The transition of an engineer to an engineering manager: The people problem.

“A review of existing literature and a survey of engineering managers are used to determine the work of the engineering manager, the career path leading to an engineering management position, and the skills that should be acquired by the engineer desiring to make the transition to an engineering management position. The work of the engineering manager, like that of any manager, is getting things done through other people. In advancing to the first formal management position, the engineer usually passes through three career stages: engineer, informal manager, and formal manager. While advancing through these career stages, the engineer must increase his skills in three vital areas: his ability to handle people, his understanding of business, and the breadth of his technical knowledge. The most critical area of expertise for the potential engineering manager, the ability to handle people, is described as the people problem. The people problem includes the delegation of authority, the assignment of responsibility, the motivation of subordinates, and effective communication. Because of the technical (as opposed to interpersonal) orientation, the independent nature, and the job expectations of engineers, the people problem is particularly acute for the engineering manager”--Abstract, page ii