This paper reports on a study conducted in an industrial research laboratory, which examines the sources of strain that might be expected between scientists and managers. It further examines some of the mechanisms that appear to reduce the development of these sources of strain. Of seven hypothesized sources of strain, only two were evident. The absence of other sources of strain seemed to be due to separation of major functional roles within the organization, similar attitudes and backgrounds of scientists and managers, and mechanisms neutralizing the restraining effects of external demands placed upon the organization. Two general hypotheses conclude the paper. First, managerial dependence upon scientists leads to a modification of traditional bureaucratic devices in operating large research organizations. Second, administrative and managerial structure acts as a filter of organzational uncertainty, enabling the scientist to work in an apparently stable organizational world, less disruptive than it appears from a managerial perspective. Todd R. La Porte is visiting assistant professor of political science at Stanf ord University.