Maybe, and I don't know for sure, Google is a well-run company. My experience is that most large entities are not, and the manager's job is not primarily to manage people, but to figure out what the hell the group should be doing so that he/she won't get in trouble for going against the poobahs while still producing the vaguely-defined deliverables (those being defined as "that which the director determines you should have done in hindsight" or "that which they needed, not what they asked for"). If Google's managers actually know the requirements and have great people working for them, then they can concentrate of clearing roadblocks, a life most technology managers can only dream of.
That said, another legitimate job for a manager is to represent the capabilities of the group. Realistically. This is hard in engineering, because communicating many technical challenges is hard when the audience has never done that kind of work. It's pretty fun to stand up in front of a group of heavy-hitters and say "I know it seems like it should only take 3 months, but something always goes wrong so we need nine." They scowl and suck air through their teeth and maybe you don't work there any more pretty soon after that.
That's why technology companies need people who came up through the ranks because things that people have never done always seem easy. In 10 years, what will Google's non-tech managers be saying when they all have new hats? They will need people who can sit in a conference room with the owners and say "Larry, that idea you just had? That's just stupid." and not get laser-beamed.