If you've worked on both sides of engineering and management, you'll discover it's a lot more nuanced than that. Many engineers don't need managing. Many more do. Many need micromanaging.
> It’s also indicative of poor process, communication and documentation.
I recall one engineer in a team of 20 or so that, whenever he ran into a problem, he'd stop, fold his hands, and sit back in his chair. And wait until the manager noticed this, would come by, ask what the problem was, fix it for him, and he'd then proceed.
You could say this was all the manager's fault, but the rest of the team did not behave this way.
Another time, I recall one who needed micromanaging. Eventually it turned out he was on drugs.
> whenever he ran into a problem, he'd stop, fold his hands, and sit back in his chair. And wait until the manager noticed this, would come by, ask what the problem was, fix it for him, and he'd then proceed.
Certainly there are better ways to communicate than looking to see if someone is sitting back in their chair. Either they are delivering or they are not. If not, a good manager will ask what the problem is, then fix it. Not delivering should be a temporary state, if it’s not, that employee may not be a good fit for the org.
I mean I would totally agree with this but sometimes you end up in a situation with someone like the described engineer; obviously you should get rid of them - but getting rid of people quickly and efficiently is not possible in every organization and country therefore managers sometimes need to manage someone that should be gotten rid of because it is not the propitious time to get rid of them.
