1.  It refers to a condition or attitude, prevailing among the employees with respect to rules and regulations of an organization. To maintain peace prevent disorder, regulate behavior of people and to hold the pieces together.  Aspects of Discipline:  Positive Aspect : To mould the behavior of individual and developing him in a corrective and supportive manner  Negative Aspect : To force the employees to function in accordance with set rules and regulations through warnings, penalties etc  Misconduct or Indiscipline: Violation of established rules and procedures, acts which are prejudicial to the interests of mgt. for example: attendance related issues, dishonesty, performance related issues etc. Mostly non-cooperation results in indiscipline

2.  Red Stove Rule apply with discipline  Objectives of Discipline: To avoid work stoppages, To obtain willing acceptance to rules, to impart element of certainty, to develop a spirit of tolerance and cooperation, to give and seek direction, to create an atmosphere of respect, to increase working efficiency and morale  Constructive Programme of Discipline:  Formulation of a set of clear and reasonable rules  Impartial enforcement of these rules by means of announced warnings and penalties  Supervisory leadership that is uniformed on disciplinary rules and procedures  An impartial and uniform procedure for investigation of apparent infractions

3. Negative Discipline Positive Discipline  Adherence to established norms, out of fear or punishment  Employees do not perceive corporate goals as their own  Requires intense supervisory control to prevent employees to go off the track  Creation of conducive climate in an organization where employees willingly confirm to established norms  No conflict between individual and organizational goals  Employees exercise self- control to meet organizational objectives

4.  Absence of effective leadership  Unfair management practices  Communication barriers  Non- uniform disciplinary action  Divide and rule policy  Inadequate attention to personnel problems  Victimisation

5. 1) Human Relations Approach i.e. employee is helped to correct his deviations; 2) Human Resources Approach i.e. treated as resource and acts of indiscipline are dealt by considering failure in the areas of development, maintenance and utilization of human resources; 3) Group Discipline Approach i.e. groups sets the standards and punishments to individuals 4) Leadership Approach i.e. every superior administers the rules of discipline and guides and trains 5) Judicial Approach i.e. on the basis of legislation.

6.  Laid down by Douglas McGregor  Disciplinary action should have the following consequences:  Burns immediately  Provides warning  Gives consistent punishment  Burns impersonally

7.  Issuing a Letter or Charge to Employee calling upon him for Explanation  Consideration of the Explanation  Show-Cause Notice  Holding of a Full-fledged Enquiry: steps in domestic enquiry are: preparing and serving the charge-sheet, supervision in grave case, obtaining reply to charge-sheet, selecting enquiry officer, conducting enquiry proceedings, holding of enquiry in free environment, record findings, submitting enquiry officer’s report to the disciplinary authority, decision of the disciplinary authority, communication of the order of punishment.  Considering the Enquiry proceedings and findings and making final order  Follow Up

8.  When there is want of good faith  Unfair labour practices are used  Management is guilty  Findings are baseless and perverse

9.  Oral Warnings  Written warnings or Pink Slips  Loss of Privileges and Fines  Punitive Suspension  Withholding of Increments  Demotion  Termination can be in discharge simpliciter, discharge or dismissal form

10.  Does not have any legal sanction but moral sanctions are behind.  Provides an alternative for the resolution of conflict  15 th Indian National Labour Conference gave the following general principles of discipline in industry:  No S/L without notice  No unilateral action  No recourse to go-slow practice  No deliberate damage  No acts of violence, intimidation  Existing machinery should be utilized to maximum extent  Awards/agreements should be implemented  Agreements which disturbs cordial IR should be avoided.

11.  To maintain Discipline in Industry  To Ensure Better Discipline in Industry, Management and Union agree  Management Agrees regarding not to increase workloads, not to encourage unfair labour practices, to take prompt action, distinguish between actions that need immediate discharge and needs warning, to recognize union  Unions Agrees: not to encourage physical duress, not to permit violent demonstrations, discourage unfair labour practices, to take prompt action to implement, to display codes in unions’ office.