Engineers as Managers

Abstract

The intellectually based effectiveness is differentiated from the emotionally based effectiveness of the manager. Although they are obviously interrelated, the required outcomes of a manager's behavior are largely not a function of intellect, but a function of emotions (both handling inputs and projecting positive emotional outputs). The academic setting does not, in a curricular sense, handle the emotional based effectiveness. And in reality it should not, since this base of effectiveness is so well‐established in the individual by a young age (and is primarily immutable). Selection for line management is the tool to address this facet of management preparedness. On the other hand, the engineering training in evaluation content (technical), if combined with work experience (co‐op), does provide a basis for the intellectual basis of management. However, a good engineering education does not predict management success or effectiveness. And it should not be viewed as designed to insure a cadre of management talent to be line or operating managers. Only selection and carefully designed work experience can insure such a cadre.