“Management is tasks. Management is a discipline. But management is also people (Drucker, 2012, p.7). ” The theory of Management by Objectives works on the premise that employees are motivated in the workplace, when they are set clearly defined goals and objectives by their management. Management technique using the theory of objectives will make employees feel more inclusive in the strategic decision makings (Ingram, 2014). This inclusion will give the employees a better understanding of what they are working towards in day to day working. What happens when the anti-thesis of this theory is applied? Most employees are not internally innovative, so they may not feel satisfied when just taking orders (Ingram, 2012). They might feel disjointed from the work strategy and everyday tasking might not have appeal. Taking orders from their managers and just executing them is not different from what Drucker (2012) terms as the carrot and the stick approach. Here the employee motivation is not even considered as an aspect. They are treated in a more automaton way. On the other hand, this situation will also not work for employees that are internally motivated through aspects not related to the workplace. However, this is not intrinsic motivation. A few employees that are internally motivated might feel they are not being used better in the workplace and will leave. Taking orders only and not having the freedom to execute autonomous decisions or independent and innovative decisions will also corrode the relationships between employees and the management. These are all factors that impinge directly on the employee happiness. The employees are unhappy in both cases. In the case of the former employee productivity declines in the workplace because the worker is disembodied from the main strategies to achieve better work outcome, in the case of the latter, the highly talented worker leaves the company leading to decline in productivity.