The document outlines the importance of discipline within organizations, particularly in nursing, emphasizing the need for well-defined rules to maintain order and efficiency. It discusses various types of discipline, principles of disciplinary action, and the consequences of indiscipline, while also highlighting the significance of self-discipline and constructive approaches to managing employee behavior. The document concludes that discipline can be both a personal commitment to adhere to organizational standards and a managerial tool for enforcing compliance.
The document outlines the importance of discipline within organizations, particularly in nursing, emphasizing the need for well-defined rules to maintain order and efficiency. It discusses various types of discipline, principles of disciplinary action, and the consequences of indiscipline, while also highlighting the significance of self-discipline and constructive approaches to managing employee behavior. The document concludes that discipline can be both a personal commitment to adhere to organizational standards and a managerial tool for enforcing compliance.
The document outlines the importance of discipline within organizations, particularly in nursing, emphasizing the need for well-defined rules to maintain order and efficiency. It discusses various types of discipline, principles of disciplinary action, and the consequences of indiscipline, while also highlighting the significance of self-discipline and constructive approaches to managing employee behavior. The document concludes that discipline can be both a personal commitment to adhere to organizational standards and a managerial tool for enforcing compliance.
The document outlines the importance of discipline within organizations, particularly in nursing, emphasizing the need for well-defined rules to maintain order and efficiency. It discusses various types of discipline, principles of disciplinary action, and the consequences of indiscipline, while also highlighting the significance of self-discipline and constructive approaches to managing employee behavior. The document concludes that discipline can be both a personal commitment to adhere to organizational standards and a managerial tool for enforcing compliance.
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DISCIPLINE
MADE BY: CHARU M.SC. 2ND YR INTRODUCTION Every organization needs well-defined discipline rules and regulations. Effective disciplinary rules and regulations are essential to maintain order in the nursing organization. A discipline is required to have a productive and positive work environment. DEFINITION Discipline is the force that prompts individuals or groups to observe rules, regulations, standards, and procedures deemed necessary for an organization. Richard D Calhoun Continued…….
Disciplineindicates the spirit and
confidence with which the members of the organization perform their task. SK Datta AIMS AND OBJECTIVES OF DISCIPLINE To obtain a willing acceptance of the rules, regulations and procedures of an organization so the organizational goals can be achieved.
To impart an element of certainty despite several
differences in informal behavior patterns and other related changes in an organization. To develop among the employees a spirit of tolerance and a desire to make adjustments.
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
TYPES OF DISCIPLIN E Self- controlled discipline
Enforced discipline PRINCIPLES OF DISCIPLINARY ACTION Have a positive attitude Investigate carefully Be prompt Protect privacy Focus on the act CONTINUED…
Enforce rules consistently
Be flexible Advise the employee Take corrective, consistent action Follow up PURPOSES To take appropriate action against the misconduct of employees. To develop and protect other employees. To improve organizational efficiency. To improve the functioning of the organization. To create a positive work culture. CONTINUED…
To implement a code of conduct for guiding
employees. To teach a discipline work culture. To develop human capacity and stimulate efficiency. To create a spirit of tolerance and good interpersonal relationship. To impart an element of certainty to give and seek PREREQUISITE
Three essential requisites can help in
maintaining discipline: 1.Self-discipline 2.Orderly Behavior 3.Punishment COMPONENTS OF A DISCIPLINARY ACTION PROGRAM
1. CODES OF CONDUCT 2. AUTHORISED PENALTIES 3. RECORDS OF OFFENCES AND CORRECTIVE MEASURES 4. RIGHT OF APPEAL EMPLOYEE CODE OF CONDUCT Behavior rules should be written in clear and concise language, incorporated in a hand-book and given to new employees during induction, posted in each work unit and discussed with employees by manager of each unit. PENALTIE S A. ORAL REPRIMANDS
B. WRITTEN REPRIMANDS OTHER PENALTIES Flues may be charged for offences such as tardiness. Loss of privileges might include transfer to a less desirable shift and loss of preference for assignments. Demotion Suspension for a period of time Withholding increment Termination (dismissal): permanent termination of APPROACHES OF DISCIPLINE HUMAN RELATION APPROACH HUMAN RESOURCES APPROACH GROUP DISCIPLINE APPROACH LEADERSHIP APPROACH JUDICIAL APPROACH SELF DISCIPLINE It refers to one’s effort at self-control for the purpose of adjusting oneself to certain needs and demands. What is self- discipline? Self discipline is the ability you have to control and motivate yourself, stay on track and do what is right. A one word meaning would be "WILL POWER" Training and control of oneself and one's conduct, usually for personal improvement. Why self-discipline is important? It manifests as the ability to persevere. It is the ability not to give up, despite failure and setbacks. It improves the skill of self control. It is the ability to resist distractions and temptations. It expresses itself as the ability to try over and How to master self- discipline? CONSTRUCTIVE VS DESTRUCTIVE DISCIPLINE Constructive discipline (positive discipline) uses discipline as a means of helping the employees grow, not as a punitive measure. Destructive discipline (also called enforced or negative discipline): If employees are forced to follow the rules and regulations of the organization by inducing fear in them, then it is termed as negative discipline. DEALING WITH DISCIPLINARY PROBLEMS 1. DISCIPLINARY CONFERENCE 2. DISCIPLINARY LETTER 3. MODEL STANDING ORDERS ERRORS IN DISCIPLINING EMPLOYEES Delay in administering discipline Ignoring rule violation Administering sweetened discipline Failure to administer progressively severe sanctions Failure to document disciplinary actions accurately Disciplining inconsistently DISCIPLINARY PROCEEDINGS ENQUIRY IN MANAGEMENT General Civil Services Rules Article 311 of the constitution enumerates two fundamental principles upon which the whole procedural law concerning departmental punishments on civil servants rests. The first clause of the article contains the guarantee that no civil servant shall be dismissed or removed by an authority subordinate to that by which he was appointed. The second clause guarantees to him a reasonable opportunity of defense on the charges against him, supplemented by a second opportunity of showing cause why such a punishment should not be imposed on him, if after enquiry it is proposed to dismiss or to remove or to reduce him in rank. CAUSES OF DISCIPLINARY A. Acts PROCEEDINGS Acts amounting to crimes. Eg. Bribery, corruption Acts amounting to misdemeanor. Eg. Misbehavior, insubordination, disobedience Acts amounting to misconduct. Eg Violation of conduct rules or standing orders B. Omissions Eg. Habitual late attendance, irresponsibility, negligence. STAGES OF DISCIPLINARY PROCEEDING ENQUIRY 1.Preliminary enquiry 2.Decision to start formal departmental enquiry 3.Suspension 4.Charge sheet and its service 5.Appointment of enquiry officer 6.Written statement of defense CONTINUED….
7. Recording of evidence by the enquiry officer
8. Personal hearing of charged official 9. Report of enquiry officer 10. Show cause notice by the disciplinary authority 11. Review of punishment order 12. Reply to show cause notice and decision thereon CONTINUED….
13. Appeal or revision
14. Reinstatement and restitution 15. Show-cause notice against withholding of emoluments for suspension period in the case of a reinstated. INDISCIPLINE Absences of order in an organization is called indiscipline. discipline lies in non-cooperation, and non-cooperation is the result of the faulty attitudes and behavior of the management or the leaders in the organization. CAUSES OF INDISCIPLINE Non-placement of the right person on the right job Undesirable behavior of senior officials. Faulty evaluation of persons and situations by executives leads of favoritism. Lack of upward communication. Leadership which is weak, flexible, incompetent and distrustful. CONTINUED…. Defective supervision and an absence of good supervisors Lack of properly drawn rules and regulations. Workers' personal problems Intolerably bad working conditions. Inborn tendencies to flout rules. Errors of judgement DISCIPLINARY ACTIONS IN FIRM TO MANAGE INDISCIPLINE ORAL WARNING WRITTEN WARNING LOSS OF ENTITLEMENTS SUSPENSION DEMOTION TERMINATION OF APPOINTMENT DISMISSAL CONCLUSION
Discipline can be self-control by which an
employee brings his or her behavior into agreement with the agency’s official behavior code, or it can be a managerial action to enforce employee compliance with agency rules and regulations.
