I. The positive side of discipline
Discipline is not necessarily punish people. We should see it as a learning opportunity to help a person develop and achieve organizational objectives. Since this is not a natural person as disciplinary measures, and because we do not do often, it is fair to say that we are not good at it. There are some things we must remember that when the inevitable disciplinary interview takes place.
II. Time and Place
First, discipline should be done privately and not in front of fellow workers of a person. It is common sense, but when something is done that bothers us, it's easy to be heard on this subject, here and here. Breathe deeply, get all the facts and action plan which they intend to take the discipline. There is no other way. Secondly, discipline must be done with empathy, that is, no matter what a person has done, we must never lose respect for the individual as a person. We can comment and critique performance, but never transfer to the person. We must also ensure that it is understandable.
III. Specific examples and activities
We must be very specific about things that are not met. Sometimes it is quite easy when someone has done something very bad, but there may be other times might be a matter of attitude. We must give concrete examples, therefore, a person may relate, generalizations are useless. Strategy to use when talking to a person must first make an assessment, for example, "When you do this in this way." Secondly, the issue should be described, "The problem we encounter is that it affects others in this way," etc., and finally we prescribe: "In the future, I want to do this," So, etc. These three phase should be easier for someone who is not completely comfortable in disciplinary action. If there is a violation of company rules or regulations, they should specify exactly the person or persons concerned, so I know that these rules are not open to further discussion and are set in concrete.
IV. changes accepted
At the end of the session discipline, there must be agreement on behavioral changes that are needed, and a control mechanism in place to assess whether, in fact, these changes occurred. Often, after the session of discipline is not followed. If during the session, it appears that training or guidance are needed to achieve a change in behavior when they are implemented.
V. Monitor results
It is essential to recognize the positive progress. Rather realistic action must be taken if progress is not satisfactory. In this case, you may need to go back to square one and start the process all over again discipline. There is a limit to this though, and people should know that if they can not adhere to agreed procedures, or keep promises, their future is very limited in the company.
Finally, we must be sure that we are fair, firm and consistent disciplinary procedures. We must be totally objective, with everyone in business, and not allow favoritism to occur.
Discipline is not necessarily punish people. We should see it as a learning opportunity to help a person develop and achieve organizational objectives. Since this is not a natural person as disciplinary measures, and because we do not do often, it is fair to say that we are not good at it. There are some things we must remember that when the inevitable disciplinary interview takes place.
II. Time and Place
First, discipline should be done privately and not in front of fellow workers of a person. It is common sense, but when something is done that bothers us, it's easy to be heard on this subject, here and here. Breathe deeply, get all the facts and action plan which they intend to take the discipline. There is no other way. Secondly, discipline must be done with empathy, that is, no matter what a person has done, we must never lose respect for the individual as a person. We can comment and critique performance, but never transfer to the person. We must also ensure that it is understandable.
III. Specific examples and activities
We must be very specific about things that are not met. Sometimes it is quite easy when someone has done something very bad, but there may be other times might be a matter of attitude. We must give concrete examples, therefore, a person may relate, generalizations are useless. Strategy to use when talking to a person must first make an assessment, for example, "When you do this in this way." Secondly, the issue should be described, "The problem we encounter is that it affects others in this way," etc., and finally we prescribe: "In the future, I want to do this," So, etc. These three phase should be easier for someone who is not completely comfortable in disciplinary action. If there is a violation of company rules or regulations, they should specify exactly the person or persons concerned, so I know that these rules are not open to further discussion and are set in concrete.
IV. changes accepted
At the end of the session discipline, there must be agreement on behavioral changes that are needed, and a control mechanism in place to assess whether, in fact, these changes occurred. Often, after the session of discipline is not followed. If during the session, it appears that training or guidance are needed to achieve a change in behavior when they are implemented.
V. Monitor results
It is essential to recognize the positive progress. Rather realistic action must be taken if progress is not satisfactory. In this case, you may need to go back to square one and start the process all over again discipline. There is a limit to this though, and people should know that if they can not adhere to agreed procedures, or keep promises, their future is very limited in the company.
Finally, we must be sure that we are fair, firm and consistent disciplinary procedures. We must be totally objective, with everyone in business, and not allow favoritism to occur.
0 comments:
Post a Comment