Change of career is a common occurrence in case of engineers. Specially, those going the MBA path. In this blog, we will see the reasons for why MBA is so popular an option post engineering.
Engineers that are most likely to pursue an MBA:
Computer engineering graduates who work in the IT business (essentially software development and testing roles)
Engineering graduates having a non-IT specialization (i.e. electrical engineers, mechanical engineers etc.)
Non IT Engineers in non-IT streams e.g. mechanical engineers working in a production planning part, electrical engineering students who get into the energy domain, power generation/distribution/transmission job roles.
Engineers who are as of now in business oriented parts (such as marketing and sales, finance and so forth).
Why MBA as a career choice?
The basis for category 1 is generally straight-forward. In spite of being in front of the pack in their academic life, most software professionals lose their personalities in the sea of faceless individuals simply like them.
The midlife career crisis begins its onset prior in the career. Rather than the prior generation who’d begin hitting the glass wall following 15-20 years of working, for the present generation, the professional cycles are shorter and more incessant.
Inside 3-4 years, all the excitement of joining another organization at a higher compensation fades away.
For category 2, things aren’t extremely different. An MBA appears like a decent approach to break far from the messiness and include a recognizable face back. Add to this the fact that the main path for IT engineers to ascend through the ranks in the software business is to assume on managerial position in a similar field (instead of a diagonal or horizontal move into different areas). For the 3 and 4 categories, the issue of market saturation and oversupply of comparable skills is there. Be that as it may, a greater test is to manage slower moving career options. Instead of software engineers who can hope to wind up as a manager in 4-5 years, the way to managerial ways in different enterprises is agonizingly moderate.
Career growth problems for engineers:
The yearly appraisals in the workplace happen to be more of a convention or formality (at times, verging on being an entire farce) to hold on to the employee as opposed to being truly worried about how he can grow and develop.
Focusing on the hopefuls interest (and not the employer’s) is by all accounts an outsider idea for majority organizations.
Trusting that the organization will one day understand the employee’s gigantic potential and reward him with every one of the treats he merits could be a naive desire. Fast-tracking their profession needs something beyond tolerance and good work.
This realization is the reminder call for many engineers that prompts them to consider an MBA degree.
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