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DISCIPLINE,[object Object]
Discipline
DISCIPLINE,[object Object],DISCIPLINE SERVICE RULES,[object Object],SELF DISCIPLINE,[object Object],CONSTRUCTIVE VERSUS DESTRUCTIVE DISCIPLINE,[object Object],PROBLEM EMPLOYEE, ,[object Object],DISCIPLINARY PROCEEDING ENQUIRY.,[object Object]
MEANING,[object Object],The word “discipline” is derived from the Latin word “disciplina”, which means teaching, learning and growing.  ,[object Object],Megginson offer three distinct meaning of the word discipline:,[object Object],[object Object]
Necessary condition of orderly behavior
Act of training and punishing.,[object Object]
Discipline is the process of training a worker so that he can develop self-control and can become more effective in his work.,[object Object]
To impart an element of certainty despite several differences in informal behaviours pattern and other related changes in an organization.
To develop among the employees a spirit of tolerance and a desire to make adjustments. ,[object Object]
To create an atmosphere of respect for the human personality and human relations
To increase the working efficiency and morale of the employees so that their productivity is stepped up the cost of production improved.,[object Object]
2. Enforced Discipline : Is a managerial action enforces employee compliance with organization’s rules and regulations. ie it is a common discipline imposed from the top here the manager exercises his authority to compel the employees to behave in a particular way,[object Object],[object Object]
Defective supervision and an absence of good supervisors who know good techniques, who are in a position to appreciate critically the efforts or their subordinates.,[object Object],Lack of properly drawn rules and regulations.,[object Object],Workers’ personal problems, their fears, apprehensions, hopes and aspirations; and their lack of confidence in and their inability to adjust with their superior and equals.,[object Object],Worker’s reactions to rigidity and multiplicity of rules and their improper interpretation.,[object Object],Intolerably bad working conditions.,[object Object]
Inborn tendencies to flout rules.,[object Object],Absence of enlightened, sympathetic and scientific management.,[object Object],Errors of judgement on the part of the supervisor or the top management.,[object Object],Improper co-ordination, delegation of authority and fixing of responsibility.,[object Object],Discrimination based on caste, colour, creed, sex, language, and place in matters of selection, promotion, transfer, placement and discrimination in imposing penalties and handling out rewards.,[object Object]
APPROACHES TO DISCIPLINE:-,[object Object],		The different approaches to discipline include;,[object Object],Human relation approach: In human relation approach the employee is. helped to correct his deviations,[object Object],Human resources approach: Under the human resources approach, the employee is treated as resource and the act of indiscipline are dealt by considering the failure in the area of development, maintenance and utilization of human resources.,[object Object]
Group discipline approach: The group as a whole sets the standards of discipline, and punishments for the deviations. The individual employees are awarded punishments for their violation under the group discipline approach.,[object Object],Leadership approach: In this approach, every supervisor administers the rules of discipline and guides, trains and controls the subordinates regarding disciplinary rules.,[object Object]
Judicial approach: In judicial approach, indisciplinary cases are dealt on the basis of legislation and court decisions. ,[object Object],	The Industrial Employment Act, 1946, to a certain extent, prescribed the correct procedure that should be followed before awarding punishment to an employee in India. ,[object Object]
PRINCIPLES FOR MAINTENANCE OF DISCIPLINE:-,[object Object],The most important principles to be observed in the maintenance of discipline have been outlined by Yoder, Heneman, Turnbull and Harold Stone. They are:,[object Object],[object Object]
All the rules should be appraised at frequent and regular interval to ensure that they are, and continue to be, appropriate, sensible and useful.,[object Object]
Rules should be uniformly enforced if they are to be effective.
Penalties for any violation of any rules should be clearly stated in advance.
A disciplinary policy should have as its objectives the prevention of any infringement rather than the simple administration of penalties; however it should be preventive rather than punitive.,[object Object]
If violations of a particular rule are fairly frequent, the circumstances surrounding them should be carefully investigated and studied in order to discover the cause or causes of such violations.
Recidivism must be expected. Some offenders would almost certainly violate rules more often than others. These cases should be carefully considered so that their causes may be discovered.
Definite and precise provisions for appeal and review of all disciplinary actions should be expressly mentioned in the employees’ handbook or collective agreements.,[object Object]
 			Positive discipline takes place whenever the organizational climate is marked by aspect such as payment of adequate remuneration and incentives, appreciation of performance and reinforcement of approved personnel behaviour or actions etc. ,[object Object],	which will motivate employees to adhere to certain rules and regulations or exercise self-control and work to the maximum possible extent.,[object Object]
Negative aspect:Employees sometimes do not believe in and support discipline. As such, they do not adhere to rules, regulations and desired standards of behaviour.  As such, disciplinary programmeforces and constraints the employees to obey orders and function in accordance with set rules and regulations through warnings, penalties and other forms of punishment. This approach to discipline is called negative approach or corrective approach or punitive approach. ,[object Object]
This approach is also called autocratic approach as the subordinates are given no role in formulating the rules and they are not told why they are punished. Punishment, penalties, demotions and transfers provide or establish a climate which demotivate and deleadthe employees.,[object Object]
SERVICE RULES ,[object Object],Service law is an important field of law. It is essential that those concerned with the administration of service matters know the correct procedure to deal with them according to law. ,[object Object],The expression ‘condition of service’ means all those conditions which regulate the holding of a post by the person right from the time of his/her appointment till his/her retirement, and even beyond it in matters like pension. ,[object Object]
EFFECTIVE RULES OF DISCIPLINE:-,[object Object],McGregor (1967) developed a set of rules for enforcing discipline so as to make it as fair and growth producing as possible. These rules were called “hot stove rules” because they can be compared to someone touching a hot stove..,[object Object]
The following rules explain his theory:,[object Object],All individuals must be forewarned that if they touch the hot stove (i.e., break a rule), they will be burned (punished or disciplined). They must know the rule beforehand and be aware of the punishment ,[object Object],If the individual touches the stoves (i.e., breaks a rule), there will be immediate consequences (getting burned). All discipline should be administered immediately after rules are broken.,[object Object]
If the individual touches the stove again, they will again be burned. Therefore, there is consistency. Each time, the rule is broken; there are immediate and consistent consequences.,[object Object],If any other individual touches the hot stove, they will also get burned. Discipline must be impartial and everyone must be treated in the same manner if the rule breaking is the same.,[object Object]
The highest level and most effective form of discipline is self-discipline. ,[object Object], 		Ideally, all employees should have adequate self-control and should be self-directed in their pursuit of organizational goals. ,[object Object]
Definition:,[object Object],	Self discipline is best defined as the ability to regulate ones conductby principle and sound judgment, rather than by impulse, desire, or social custom. ,[object Object],	Self discipline can be considered a type of selective training, creating new habits of thought, action, and speech toward improving yourself and reaching goals.,[object Object]
The Five Pillars of self discipline ,[object Object],Acceptance,[object Object],Willpower,[object Object],Hard work,[object Object],Industry ,[object Object],Persistence. ,[object Object],	If you take the first letters of each word you get the acronym “A WHIP”- since many people associate self discipline with whipping themselves into shape. ,[object Object]
To be self disciplined: ,[object Object],Get yourself organized,[object Object],Don’t constantly seek to be entertained ,[object Object],Be on time ,[object Object],Keep your word ,[object Object],Do the most difficult tasks first,[object Object],Finish what you start,[object Object],Accept correction ,[object Object],Practice self denial ,[object Object],Welcome responsibility ,[object Object]
Health Care Education Associates (1987) identified four factors that must be present to foster a climate of self-discipline.,[object Object],Employee awareness and understanding of rules and regulations that govern behaviour-The rules and regulation must be clearly written and communicated. Young and Hayne (1988) stated that the most common reason for unsatisfactory work performance is that the employee thinks they are performing satisfactorily. In other words the employee does not know there is a problem.,[object Object]
There must exist an atmosphere of mutual trust- Manager must believe that employees are capable of and actively seeking self-discipline. Likewise employees must perceive the manager as honest and trustworthy. Employees lack the security for self-discipline if they do not trust their manager’s motives.,[object Object],Formal authority must be used judiciously-Approximately one-half of grievance cases appealed before an arbitrator by labour unions involved disciplinary action. In about one-half of those cases, management either reversed or modified its decision when the individual’s appeal was upheld.,[object Object],Employees should identify with the goals of the organization-When the employees accept the goals and objectives of an organization, they are more likely to accept the standards of conduct deemed acceptable by the organization.,[object Object]
CONSTRUCTIVE VERSUS DESTRUCTIVE DISCIPLINE:-,[object Object],Destructive discipline: Scientific management viewed discipline as a necessary means for controlling an “unmotivated and self-centered work force.”Cautionary written warnings of termination were rampant and the employee was always alert to an impending penalty or termination. This “big stick” approach to management focused on eliminating all behavior that could be considered in conflict with organizational goals, without regard for employee growth. ,[object Object]
This method may succeed on a short-term basis; it is demotivating and reduces productivity over the long term. This occurs because individuals will achieve only at the level they feel is necessary to avoid punishment. This approach is also destructive and demoralizing as discipline is often administered arbitrarily, and is unfair either in the application of rules or in the resulting punishment.,[object Object]
Constructive discipline: Constructive discipline is used as a means of helping the employee grow, and not as punitive measure. The primary emphasis in constructive discipline is in assisting employees to behave in a manner that allows them to be self-directed in meeting organizational goals. Employees can focus energy on meeting organizational goals; they must feel secure in the workplace. This security develops only when staff knows and understand organizational rules and penalties and when rules are applied in a fair and consistent manner. In an environment that promotes constructive discipline, employees are generally self-disciplined to conform to established rules and regulations and the primary role of the manager becomes that of coordinator and helper, rather than enforcer.,[object Object]
Discipline
PROBLEM EMPLOYEE:-,[object Object],	Problem employees are those employees who create problems within the organization. Substance abusers, angry or withdrawn workers, personnel with excessive absenteeism, and the terminating employees provide challenges to nurse managers. In each case the nurse manager must be alert to the symptoms of problems, help the employee solve the problem, and evaluate the results.,[object Object]
Problems of the employee includes following:- ,[object Object],Minor problems : example;,[object Object],late attendance or absence from duty without permission or leave.,[object Object],leaving work place without permission,[object Object],smoking or eating in prohibited areas and patient areas.,[object Object],laziness inefficiency or careless work,[object Object],Penalty: Warning, Fine, Suspension without pay and allowance up to 4 days,[object Object]
Major problems:example;,[object Object],Using hospital facilities unauthorized for personal gain,[object Object],Refusal to accept or obey an order, using indecent languages,[object Object],Gross negligence or neglect of work,[object Object],Penalty:Suspension without pay and allowances for a period up to 30 days, Stoppage of one or more increments, Demotion to lower post, Dismissal.,[object Object]
Types of problem employee:-,[object Object],Substance abusers,[object Object],Angry or withdrawn employees,[object Object],Decreased productivity,[object Object],Absenteeism,[object Object],Terminating employees,[object Object]
Discipline
DICIPLINARY PROCEDURE:-,[object Object],The following steps should be taken into consideration:,[object Object],Accurate statement of the problem- The first step is to ascertain the problem by seeking answer to the following questions:,[object Object],Does this case call for a disciplinary action?,[object Object],What exactly is the nature of the violation or offence?,[object Object],Under what condition did it occur?,[object Object],Which individual or individuals were involved in it?,[object Object],When or how often, did the violation occur?,[object Object],Collecting facts bearing on the case- Before any action is taken in a case, it is essential to gather all the facts about it. A thorough examination of the case should be made within the stipulated time limit.,[object Object]
Selection of tentative penalties-The kind of penalty to be imposed for an offence should be determined beforehand.,[object Object],Choice of Penalty-When a decision has been taken to impose a penalty, the punishment to be awarded should be such as would prevent a recurrence of the offence.,[object Object],Application of the Penalty-The application of the penalty involves a positive and assured attitude on the part of the management. If the disciplinary action is a simple reprimand, the executive should calmly and quickly dispose of the matter.,[object Object],Follow-up on disciplinary action- The ultimate purpose of disciplinary action is to maintain discipline, to ensure productivity, and avoid a repetition of the offence. A disciplinary action should, therefore, be evaluated in terms of its effectiveness after it has been taken.,[object Object]
BASIC INGREDIENT FOR A DISCIPLINARY ACTION:-,[object Object],		The principle ingredients of a sound disciplinary system are:,[object Object],Location of responsibility ,[object Object],Proper formulation and communication of rules,[object Object],Rules and regulations should be reasonable,[object Object],Equal treatment,[object Object],Disciplinary action should be taken in Private,[object Object],Importance of promptness in taking Disciplinary action,[object Object]
Innocence is presumed,[object Object],Get the facts,[object Object],Action should be taken in cool atmosphere:,[object Object],Natural justice,[object Object],After a disciplinary action has been taken the Supervisor should treat his subordinate in a normal manner,[object Object],Don’t back down when you are right,[object Object],Negative Motivation should be handled in a positive manner,[object Object]

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Discipline

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  • 5. Necessary condition of orderly behavior
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  • 8. To impart an element of certainty despite several differences in informal behaviours pattern and other related changes in an organization.
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  • 10. To create an atmosphere of respect for the human personality and human relations
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  • 20. Rules should be uniformly enforced if they are to be effective.
  • 21. Penalties for any violation of any rules should be clearly stated in advance.
  • 22.
  • 23. If violations of a particular rule are fairly frequent, the circumstances surrounding them should be carefully investigated and studied in order to discover the cause or causes of such violations.
  • 24. Recidivism must be expected. Some offenders would almost certainly violate rules more often than others. These cases should be carefully considered so that their causes may be discovered.
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