So You Want To Be An Engineer. Ray Floyd
can adversely affect the bottom line. In most instances, young engineers will be given some guidance and thus protection against the possibility of catastrophic failure early in their career. Academics provide the fundamentals and introductory tools for the engineer, but it is the application of that knowledge and those tools within the industrial environment that will define the success or failure of an engineering career.
By some interpretations, the four approaches above are simply the old fashion rules of courtesy or manners. Before exception is taken to “old fashion,” look around and see how many examples of poor manners, or lack of courtesy, can be observed in a day. The list, unfortunately, is very long. Consider people failing to hold doors for others, even for their own family members, cutting into lines, yelling at clerks in a store, yelling or gesturing at other drivers, or simple acts of rudeness, and the list goes on. When looking at the work environment, how many times do you hear “Thank you” when you hand in a report you were asked to complete, or do you say it to someone who, for example, gives you your tickets for a trip? Even considering that the work done may be within the expected assignment, what is the impact of such simple words? In those two words, you are demonstrating consideration for the other person’s time on your behalf. On the other side, how about the remark, “That’s the dumbest idea I have ever heard,” given by a peer or even a manager in a discussion. It may be the dumbest idea ever, but the remark itself is probably right next to the dumb idea as being out of line. Being embarrassed in front of one’s peers is among the worst things that can happen to an individual in the work place.
Sensitivity training is one of the more important goals covered in modern manager training classes. It is seldom discussed during academic courses, unless working as a team is involved. Even then, because most such team efforts are short term, the expedient solution to a problem may be simply to reassign the offending team member to a new team. There’s little discussion about the role of being sensitive to the needs of others. In particular are the current topical lessons covering sexual harassment, where ignoring such rules can result in a career-ending termination. The need for sensitivity goes far beyond just sexual harassment. It applies to anyone’s feelings, beliefs, or personal traits that could cause anguish, pain, or embarrassment for that person if discussed in public. Understanding events, pressures, and other circumstances involving co-workers or others with whom you have to interface exposes you to areas where you must be attuned to other people’s feelings. It may not always be comfortable, but the more sensitive you are in dealing with other people’s needs, the more successful you will be in your own career.
The use of sarcasm offers one of the greatest opportunities for exposure to insensitivity. Quick, cutting remarks may seem funny at the time, but in retrospect may cross the line, damaging peer-to-peer working relations. The use of sarcasm by a manager to a subordinate could even be worse. A sarcastic remark flung in your direction can make you feel diminished and less willing to work with the individual verbally abusing you.
Being consistent in how you approach work, deal with people, handle various situations, and even how you handle your boss can go a long way in ensuring a successful career. Being consistent says that assignments are completed on time and satisfactorily, providing indications that you can be depended on. Although this trait is important to the average engineer, it is especially critical as a manager.
For example, if a manager is inconsistent in handling job evaluations, the word will get around that, “The boss sure takes care of his (or her) favorites.” Just the hint of being inconsistent can destroy the credibility of managers in the eyes of their staff. This does not mean that the expectations of a group of personnel are all the same. There are different skill sets, levels of experience, and a number of other items that may change the level of expectation between individuals. Such expectations, when applied consistently across the staff, will be recognized and appreciated by those being managed. Consistency and expectations can become even more critical when peers, having worked together for a number of years, suddenly experience that great schism — one of them is promoted to the position of manager of the group and is now the boss. Now the new manager must address personnel issues, performance problems, salary adjustments, and a host of other issues affecting individuals who formerly were their colleagues.
In addressing competence, one would hope that you will rise within an organization based on your demonstrated ability. That said, perhaps the best known comment is from Dr. L. J. Peter’s best-selling book, The Peter Principle, “In a hierarchy every employee tends to rise to his or her level of incompetence.” If you are comfortable in rising to your level of incompetence, so be it. But be sure to get out of the way. Others with no more competence than you will be willing to research, learn, and adapt their knowledge to new situations and opportunities. They may not be the greatest researcher, board designer, chip designer, and so forth, but they work to gain sufficient knowledge to understand the concepts being employed. Their adaptation is the very strength that will allow them to continue to rise within the hierarchy — in spite of their initial level of incompetence at each rung of the ladder. They follow another old saying in the business world, “Lead, follow, or get out of the way!”
Actually the question is not as simple as it implies. The decision as to any degree beyond high school depends on what individuals want to do, their personal interests, as well as the requirements for entry-level positions and for future growth opportunities. It should be noted that the following comments are applicable to the educational system in the United States, but may vary considerably in their application to non-U.S. educational systems. Given that, what then might drive an individual to pursue a Bachelor, Masters, or Doctoral program?
Part of the selection process is in first determining the answer to the often-asked question, “What is it you wish to be when you grow up?” Although the question is simple, the answer may be complicated by many factors: interests, background, financial concerns, educational accomplishments, and so on. As a matter of fact, many students begin with one goal in mind and find that the goal changes as they learn more about their choice of study or develop other interests.
One of the fundamental choices the student must make is whether to pursue a career in the Arts or Sciences. In the first case, the studies will center on education, art, speech, business, philosophy, and similar fields. In the latter case, the studies will center on engineering, computer science, mathematics, physics, or other such fields.
Once the student determines what field to pursue, another decision will be what school to attend. In many cases, the student will go to a nearby school or one that will provide the degree they wish to obtain at a reasonable cost. Almost all such schools will provide a reasonable program, preparing students for their planned careers. For students who have a strong interest in research, however, the list of schools recognized nationally for their strong research programs is limited. Based on our recruiting experience, some schools that come to mind are Carnegie-Mellon University, Rensselaer Polytechnic Institute, Georgia Institute of Technology, Massachusetts Institute of Technology, California Institute of Technology, Stanford, and Purdue, just to cite some examples.
Given that most schools will provide the student with the fundamentals for their program of interest, students must determine what program contains the information most directly applicable to their interests. In some cases, for example, a school may offer a degree in electrical engineering, with all the requisite courses expected for that program. A closer look, however, may reveal that the upper-level classes may stress motor design or similar specialty, whereas the student is interested in control systems — not necessarily a good fit. Look closely at the school offerings; in many cases, the offerings will reflect the employers in a region, with specialties closely aligned with the employer needs. Also, school offerings may reflect societal interests, i.e. agriculture, animal husbandry, and similar offerings in a heavy farming oriented area.
In many cases, a Bachelor degree will be sufficient for a successful career. In some rare cases, the employer will place requirements on the new engineer to obtain a