Randy - Your entire post suggests that you have no clue about the responsibilities of executive management. You make it out like everyone in management is nothing better than a project manager who delegates tasks, manages schedule and tries to kick their underlings in the ass. This might be the case in engineering, but executives in other functions do quite a bit more than that.
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In the US, an MBA is like a "management potential certificate" but I honestly dont believe that you can teach management nor leadership, both things can be honed but are inborn qualities.
Nope... not even close. First, MBAs rarely teach people how to manage people or schedules. Additionally, while there might be some discussion of leadership, etc, it is usually more of a retrospective view of what not to do rather than some primer on "how to be a leader".
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What do you really need to learn in an MBA? I took MBA courses during my MS at A&M and they didn't really teach me anything that I didnt already know as a person who contemplates the world around him.
So you took a few MBA electives at A&M while you did your MS and now you're an expert on the subject. Glad to know you have it all figured out.
What do you need to learn? - First, an MBA is a great way to build a strong foundation in business concepts beyond engineering. Finance, accounting, business strategy, operations, etc. Second, an MBA also allows you to dive deeply into areas that you would like to dive into post MBA (e.g. financial valuation, operations / supply chain, strategy, entrepreneurship, marketing). Finally, the experience of getting an MBA and the ability to network with other students, professors and guest speakers provides opportunities that you can't get from the engineering school of hard knocks.
I'll be the first to admit that the academic difficulty of an MBA is laughable compared to engineering, but that's not the sole point of the degree.
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Since I work in Germany, almost no upper management has MBAs .. why? Because you can find good managers from engineers but its much harder to instill that technical background and understanding into a manager. A PhD in engineering is the German MBA, just that its much harder to get and you have to really know something to get it.
It is also because that's the culture in Germany. There are few top notch MBA programs in Europe (let alone Germany) and they as a culture are much more inclined towards the hard sciences / engineering. However, in my consulting firm's German office, the ratio of MBAs to PHDs is about 1:1. Most of MBAs are German nationals with local engineering degrees and US MBAs.
Honestly, once your are an executive, you really shouldn't be exerting a bunch of "engineering brain power" unless you are directly responsible for engineering / design / R&D.
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As I said, some people are leaders and have the capability to manage people and projects, all of the upper management that I have met have said the same thing. They said that engineers who want to lead tend to lift themselves up above the pack and through their capability and desire show that they have potential for personnel responsibility. Those who are "you should stick to engineering" dont. It was clear the first day of ENGR111 who the "leaders" were and who were the followers .. in fact each of our groups were assigned a leader, so it seems that being a leader is something that someone already possesses without any college education.
Agreed. However, top tier MBA programs don't take the "you should stick to engineering" guys.
Back to the OP - As I mentioned in your other thread on the job board, don't get the JD.
[This message has been edited by AeroAg2003 (edited 3/16/2012 8:49a).]