udit2

: 

Discipline Made by :- Aditya Shubham Neha Abhishek Udit When you accept a challenge see it through

Introduction : 

Introduction You have probably heard about self discipline before, but do you actually have it? This article examines the importance and development of self discipline in life.

: 

3 It is the training that corrects moulds, strengthens or perfects It is the control gained by enforcing obedience; and It is the punishment or chastisement.

Slide 4: 

4 Discipline is a force that prompts individuals or groups to observe the rules. Regulations and procedure .which are essential for the effective functioning of an organization.

OBJECTIVE OF DISCIPLINE : 

5 OBJECTIVE OF DISCIPLINE To gain willing adherence of the rules, regulations and procedure of an organization . element of uniformity despite several differences in informal behaviour desire among employees to make adjustments seek direction and responsibility among employees atmosphere of respect for the human relation enhance the working efficiency and morale of the employees

TWO SIDES OF DISCIPLINE : 

6 TWO SIDES OF DISCIPLINE Positive discipline *positive support and reinforcement for approved actions *molding behavior and developing in a supportive manner *adequate compensation and incentives *appropriate avenues for career growth and advancement, proper evaluation of performance and reinforcement of approved personnel behavior or actions *self control

Negative discipline : 

7 Negative discipline they do not show the desired standard of behavior discipline programmed forces and constraints the employees to obey orders and functions in accordance with set rules and regulations of the organization through warnings ,penalties and other forms of punishment

ELEMENTS OF DISCIPLINE : 

8 ELEMENTS OF DISCIPLINE Establishment of specific rules for work Seek employees advice and feedback on rules Mechanism for assessment System of administering punishment and motivates people for change

DISCIPLINARY PROCEDURE : 

9 DISCIPLINARY PROCEDURE Issuing a letter of charge to the employee Consideration of the explanation Show-cause notice Holding of a full-fledged enquiry Follow-up

COMMUNICATION ASPECTS IN DISCIPLINARY MATTERS : 

10 COMMUNICATION ASPECTS IN DISCIPLINARY MATTERS Simple and straightforward language Factual details Clearly explained notice Last Date for submitting the show cause Separate annexure Legal aspects of communication Order of punishment Charge sheet may be sent either personally or by post Letter must state specifically

SOME DO’S AND DON’TS IN CORRESPONDENCE : 

11 SOME DO’S AND DON’TS IN CORRESPONDENCE Do’s Attractive and give details Accurately Correspondent is supposed to reply Letter looks beautiful and pleasing Envelope must be typed with care Address coincide with the window Be courteous check before signing check enclosures Check dates precise and clear Reply promptly

Don’ts : 

12 Don’ts Do not delay a reply but do not also be in a hurry Do not be confused or long winded Never be rude Do not be unfair personal attack or personal criticism Do not miss any relevant points Do not write to a wrong person Do not use jargon Do not use clichés Don’t violate any Do’s

Slide 13: 

13 Discipline In The Workplace: Avoiding the “I vs. You” Confrontation…

Slide 14: 

14 So you need to discipline an employee yet you're hardly sure where to start. Mostly, be careful. This will be treacherous terrain . . . but we've got a map for you. After all, discipline is something used with children, right? And hopefully, you've got all adults working for you. So the notion of conducting a discipline session makes everyone feel uncomfortable - as though you are somehow overstepping your bounds.

Slide 15: 

15 5 Questions To Ask Before Proceeding Did the employee understand what was expected? Did the employee know in advance? Is the rule that was violated reasonably related to the safe, efficient, and orderly operation of the organization? Is there substantial evidence that the employee actually did violate the rule? Is the disciplinary action you’re planning reasonably related to The seriousness of the offense? The employee’s record with the organization? Actions taken with employees who have committed similar offenses?

Slide 16: 

16 When Discipline Becomes Necessary… Giving Feedback Describe… Don’t Judge! Solve the problem Maintain the relationship Goals…

Slide 17: 

17 What Would You Do? Review case studies. Identify the key issue(s). Discuss with your group how you as a supervisor would handle (solve) the discipline problem. Record recommendations. Then, brainstorm from the employees point of view and record. Report your findings to the whole group.

Slide 18: 

18 Confront the GAP Focus on the FACTS Investigate before you begin Ask the 5 questions Start on a positive note 3-Step Procedure Say “I’ve got a problem.” Explain (describe) the difference between the desired and actual performance. Say “Tell me about it.” 8-STEPS

Slide 19: 

19 Heads Together… Gain the employee’s agreement State the disciplinary step, if appropriate Communicate your positive expectations Give recognition

Slide 20: 

20 We can punish into compliance, butWe cannot punish into commitment The Key is to move: From Punishing People To Confronting Problems