Q1. “The job of a manager is to manage workers and work”.

Management is an art of getting things done by others, i.e. it is the process of

guiding the employees of an organization to reach a specific goal.
There are different managers of different departments who have their respective
targets. For instance, the target of the sales manager will be to achieve the monthly
target, but for the Human Resource manager, his or her target will be something
else. But on the whole, the managers guide their subordinates to fulfil their individual
goal as well as the organizational goal.
It is the duty of the manager, to see that that the goals and objectives of each,
manager as well as employees are met.
A manager sets different targets for the subordinates on the basis of which their
performance is evaluated. If he or she finds any short comings, he will try to find out
gap because of which the employees are not able to perform.
The manager’s work will said to be done when his subordinates, individual as well as
organizational goals will be met.
Example:
In PUMA Sports Pvt Ltd, as it is in the retail industry, their end target is to maximise
their sales.
They have One Regional Manager who manages Four Area Managers and further
under these area managers there are 4-5 store managers.
So, the regional manager gives a specific target to the area managers which they
have to achieve in the given period of time.
These area managers distribute the targets to different stores based on various
factors including the location, footfall of the store, previous performances and many
other factors.
After a specific store receives his target for the particular month, he or she divides
the target into smaller targets to each Supervisors and Sales Executives, based on
which their remuneration for the month is finalised.
For example, if the Sales Executive achieve 100% of his target, the will get a
percentage of his or her target.
So, here the manager gives incentives to motivate employees as their end target is
to achieve sales. So, he or she has to see that their store targets are met in the
given time.
Q2. “The process of MBO revolves setting up of organizational goals.”
Management by objectives is a practice wherein the organizational goals are aligned
with the individual goals of the employees. This is the process wherein the
employees actually come to know what they are supposed to do, and what are the
objectives they want to achieve.
MBO defines roles and responsibilities of the employees and help them to note their
future course of action for the organization. MBO aims at achieving organizational
goals as well as providing job satisfaction to the employees.
By the process of MBO management tries to achieve organizational goals effectively
and efficiently.
Following are the steps suggested by Peter Drucker in the process of MBO:
1.Establish organizational goals in the line with company’s mission and vision.
2.Ensure that employees fully understand the objectives of the company as a whole.
3.Involve employees in determining their personal objectives to help achieve
corporate goals.
4.Monitor and measure employee performance relative to the goals.
5. Evaluate progress, reward success and provide feedback.

Example:
Hewlett-Packard Company offers various products, technologies, software,
solutions, and services to individual consumers and small- and medium-sized
businesses (SMBs), as well as to the government, health, and education sectors
worldwide. Its operations are organized into seven segments: Services, Enterprise
Storage and Servers (ESS), HP Software, the Personal Systems Group (PSG), the
Imaging and Printing Group (IPG), HP Financial Services (HPFS), and Corporate
Investments (Hewlett-Packard, 2012).
MBO received a boost when it was declared to be an integral part of “The HP Way”,
the widely acclaimed management style of Hewlett-Packard, a computer company.
At every level within Hewlett Packard, managers had to develop objectives and
integrate them with those of other managers and of the company as a whole. This
was done by producing written plans showing what people needed to achieve if they
were to reach those objectives. The plans were then shared with others in the
corporation and coordinated.

Bill Packard, one of the two founders of Hewlett-Packard, said of MBO:

“No operating policy has contributed more to Hewlett-Packard's success … MBO …
is the antithesis of management by control. The latter refers to a tightly controlled
system of management of the military type … Management by objectives, on the
other hand, refers to a system in which overall objectives are clearly stated and
agreed upon, and which gives people the flexibility to work toward those goals in
ways they determine best for their own areas of responsibility”

MBO urged that the planning process, traditionally done by a handful of high-level
managers, should be delegated to all members of the organization. The plan, when it
finally emerged, would then have the commitment of all of them. As the plan is
implemented, MBO demands that the organization monitor a range of performance
measures, designed to help it stay on the right path towards its objectives. The plan
must be modified when this monitoring suggests that it is no longer leading to the
desired objective.