From: John Larkin
Subject: Re: Cutting corners?
Date: Mon, 23 Dec 2002 09:13:09 -0800
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On Mon, 23 Dec 2002 15:33:54 -0000, "John Jardine"
>it wrote in message news:email@example.com...
>> Hello everyone,
>> I read the posted salary survey and it indicates that only the good
>> engineers are rewarded by getting promoted to management thus getting a
>> higher salary. If the incentive for good work is money through management
>> than I am wondering perhaps there is another route for engineers to
>> - It seems to me in order to become a Design engineering manager you need
>> get a PhD nowadays, much harder than getting an MBA and becoming business
>> finance manager, so why not cut corners to better income ?
>> (design is not so great anyway when you hit deadlines or lose track of
>> current stuff)
>> - Can some of the pros let me in what becomes most important with
>> experience, age and family ( right now I love design puzzles, being around
>> smart people and doing teamwork but I suppose as I mature my views on
>> are going to change?)
>> Hope for advice
>(I'm sure I've seen this post [in other guise] twice before)
>It is *not* a 'promotion' to move to management. It is just another job that
>pays more money for doing less.
>From a companies POV it would be a stupid waste of talent if good engineers
>have to take the management path in order to get more cash.
>(Notice I say 'good' engineers).
>What gets me is a smug management perception that engineers 'lack' some
>certain vital qualities (to be divined only by the management themselves)
>sufficient that skilled people can only be allowed to sit on a 'lower' rung
>of the pecking order.
>The management class will at all times, fight tooth and nail to maintain
>this status quo.
Personally, I think all this management bashing is silly and juvenile,
and explains precisely *why* engineers need to be managed. The
function of a manager is, first, to direct workers as to what they are
supposed to do and when they should get it done. Left alone, without
guidance from marketing, sales, and management, engineers wouldn't
know what to design, and nobody would sell it when it was done, so
there wouldn't be any money to pay them.
I've seen far too many engineers and scientists start their own
businesses, spend all their time playing with technology, and fail,
because they weren't willing to manage *themselves*.
In well-run companies, managers are ex- (or even still-) engineers,
who understand the technology and can tell good, quick work from bad,
slow stuff. The ones I work with - at Varian, Pratt&Whitney, Lockheed,
Agilent, and several of the national labs, are generally very good.