEN J. WALDRON JUNE KING,
ARLENE M. WHITE Administrative Assistant, Statistical
NANCY H. BANCROFT
Technical Writing SHIRLEY A. BLOOD
FREDERICK T. VAN VEEN, NANCY HALLOWELL
Technical Editor JEANNE L. JACKINS
CAROLYN BIRMINGHAM, Engineer BARBARA R. MORRISON
WILLIAM E. COLLINS, MARCIA K. PERRY
Technical Writer HELEN W. SMITH
WILLIAM B. REICH, Technical Writer SUSAN H. SPANGLER
DONALD B. WALDEN, Engineer
ALICE M. ANDERSEN

109
Co-operative Students
Cornell THOMAS J. COUGHLIN
DONALD P. AUSTIN BELFORD E. CROSS, JR.
BRUCE R. CARPENTER JOHN C. DONOHUE
JOHN H. JAMES JON A. EBACHEB
ROBERT M. SPRAGUE DAVID FECITT
ALBERT J. GRUBIS
JAMES F. HASHEM
MIT BRUCE J. JAY
THOMAS J. BARKALOW DAVID A. JOHNSON
MATTHEW L. FICHTENBAUM NEAL H. KLEINBERG
PAUL L. KEBABIAN F. NILS KROOK III
KARL B. KEHLER ANTHONY J. LOMBARDI
ROBERT OCHIS DOUGLAS G. MACDONALD
ARTHUR R. SINDORIS DOMINIC P. MARRO
DAVID H. SLOSBERG DONALD E. MOODIE
WAYNE P. STEVENS JAMES F. MORROW III
JAMES L. SWEENEY CHARLES T. NAMUR III
ROBERT T. SZPILA DAVID R. O’BRIEN
JOHN J. VENCILL THEODORE J. OLDAKOWSKI, JR.
PETER V. YOUNG FREDERICK A. OTTO
FRANK PERILLO
ROBERT G. PETERSEN
Northeastern PETER A. PREVITE
DEAN ADAMS DAVID F. RIVERS
GEORGE B. AMERAULT, JR. WILLIAM D. SPARKS
WILLIAM CHAPMAN JEFFREY L. STRUTHERS
WILLIAM A. CLARK PHILLIP A. SZATHMARY
WILLIAM J. CONNOLLY GARY L. TATER
WILLIAM F. WYMAN, JR

110
Retired Employees
HENRY T. ANDERSON CHARLES M. KEIRSTEAD
JERRY W. ANDERSON HORATIO W. LAMSON
JOHN C. BLAKE WILLIAM A. LEWIS
CHARLES T. BURKE ERROL H. LOCKE
CARMINE CARBONE JOHN J. LYDON, SR.
ALVAH W. CHASE C. HENRY MACINTOSH
FINN I. CHRISTENSEN DAVID D. MACLEAN
EDWARD T. CLARKE PAIL K. MCELROY
JOHN M. CLAYTON EMIL MOHLER
ADRIAN W. CLEVELAND SARAH F. O'CONNELL
ALBERT W. CLISBEE THOMAS PALMER
MARTIN J. COLLINS ROBERT J. PATTERSON
HAROLD A. CORKUM FREDERICK E. PETTITT
LEWIS S. DRURY WILLIAM T. BEGAN
HAROLD O. ERB JEROME A. REINHALTER
EDWARD A. FAVRE WILLIAM J. RICHARD
ROBERT F. FIELD HAROLD B. RICHMOND
WILLIAM H. FISH HARRIET L. RODGERS
JOHN F. FLOOD JOHN J. RYAN
ROSCOE W. FROST EDWARD C. SAUNDERS
JOSEPH M. GALE FREDERICK W. SCHULZ
GORDON J. GOULD HENRY S. SHAW
CHARLES E. HILLS, JR. ARTHUR B. SZIDAT
MERRILL C. HOBART MARGARET A. TIERNEY
SIMON HOCHARD ALICE F. VAN ARMAN
HAROLD P. HOKANSON CHARLES R. VEINOT
HENRY A. JAWORSKI JOHN M. WADE
KNUT A. JOHNSON HAROLD S. WILKINS
EDUARD KARPLUS FREDERICK W. WILLIAMS
LOUIS ZOLOT

111
INDEX

Abbe, Ernst Co . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . 8, 9
Adams, Kipling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . 59, 63
American Telephone and Telegraph Co. . . .. . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . 6, 7
Arguimbau, L. B. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . .. 37, 40
Armstrong, E. H. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . 3, 9

Bedell, Frederick . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39, 40

Bell Telephone Laboratories. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 38
Belotti, Ing. S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .79
Benefits, employee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..13, 42, 44, 46, 47, 53, 88
Bickell, G. E. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . 51
Blue Cross-Blue Shield . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . 42
Bolton Plant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . 66, 76, 77, 78, 81
Bonus plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . .. . . . . . . . . . . . . . . . . .. . . . . 9, 88
Bousquet, A. G. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Braun, Karl . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . 39
Bridges, capacitance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. .. . . . . . . . . 17, 18
Bridges, impedance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38, 71
Brown, Cyrus P . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5, 11, 12
Burke, Charles T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . 18, 19, 32, 72

Cady, Charles A. . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . .. . . . . . . . . . . . 61
Cambridge Plant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . 16, 30, 54
Campbell, G. A. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Carey, Charles C. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52, 57, 65, 67, 72, 78, 79
Catalogs, GR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . 7, 31, 32, 42
Central Trust Co . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . 33
Chamberlain, Leo J. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . .. . . . . . . . . . . . . . 76
Clapp, J. Emory . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2, 3
Clapp, James K. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31, 32
Clapp-Eastham Co. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2, 3, 5
Clayton, John M. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Cleveland, A. W. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58, 69
Committees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83, 84, 85, 86
County Bank. . . . . . . . .. . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Credit Union . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26, 90
Cutting, Fulton . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

DeBlois, Stephen W. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .. . . . . . . 74
DeForest, Lee. . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Duratrak . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . 63

"E"Award. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Eastham, E. L. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . 2
Eastham, Melville . . . . . . . . . . . .2, 5, 6, 7, 8, 11, 18, 21, 22, 23, 27, 32, 34, 41, 52, 56, 57, 62, 81

113
Easton, Ivan G. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72, 78
Easton, M. T. . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Emery, Ralph C . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . 5,11,12
Employees, number of . .. . . . . . . . . . . . . . . . . . . . . . . . . .5, 20, 32, 42, 56, 58, 65, 68, 81, 86, 88
Erb, Harold O. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9, 13
Experimenter, GR. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19, 40, 55, 67
Export markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35, 53, 73, 81, 87

Field, Robert F. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 38

Financial position . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33, 35, 42
Financing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5, 12, 65, 81
Flint, George . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Floor space . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 20, 32, 46, 55, 57, 65, 69, 77
Fricke, L. C. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
Fulks, Robert G. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

General Radio (Overseas) . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74, 81

General Radio ( LT. K. ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . 74, 81
Genradco Trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26, 41, 81
Groenpol . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Gross, Ervin E. . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

Hall, Henry P. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Held, John C. . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . 76
Hertz, Heinrich . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Hills, Charles E., Jr. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 52
Holtje, M. C. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . 64
Horton, J. W. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29, 38
Hours, work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13, 53, 90
Hull, Lewis M. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Hurlbut, E. D. .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Hussey, James G.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

Incentive plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34, 35, 44

Institute of Radio Engineers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6, 20
Insurance, group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11, 88
International Seminars . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79, 80

Johnson, J. B. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . 39
Johnson, Knut . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Junior Achievement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90

"K" Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34, 35, 89

Karplus, Eduard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38, 55, 62
KDKA, Radio Station . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . 13
Keller, J. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . 74
Kingsnorth, A. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . 67

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Lamson, H. W. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . 12, 19, 32
Locke, Errol H. . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . 12, 21, 25, 26, 52, 57, 65
Luscomb, O. Kerro . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . 3
Lush, Arthur J . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . .. . . . . . . . . . . . . . . . . . . 12

Mabrey, R. E. . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . 41
Macalka, P. J. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Mass. Institute of Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . 28, 31, 52. 81
Maxwell, J. Clerk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Mayer, Elmer E. . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Mayo, Lawrence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
McElroy, P. K. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12, 32, 58, 67

National Shawmut Bank . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

Necco . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51, 68
News, GR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42, 58

Oscillators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18, 19, 31, 45, 46, 55, 62

Oscilloscopes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39, 40
Ovington, Earle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Patterson, R. W. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Peterson, A. P. G. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Pexton, Lawrence H. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65, 72
Pierce, G. W. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3, 12
Posthumus, A. A. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29, 87
Powers, Philip W. . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
Production and techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42, 43, 44, 45, 88
Profit-Sharing Trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47, 81, 89

QST. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . 19, 20
Quackenbos, J. D. . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . 72

Radio Corporation of America . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Radiophon, Ets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Rahm, H. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Rawson, Homer E. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12, 25
Raytheon Company .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . 12
Retirement Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46, 47
Rice, C. E. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51, 68
Richmond, Harold B. . . . . . . . . . . . . . .. . . . . . . .. . . . . . . . . 12, 21, 22, 27, 28, 35, 52, 57, 65, 67
Riemer, Charles H. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Sales Engineering Offices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41, 59, 60, 76, 78, 86

Sales volume . . . . . . . . . . . .. . . . . . . . . . . . . . . . 33, 35, 36, 46, 51, 53, 55, 57, 59, 65, 69, 75, 81
Saylor, William R. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Scott, H. H. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38, 45

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Serendib . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Shaw, Henry S. . . . . . . . . . . . . . . . . . . . . . . 11, 12, 19, 21, 23, 24, 25, 32, 34, 38, 41, 52, 56, 81
Sherwood, W. H. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Sinclair, Donald B. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40, 65, 67, 72, 78, 79
Smiley, Gilbert . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Smith, Myron T. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41, 72, 73
Soderman, Robert A. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . 71, 78
Stock ownership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 81, 82
Sutherland, E. F. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78

Television . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . 59, 61
Thiessen, Arthur E. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 52, 57, 65, 67, 72, 78, 79
Thurston, William R . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62, 71
Tucker, Frank L. . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . 52, 57, 65
Tuition-Refund Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Tuttle, W. Norris . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37, 39

Vacations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11, 46, 56, 90

Variac autotransformers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . 38, 39, 62, 63
von Ardenne, M. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Washington, Bowden . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Watrous, Ralph C. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5, 6, 11, 12
West Concord Plant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57, 58, 65, 66, 68, 69, 70, 76, 81
Wilkins, Harold S. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Willyoung, Elmer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Wilson, Harold M. . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . .. . . . . . . . 62, 68, 78
WorldWar I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
World War II . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . 49, 50, 51, 52, 59, 75
Worthen, Charles E. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Zeiss, Carl . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .. . . . . . . . . . 8, 9
Zwicker, Ashley C. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . 5, 12

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