chrismb wrote:I rather think that the best bosses for engineers are probably those with some vision of application, not ones with engineering knowledge. Just one of those management dichotomies. The other big dichotomy is that the best managers do nothing; at least, they do nothing when things are going well and work hard when things are going wrong. Bad managers are the inverse; they do lots of stuff when things are going well (to mess it up) and do nothing when things are bad.
That matches what I've experienced, too.
The best managers may not be all that technically astute, but they have a clear vision of the end product, and they give their engineers the freedom and resources to accomplish it.
The bad managers will micromanage to the point of absurdity, often giving the engineering work to accountants and the accounting work to engineers. Their main concern is political impacts to their career, screw the product/customer/physics/etc.
I was once hired by a mega-corporation to investigate frequent in-service failures in a life-critical system. On the first day, my pointy-haired boss (the second of three during my career) told me the failures were due to a certain sensor (he was
very emphatic about that), but they couldn't reproduce the failures in simulation. Starting from scratch, I was able to simulate the failures with more accurate models of the plant physics, combined with a "perfect" sensor model. So the sensor wasn't the problem, it was that the controller design was too sensitive to system nonlinearities. In the course of this investigation, the modeling software normally used at this company mysteriously stopped working (on my computer only). Their IT people were clueless, and I eventually had to use trial software downloaded from the web to complete the work.