From: Michael Nudelman ([email protected])
Date: Wed Sep 27 2000 - 13:12:05 PDT
Sorry :-))))
Ken Cantrell wrote:
> Mike,
> So far you've sent this to me, and not the group. I certainly agree with
> your thoughts. You have to have common sense and a standard size ego to
> accomplish the task. You enable your reports, not dominate them.
> Ken
>
> -----Original Message-----
> From: Michael Nudelman [mailto:[email protected]]
> Sent: Wednesday, September 27, 2000 11:04 AM
> To: Ken Cantrell
> Subject: Re: [SI-LIST] : Opportunities at Dell - looking for input
>
> Fran,
>
> I used to work with a boss (and the owner of the company) who was one of the
> best and brightest people I ever saw (suffices it to say, that he was
> International math Olympics gold diploma holder. And all these knowledge he
> was
> applying at work, and successfully so.)
>
> The problem is: he tended to do all the job by himself, and I mean - ALL.
> From
> coding in C and assembly to writing Fourier transforms or differential
> equation
> for a power structure.
>
> Well, as manager he sucked. And still does.
>
> A manager should be literate enough to separate bull from real work, but
> should
> not have any thoughts of taking job from his underlings because he thinks
> (even
> if it is true) he knows better than they do.
>
> Ken Cantrell wrote:
>
> > Fran,
> > I think it depends on the skill set and the group size. A good manager
> > doesn't have to know the details, a technically skilled person doesn't
> have
> > to have explicit management experience. If you have a large group (say 10
> > SI engineers), it might be better to go with someone whose primary
> interest
> > is in management. A technoid will probably not want to vector people
> around
> > because their primary interest is playing with the toys, and pushing the
> > envelope. If the work environment is manufacturing dominant, group size
> will
> > be large, politics and power layering will be rampant, and therefore
> > management skills would not only be appropriate, but also essential. If
> R&D
> > is dominant, the group size is usually small, and you have to have a
> manager
> > that surpasses being technically strong. The manager has to be a
> technical
> > leader, a guru, for lack of a better word.
> > Having said all of that, there will of course always be a case where the
> > opposite of the above is true. The only caveat that I would add is that
> you
> > could have a technical person who could handle both modes of operation in
> > either environment, but I doubt that someone with just management skills
> > could haul the freight in the R&D case.
> > That's my personal bias anyway. Hope this helps.
> >
> > Ken
> >
> > -----Original Message-----
> > From: [email protected]
> > [mailto:[email protected]]On Behalf Of
> > [email protected]
> > Sent: Tuesday, September 26, 2000 6:03 PM
> > To: [email protected]
> > Subject: [SI-LIST] : Opportunities at Dell - looking for input
> >
> > Please read, as I would appreciate any help or input that you might be
> able
> > to provide.
> >
> > I am in need of a leader for the simulation team supporting desktop and
> > portable development for Dell, here in Austin, TX. The question I have for
> > the SI community is: In the world of trade-offs would you prefer a
> > manager/leader with management experience or one with direct simulation
> > experience (but little or no management experience)?
> >
> > I'd love your feedback. Also, if you are interested, or know of someone
> who
> > might be interested in this position, please forward resumes to me -
> > [email protected].
> >
> > Here is the job description which is posted on Dell's web page.
> >
> > "The responsibilities include managing the resources which provide
> > simulation support for the design and layout of Dell's desktop and
> portable
> > platforms. Duties include managing all activities necessary to take a
> > design from concept to production-ready prototype, analyzing the
> > architecture definition, schematic design and resolving conflicting layout
> > requirements, working with Development Engineering, ECAD and Electrical
> > Analysis teams and management. Additional duties include working with
> > extended team members and suppliers to identify and resolve issues.
> > Individual should have strong analytical and problem solving skills and be
> > comfortable dealing with ambiguity. Familiarity with simulation processes
> > and tools, as well as basic transmission line and electromagnetic field
> > theory, is a requirement for this position. 5-10 years experience
> > preferred."
> >
> > Thanks,
> > Fran Hart
> > Sr. Manager, Signal Integrity
> >
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