DISCIPLINE

FORCE
FEAR OF FORCE
INDIVIDUALS/GROUP
RULES/REGULATIONS/PROCEDURES
OBJECTIVE
DISCIPLINE
COMES FROM DISCIPLE ,MEANS A FOLLOWER

ONE RECEIVES INSTRUCTIONS OR BELIEVES IN DOCTRINE

OF OTHERS

ORIGIN TO RELIGION AND THEN TO ARMY

RELIGION AND WAR WERE TWO SIDES OF THE SAME COIN

LINKED WITH EDUCATION

ELEMENT OF SURRENDER TO MASTER IN RETURN FOR

MATERIAL AND SPIRITUAL NEEDS/ GAINS
INDUSTRIAL DISCIPLINE
INDUSTRIALISATION FACTORY SYSTEM ABSENCE OF
DISCIPLINE- CHAOS

HOWEVER, IT IS DIFFERENT FROM THE ONE IN THE ARMY

COMES FROM WITHIN

EXERCISE IN RESTRAINT

BASIS IS LIBERTY

ESSENTIAL FOR EFFICIENCY

PREVENTIVE DISCIPLINE
POSITIVE ACTION ENCOURAGEMENT TO SELF
DISCIPLINE

CLEAR KNOWLEDGE ABOUT RULES

PARTICIPATION IN RULE MAKING

STATEMENTS ARE POSITIVE

IT IS A SYSTEM OF RELATIONSHIP
CORRECTIVE DISCIPLINE
AN ACTION FOLLOWING VIOLATION OF RULES

TRIES TO REFORM THE OFFENDER

DETER OTHERS FROM SIMILAR ACTIONS

MAINTAIN CONSISTENT/ EFFECTIVE GROUP STANDARDS

PRE-REQUISITES :
CLEAR COMMUNICATION
IMMEDIATE
CONSISTENT
PROGRESSIVE PUNISHMENT
COUNSELLING
INDUSTRIAL DISCIPLINE
PROBLEMS OF DISCIPLINE
CONCEPT OF NATURAL JUSTICE
DISCIPLINARY PROCEEDINGS
HOLDING OF DOMESTIC ENQUIRY
DIFFERENT STAGES OF DOMESTIC
ENQUIRY
CONCLUDING DOMESTIC ENQUIRY
IMPOSITION OF PENALTY
DOMESTIC ENQUIRY
MISCONDUCT- WHAT IS A MISCONDUCT ?

PRINCIPLES OF NATURAL JUSTICE

COMPLAINT FROM COMPLAINANT AGAINST AN EMPLOYEE

PRELIMINARY INVESTIGATION

CHARGE SHEET

ENQUIRY ITS IMPORTANCE AND REPORT

DISCIPLINARY ACTION
 Conflict
To cope with conflict, social skills and
technical skills are required to bring about
changes
Knowledge change
Attitudinal change
Individual behaviour change
Group behaviour change
Resistance to change , low to high
HR plays important role in motivating
people to change
 Conflict
Nature of conflict its manifestations
Relationship between conflict and communication
Conflict resolution
Forms:
1)Most hideous form is war
object is to harm the opponent
abusing the opponent
2)Games / sports
3) Auction sale
4) Merit increments
Conflict occurs when :
a) both parties want the same things
b) one or two parties are threatened
c) persons dislike or hate each other
Conflict in the context of Industrial
Relations
Positive conflict behaviour
Union Management
strike lockout

Negative conflict behaviour

Union Management
gherao,go slow Mass charge
sheets,transfer to Gauhati
Co-ordination & conflict
Co-ordination Process of managing conflict to prevent
anarchy
Conflict is between functional groups
Infinite variety of conflicts
line and staff
production and inspection
subordinate and superior
supervisor and worker
supervisor and supervisor
worker and worker
Overt conflict Strike
Go-slow
Fighting
 Origins of conflict
Conflict originates due to differences in
Objectives
Interests
Efforts
Approach
Timing
Attitudes
Concepts- Parties,Field,Dynamics and
control
Not so overt conflict- dislinking/ difficulties in
getting along
 Interdepartmental Conflict
Effects of conflict:
Inside groups Between groups
see best in self Interaction reduces
task oriented hostility increases
conformity stereotypes formed
greater loyalty emphasis on strategy
Results of resolved conflicts:
Winners Losers
cohesive splinters
complacent tension
co-operative blame the leader
 Methods of Conflict resolution
Methods Result
Win-lose One party takes upper
hand
Withdrawal and The less dominant
retreat party withdraws from
conflict
accommodating Considering the
importance of
performance of
organisation, sort out
the differences
 Methods of conflict resolution
Compromise Bargaining to arrive at
acceptable position
Arbitration An outside party involves
itself in resolving conflict
and issues final decision

An outside party mediates

Mediation and steers the disputing
parties towards
reconciliation and
settlement
Problem solving Open exchange of
information to resolve
differences