Donald L. Ritter - Academic and Private Work

Academic and Private Work

Ritter was a scientific exchange fellow for the United States National Academy of Sciences-Soviet Academy of Sciences, Baikov Institute in Moscow from 1967 to 1968. He was an assistant professor at the California State Polytechnic University, Pomona, and a contract consultant for General Dynamics, Pomona from 1968 to 1969.

He was a metallurgy faculty member and assistant to the vice president for research at Lehigh University from 1969 to 1976, and later the manager of research program development at Lehigh University from 1976 to 1979. He also worked as an engineering consultant to industry.

Read more about this topic:  Donald L. Ritter

Famous quotes containing the words academic and, academic, private and/or work:

    You know lots of criticism is written by characters who are very academic and think it is a sign you are worthless if you make jokes or kid or even clown. I wouldn’t kid Our Lord if he was on the cross. But I would attempt a joke with him if I ran into him chasing the money changers out of the temple.
    Ernest Hemingway (1899–1961)

    Being in a family is like being in a play. Each birth order position is like a different part in a play, with distinct and separate characteristics for each part. Therefore, if one sibling has already filled a part, such as the good child, other siblings may feel they have to find other parts to play, such as rebellious child, academic child, athletic child, social child, and so on.
    Jane Nelson (20th century)

    The twentieth-century artist who uses symbols is alienated because the system of symbols is a private one. After you have dealt with the symbols you are still private, you are still lonely, because you are not sure anyone will understand it except yourself. The ransom of privacy is that you are alone.
    Louise Bourgeois (b. 1911)

    Unless a group of workers know their work is under surveillance, that they are being rated as fairly as human beings, with the fallibility that goes with human judgment, can rate them, and that at least an attempt is made to measure their worth to an organization in relative terms, they are likely to sink back on length of service as the sole reason for retention and promotion.
    Mary Barnett Gilson (1877–?)