To: Bilow who wrote (106526 ) 8/1/2000 9:15:28 AM From: semiconeng Read Replies (2) | Respond to of 186894 Hi Eric K.; One of the cool things about not being a manager (particularly a manager at a strict top down company like Intel) is that your work buddies can tell you you're a jerk when you say something out of line. Paul was a senior manager at Intel back when you could tell anyone pretty much anything, with no consequences, provided he or she was below you in the organization. The end result is similar to the "Emperor's New Clothes". You can be pretty delusional about interpersonal communication. Paul doesn't have a lot of friends. (Wonder why?) So he hangs around here in his old age. It is not a pretty thing to do to yourself, letting yourself become a manager. There are exceptions, companies where that sort of behavior is not tolerated. But I bet that Intel was not one of those. -- Carl Excuse me Carl, but I think that you may have a slightly skewed impression of the management situation today. Perhaps a "Strict Top Down" philosophy may have been the way things were in the past, that is no longer true. It may interest you to know, that the old philosophy of "Constructive Confrontation", is shunned in today's environment, and recognized for the short sighted concept that it was. The method employed today is defined as win-win. "Seek first to understand". Additionally, most of the managers that I've been in contact with have come up through the engineering ranks, and I must disagree with the "controlling" statements made previously. Most Engineers where I am, are given significant autonomy over their modules, and instead of a "Do This/Do That" type of direction, my experience has been more like, "What Do You Think We Should Do"? Managers that I've been involved with function more as coaches, rather than dictators. As far as telling people they're jerks, I don't know about you, but in my >40 years on this planet, and multiple jobs, I haven't found even one instance where any boss would put up with their subordinates referring to them as jerks to their face, unless they wanted to be disciplined for insubordination. I certainly wouldn't put up with that attitude. If a subordinate has an issue with my management style, they can sit down with me, Face To Face, and discuss the issue, providing specific examples of this behavior, WITHOUT resorting to the personal "Jerk" attack. I'm not perfect, and yes most likely occasionally people might give me that label. But Frequently, managers have to do things and make decisions, which on the surface may seem to make them a jerk, simply because the subordinate may not have all the information available to the manager. And sometimes they're not allowed to give it. I'm not making excuses for anybody, simply pointing out that the "Strict Top Down" designation that you have labeled intel with, whether true in the past or not, is no longer valid. Regards, SemiconEng