Discipline

discipline

1. •

2. DISCIPLINE MEANING AND DEFINITION PURPOSES OF DISCIPLINE TYPES OF DISCIPLINE DISCIPLINE SERVICE RULES SELF DISCIPLINE CONSTRUCTIVE VERSUS DESTRUCTIVE DISCIPLINE PROBLEM EMPLOYEE, DISCIPLINARY PROCEEDING ENQUIRY.

3. MEANING The word “discipline” is derived from the Latin word “ disciplina ”, which means teaching, learning and growing. Megginson offer three distinct meaning of the word discipline: Self-discipline Necessary condition of orderly behavior Act of training and punishing .

4. DEFINITION Discipline is the force that prompts individuals or groups to observe rules, regulations, standards and procedures that are for an organization. -- Rechard D Calhoon Discipline is the process of training a worker so that he can develop self-control and can become more effective in his work.

5. OBJECTIVES OF DISCIPLINE:  To control and manage disorderly or unsatisfactory conduct of employees.  To protect other employees who are committing their talents, time and efforts to the organization.  To create a climate under which individual excellence can be encouraged . To provide a code of conduct for the guidance of the group.

6. C ONT ...  To give and seek direction and responsibility  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.

7. TYPES OF DISCIPLINE 1 . P ositive/ Self controlled discipline : In this type of discipline the employee maintains willingly by following rules and regulations of the organization. In an organization positive discipline can be achieved through rewards and effective leadership, team coordination and cooperation. Each employee feels accountable for her/his work, and motivated to achieve organizational goals .

8. CONT……. 2. Negative/ Enforced Discipline : n In this type the employee is forced to obey rules and regulations that may be fear of getting the punishment, warnings or penalties. This is a form of punitive discipline. This is a negative approach to maintain discipline. This is usually a traditional approach to maintain discipline in the organization, where managers are autocratic in nature.

9. DISCIPLINE /CONDUCT RULES I n order to maintain the discipline and conduct among the employees and to prevent them misusing the powers given to them. The government has formulated and enforcing a code of conduct or conduct rules. Why discipline rules? to maintain the correct behavior towards superiors To protect the integrity of the officials to regulate the activities normally

10. PRINCIPLES FOR MAINTENANCE OF DISCIPLINE:- There should be sound standard of conduct, codes and norms in the organization and the employees should be aware of it. Conscious efforts should be made to create conditions for easy acceptance of laid down norms. Standards of conduct, code and norms should be implemented promptly and reviewed time to time.

11. C ON T .. Rules should vary with changes in the working conditions of employees. 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 action if required, should be taken promptly, privately and consistently. Proper procedure should be adopted to take any action.

12. INDISCIPLINE:- Indis cipline means absence of discipline, there will be confusion, corruption and disobedience in an organization. The symptoms of indiscipline are : change in the normal behavior, absenteeism , A path y and go- slow at work, increase in number and severity of grievances, persistent and continuous demand for overtime allowance , and lack of concern for performance.

13. Causes of indiscipline : Non-placement of the right person on the right J ob Lack of awareness of organizational rules and regulations. Faulty evaluation of persons and situations by executives . . Lack of upward communication. Leadership which is weak, flexible, incompetent and distrustful . Favoritism.

14. Defective /inappropriate supervision . Poorly selected and trained supervisors. Communication barriers. Low morale and motivation among staff. No action taken when required. ‘Divide and Rule’ policy in the organization. Improper attitude towards employees problems. Unfair management practices wage discrimination, in job assignment also, too strict, non-compliance of promotion and transfer policies.

15. The highest level and most effective form of discipline is self-discipline. The discipline that an employee has from oneself, has self- control , should be self-directed and based on own principles of life.

16. , Definition: Self discipline is best defined as the ability to regulate ones conduct by principle and sound judgment, rather than by impulse, desire, or social custom. Self discipline can be considered a type of selective training, creating new habits of thought, action and speech toward improving yourself and reaching goals.

17. T HE F IVE P ILLARS OF SELF DISCIPLINE Acceptance Willpower Hard work Industry Pe r s i s t en c e.

18. T O BE SELF DISCIPLINED : Get yourself organized Be on time Have internal consciousness Do the most difficult tasks first Finish what you start Accept correction as well as mistake Practice self denial Welcome responsibility

19. CONSTRUCTIVE VERSUS DESTRUCTIVE DISCIPLINE :- Destructive discipline: Scientific management viewed discipline as a necessary means for controlling an “unmotivated and self-centered work force.” Cautionary written warnings of termination and the employee was always alert to an impending penalty or termination.

20. This “big stick” approach to management focused on eliminating all behavior that could be considered in conflict with organizational goals. 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. CONT.......

21. 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.

22. Employees must feel secure in the workplace. This security develops only when rules are applied in a fair and consistent manner . In an environment that promotes constructive discipline, employees are generally self-disciplined. E stablish rules and regulations. T he primary role of the manager is as a coordinator and helper, rather than enforcer. CONT………..

23. DISCIPLINARY PROCESS Three pillars of discipline are: clear rules and regulations a system of progressive discipline an appeal process

24. DISCIPLINARY PROCEDURE

25. CONT………

26. PROGRESSIVE DISCIPLINE: It is a process for dealing with job-related behavior of the employees when do not meet expected performance. N There are five- steps of progressive discipline: Informal feedback/verbal warning Letter of counsel-written warning Letter of reprimand Suspension-final warning Termintion

27. Informal feedback-verbal warning A verbal warning is given to the employee whose complaint has been received from superior of her or his misconduct. Before even verbal warning, initial enquiry and counseling is done to confirm that the employee is aware of the problem.

28. Letter of counsel-written warning It is a written of an unacceptable behavior or unsatisfactory work performance. It is kept in the official personal file.

29. Letter of reprimand It includes a written description of warning and includes a review of any prior related corrective action is taken. A thorough statement of circumstances causing current corrective action and future expectation.

30. Suspension-final warning The notification has the reason for the action. The employee may be removed from the work immediately. No need of further investigation.

31. Termination If all above steps have not found successful, the employee may be terminated from the employment.

32. PENALTIES FOR MISCONDUCT/INDISCIPLINE For not following the standards of behavior/code of conduct in an organization, there are two kinds of penalties as: Major penalties Minor penalties

33. MAJOR PENALTIES These includes: Demotion Dismissal Transfer Discharge With-holding increments etc.

34. MINOR PENALTIES These includes: Oral warning Written warning Fines Loss of privilages etc.

35. ROLE OF NURSE ADMINISTRATOR IN MAINTAINING DISCIPLINE Make your expectations clear to subordinates Develop a positive attitude towards employees Appreciate if subordinates take initiative and self disciplined Have trust on your staff and accept their potentialities Have periodic meetings Generate positive environment at workplace Encourage for open communication Keep record of behavior of each employee Take corrective and constructive action.