The changing role of the middle manager in engineering

Abstract

It is pointed out that engineering managers, like middle managers in many American companies, are experiencing significant changes in their roles and responsibilities. As American businesses respond to growing competitive challenges from home and abroad; many have begun a reevaluation of their management organizational structure with particular attention to the middle management level. New organization designs are appearing with increased span of control and responsibility. At the same time, levels of management are being eliminated. All of these changes are having a significant effect at the middle management level. It can be seen that new skills are needed by management as top management asks for a shift in corporate culture. Some propose that, in engineering, managers become more of a coach and leader and less of a technical expert. Others agree that leadership and mentoring is needed, but the middle manager in engineering should remain a technical resource. There must be greater emphasis on a management style that supports participatory management. In order to be a better coach and leader, a manager must become an excellent communicator who also is skilled in the efficient utilization of time on the job.<>