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EpmAssignment2
- 1. The Rod of Correction Done by: Xie Pinjiao Shan Xiaoxu Soh Cheong Jun Nazru Noordin Wang Ruiting
- 12. Target: You discipline your people, not harm them, but to keep them from harm. Method: Give some advices to the member before the problem goes to worse. Give some guideline to member who is in danger
- 13. Give some appropriate discipline for mistakes
- 14. For example, if someone use the office resources to do his personal things, or is not following rules. How to correct the people who have done something wrong?
Notes de l'éditeur
- In conclusion, taking care of subordinates will involve more than just giving them instructions; It requires proactive interference to mould your subordinates into a cohesive team, as well as providing protection to the team when they need it. Like how the book mentions it in the chapter regarding the three roles of the shepard's rod: 1. Protect A leader would do more than just order his subordinates around, doing little more than being seen. He is expected to mingle with his subordinates, and protect them when necessary. Running away from this responsibility will make him appear a coward, and have his subordinates lose respect of him. 2. Correct A leader is expected to correct the errors of his subordinates by means of discipline. And discipline does not always have to equal punishment. 3. Inspect A leader uses his authority to look for any problems with his subordinates. Because sometimes a subordinate will not readily talk about any problems that he might have, it is up to the leader find out about such problems before they pose a threat to the team, and correct them.
- Chapter mentions the need to approach discipline as a teaching opportunity Discipline != Punishment Discipline == Corrective action to improve behavior. Discipline is a corrective action to get subordinate to meet standards. The objective of discipline is to correct behavior. Unit 5: Coaching and Mentoring Covers discipline
- The Guidelines for effective discipline are Clearly communicate rules to everyone. Ensure that everyone understands the rules. Ensure that the discipline is fitting. Follow the rules. Rules will not seem important if a person of authority breaks them. Take consistant, impartial action when rules are broken. Do not show favoritism by punishing some people, and not others. Discipline immediatly, but get all the necessary facts first. The person you wish to discipline may have a valid reason for doing what he did. Discipline in private. This is to prevent alienating the person disciplined, and to prevent relations from being strained. Document discipline to take note that the person has been disciplined. Resume normal relations once discipline is over.
- Progressive discipline is often practiced in the workplace. Commonly, the four levels of progressive discipline are as follows. Oral Warning. Discipline is given by word of mouth. Written Warning. Discipline is given in a document form, to show that it is more serious. Suspension. Discipline is given in a form where the errant employee is given time off from work to reflect on his behavior, usually without pay. Dismissal. Final step, where the employee is judged to be beyond redemtion, and removed from the workplace before he can harm the workplace with his continued misbehavior.
- The Discipline model. A discipline can be done in the interview format, where the employer gives the discipline to his errant employee one to one, in private. Refer to past feedback. Refresh his memory on why he is being disciplined. Ask why undesired behavior was used. Give him an opportunity to explain himself. If he is a repeat offender, ask why his behavior has not changed. Give the discipline. Depending on circumstance and the severity of the misbehavior, the level of discipline may vary. Get a commitment to change, and develop a plan. Get him to promise to correct his behavior, and develop a plan to achieve this commitment, together. Summarise and state the follow-up ~ that will be taken against him.
- Customer’s complain.