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Originally Posted by Demigrog
A lot of companies intentionally pick managers for engineering groups that have no knowledge of the subject they are managing. Supposedly they do it to keep management “open minded” and to cross-seed experience from other disciplines. In my experience, it merely makes the manager over-reliant on advice from senior engineers that is often skewed towards a particular solution or process. Worse, it leave the manager incapable of telling when a program is out of control or headed in the wrong direction.
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One of my definitions of a manager is someone who only knows what they're told. When asked whether a system is functioning properly or not, a manager goes and asks an engineer; an engineer actually runs the system.
I've always tried to stay on the technical side of that divide, though not always successfully.