Engineers are not black boxes which take well defined product requirements as input and produce code as output. That seldom results in good products in the real world. A competent engineer has to understand the business domain and be intimately involved in the requirements definition process. The product owner (or product manager for higher level stuff) has the final authority on requirements but it's a two way conversation. Otherwise too many things fall through the cracks.
It's silly and counterproductive for engineers to expect managers to be all-knowing seers, and then act disappointed and put upon when those managers inevitably make mistakes. They're human too. Find a way to work with them productively.
Obviously an engineer is involved in the shaping of the requirements by interacting with the product manager or whoever(never the client). By asking questions, making inquiries and sometimes even poke holes into user stories that ultimately don't make much sense.
No one is all-knowing, no requirements are perfect, etc etc.
What I'm saying is that it's the job of the (Product) manager to understand what the client wants and to relay this into more tangible terms to the engineers.
As for knowing the business domain. Meh, sometimes maybe, but I can think of myriad of situations that it doesn't matter and it may not even make sense.
If you have dozens of engineers and you expect all(or most) of them to be familiar with the business domain, I'd suspect there would be some serious management/organizational problems in that company.
Shaping the specification I would certainly not have a problem with, but because I do not have a direct communication channel with the client, I must rely on my manager to be a good, accurate "translator" between me and the client and the other way around.
Often however, the manager takes a bit too much "artistic liberty" in relying what I said to the client, usually announcing features as done when that's not remotely the case or worse still, selling features as done which I don't even know about yet.
I've also learnt that when a client asks "How long?", the manager seems eager to give an eagerly short date, usually around two weeks, for even complex feature, before consulting the engineers and has the whole "I know what I am talking about here.", attitude.
It's silly and counterproductive for engineers to expect managers to be all-knowing seers, and then act disappointed and put upon when those managers inevitably make mistakes. They're human too. Find a way to work with them productively.