1) The concept of the management by objective (MBO) is clearly a management model that aims to improve performance of an organization by clearly

defining objectives that are agreed to by both management and employees. According to the theory, having a say in goal setting and action plans should ensure better participation and commitment among employees, as well as alignment of objectives across the organization. An effective management goes a long way in extracting the best out of employees and make them work as a single unit towards a common goal. The term was first outlined by management guru Peter Drucker in 1954 in his book "The Practice of Management." In other words, it is the process of setting objectives in the organization to give a sense of direction to the employees. It refers to the process of setting goals for the employees so that they know what they are supposed to do at the workplace. Management by Objectives defines roles and responsibilities for the employees and help them chalk out their future course of action in the organization. Management by objectives guides the employees to deliver their level best and achieve the targets within the stipulated time frame. Management by objectives aims to serve as a basis for a greater efficiency through systematic procedures, greater employee motivation and commitment through participation in the planning process, and planning for results instead of planning just for work. In management by objectives practice, specific objectives are determined jointly by managers and their subordinates, progress toward agreed-upon objectives is periodically reviewed, end results are evaluated, and rewards are allocated on the basis of the progress. The objectives must meet five criteria: they must be arranged in order of their importance, expressed quantitatively, wherever possible, realistic, consistent with the organization's policies, and compatible with one another.

In order to achieve desired objectives, the steps of planning the Management By Objectives must take into account. The first phase in the MBO process is to define the organizational objectives. These are determined by the top management and usually in consultation with other managers. Once these goals are established, they should be made known to all the members. In setting objectives, it is necessary to identify "Key-Result Areas' (KRA). After the organizational goals are defined, the subordinates work with the managers to determine their individual goals. In this way, everyone gets involved in the goal setting. Management must ensure that the subordinates are provided with necessary tools and materials to achieve these goals. Allocation of resources should also be done in consultation with the subordinates. After objectives are established and resources are allocated, the subordinates can implement the plan. If any guidance or clarification is required, they can contact their superiors. Lastly, in review and appraisal of performance, its involves periodic review of progress between manager and the subordinates. Such reviews would determine if the progress is satisfactory or the subordinate is facing some problems. Performance appraisal at these reviews should be conducted, based on fair and measurable standards.

 It sometimes ignores the prevailing culture and working conditions of the organization. More emphasis is being laid on targets and objectives. It just expects the employees to achieve their
targets and meet the objectives of the organization without bothering much about the existing circumstances at the workplace. Employees are just expected to perform and meet the deadlines. The MBO Process sometimes do treat individuals as mere machines.

The MBO process increases comparisons between individuals at the workplace. Employees tend to
depend on nasty politics and other unproductive tasks to outshine their fellow workers. Employees do only what their superiors ask them to do. Their work lacks innovation, creativity and sometimes also becomes monotonous.

In person, I think that the management by objective (MBO) is not applicable to nontechnical management. The main reason is the MBO requires more attention and technically in order to achieve companys goal. It is cannot be handle by a non-technical management, since it will reduce the effectiveness of the company objectives. In MBO, it also requires high organizational commitments. The MBO should not be used as a decorative piece. It should be based on active support, involvement and commitment of managers. MBO presents a challenging task to managers. They must shift their capabilities from planning for work to planning for accomplishment of specific goals. Koontz rightly observes, "An effective programme of managing by objective must be woven into an entire pattern and style of managing. It cannot work as a separate technique standing alone." It is clearly shows that the objectives cannot be successfully achieves because of the non-technical management want to get the result/reward instantaneously. This is because the MBO is time-consuming process. Objectives, at all levels of the Organisation, are set carefully after considering pros and cons which consumes lot of time. The superiors are required to hold frequent meetings in order to acquaint subordinates with the new system. The formal, periodic progress and final review sessions also consume time. Thus, MBO is pressure-oriented programme. It is based on reward-punishment psychology. It tries to indiscriminately force improvement on all employees. At times, it may penalize the people whose performance remains below the goal. This puts mental pressure on staff. Reward is provided only for superior performance.
Accomplishment of individual objectives eventually contributes to achieving organizational goals. Therefore, there should be a strong and robust process of assessing the objective achievements of each individual. This review process should take place periodically and sufficient feedback will make sure that the individual objectives are in par with the organizational goals.

2)

Engineering Management is a specialized form of management that is concerned with the application of engineering principles to business practice. Engineering management is a career that brings together the technological problemsolving savvy of engineering and the organizational, administrative, and planning abilities of management in order to oversee complex enterprises from conception to completion. Example areas of engineering are product development, manufacturing, construction, design engineering, industrial engineering,technology, production, or any other field that employs personnel who perform an engineering function.

In my opinion, I would like to prefer the business manager with technical skills. The main reason is the technical engineering manager make the society needs their priority instead of personal interests as it is including in their duty as an engineer. Meanwhile the engineering management with business skills are concerned with how to develop the company's business only thus the business skills can be learned at any universities. Engineers exist to create practical solutions to societys problems, and what every team of engineers needs is the engineering manager who can effectively lead the team to maximum productivity and efficiency. Thats why the best engineering managers are consistently those who previously worked as engineers before seeking an education in management. Programs like the Master of Engineering Management offered by any universities provide a flexible way for engineers to shift into a managerial role while maintaining the engineering perspective needed to be successful. Successful engineering managers typically require training and experience in business and engineering. Technically inept managers tend to be deprived of support by their technical team, and non-commercial managers tend to lack commercial acumen to deliver in a market economy. Largely, engineering managers manage engineers who are driven by non-entrepreneurial thinking, thus require the necessary people skills to coach, mentor and motivate technical professionals. Engineering professionals joining manufacturing companies sometimes become engineering managers by default after a period of time. They are required to learn how to manage once they are on the job, though this is usually an ineffective way to develop managerial abilities.

Engineering managers serve in a variety of capacities but nearly always have a background in engineering, complemented by a masters degree in engineering management. Below are some key engineering manager roles.

Project management: Managing project resources is just as crucial as supervising the people involved. To get a project to completion, engineering managers must be able to plan and organize for all their teams needs from beginning to end. In many cases, this coordination involves multiple departments, different engineering disciplines, and even global counterparts. Technical understanding: Managers must maintain technical knowledge of the engineering process to understand the work they are managing. They can then more effectively coordinate teams, review the work they do, and set management policies that will facilitate the engineering work. Management duties: As a manager, professionals can expect to fulfill administrative duties, including hiring, budgeting and training. Management acumen ensures that everything involved in the engineering practice runs smoothly without any administrative missteps.