The state of engineering management: a view from the trenches

There have been many theories and proposals for effectively managing engineers. Seldom discussed, however, are the impressions working level design engineers (i.e., nonmanagerial engineers) have of their managers or their company's management philosophies. This paper presents a critical analysis of engineering managers and management philosophies from the perspective of a working level engineer. The paper initially discusses the first level engineering manager and then progresses to a discussion of upper engineering management. Unfortunately, some of the views expressed are negative. Two common complaints are: (1) the lack of technical expertise of many first level managers; and (2) the unwillingness of upper management to examine bureaucratic policies that affect productivity. The paper is not simply a complaint forum as there are several examples of management techniques (from different companies) which have led to good working relationships and higher levels of engineering productivity.<
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