Executive Chairs for Engineers?
Authors: Weigle L.J. 
Published: December 2007

This is a discussion of opportunities engineers have today to move into executive positions. The author outlines characteristics the engineer needs to meet demands of management in various complex, dynamic environments. Technical training and engineering philosophy are compared with the requirements for general management positions. Problems faced by engineers in making the transition from a technical field to the broader aspects of management are discussed and the individual is challenged to evaluate his qualifications for and interest in all executive chair. The author also summarizes the basic philosophy of executive development emphasizing opportunities for engineers to develop talents for executive responsibilities.

Introduction

"Engineering is the Profession in which a knowledge of the mathematical and natural sciences gained by study, experience and practice is applied with judgment to develop ways to utilize, economically, the materials and forces of nature." --HAROLD E. FOECKE

The term executive chair is not used here to mean a piece of furniture, nor an advanced appointment in the academic world. It means a position in the hierarchy of business-a leadership role based on the authority of a man's position-rather than his technical or professional competence. The executive chair epitomizes a turning away from the professional world to the world of power, influence and decision-making in business.

Careers

Business careers are not static. Men react differently throughout their tenure in business. The things which motivate them at higher levels of responsibility are different from those which moved them in their earlier years. Their restless nature drives them toward professional progress during their early years in business. They invest much of their energy in developing specialized technical competence. Then at some point, even quite early for some men, they see a dilemma ahead. Shall they strive toward the executive side of the organization? To do so means making a choice. When one uses the term executive, it is a broad and indefinite word. If one calls himself a mechanic, or a doctor, or a scientist, others can visualize the types of duties he performs. But the term executive has vague and fluid boundaries, which vary with organizational level and environment. We are not using the term organizational level here to mean a group leader, nor to identify one who does work similar in nature to that of a group be supervises. We mean the upper slopes of a business structure, the top, or neartop, management positions occupied by people who are concerned with manning and managing the affairs of the organization, those who get things done primarily through the efforts of other individuals. Theirs is a role of decision and direction. Others perform and carry out their decisions and directions.

Criteria

The executive of today is different from the rugged individualist of 50 years ago. That individual was typically both boss and owner. His role was that of the strong man, and he operated in a highly dictatorial manner. Today's executive operates in a framework in which he is subjected to pressures, restraints and evaluations from many sides. He is a focal point between the community, the public agencies, the owners and the workers. Such an environment not only influences and molds his behavior and characteristics, but it also places special demands on his personal life. With the accelerated pace of new knowledge and technological improvements, the job of the executive is continually changing. Also, the environment in which an executive must live varies by industry, company and by jobs within a department. Thus, an executive's function cannot be specifically defined. The work to be done by the executive, however, is subject to some analysis. Therefore, we can examine the more important criteria for success in this field. The executive's prime concern is decision-making, for business is decisions; but this type of decision-making is not readily reduced to logic, with an array of principles and factual data. The executive needs information, but to this he must add his interpretation of the situational factors and apply good judgment. Thus, he must integrate concepts with results. He must weigh both climate and human reactions with factual data. He must compromise in one direction in order to maximize results in another. In short, he must constantly strive for excellence but be willing to accomplish the possible. Present-day business is, of course, too complex for one man to make all the decisions.

JPT

P. 254ˆ