Educating engineers to be managers: an uneasy alliance between companies and colleges

Summary form only given. Over 500 Silicon Valley engineers enrolled in MBA programs were surveyed. Approximately 200 different companies were represented. Further insights emerged from follow-up respondent interviews and extensive discussions with human resource managers from four different companies along with identifying potential opportunities. Empirical evidence provides both point and counterpoint to popular fallacies about educating engineers. For example, significant numbers are leaving technical areas for other disciplines (non-technical) and management positions; most organizations do not treat education as an investment, failing to capitalize on increased employee competencies; and higher education increases an employee´s expectations and has a lagged-time effect on turnover