Henry Fayol's Principle of Management

1. DISCIPLINE.
Henry Fayol's
Principle of
Management.

2. Introduction
• What is Discipline/ Discipline Defined in Management Terms
• Fayol’s idea of discipline
1. Worthiness of the leader
2. Respect of the leader by the employees
• Elton Mayo’s approach and support for Fayol’s idea of emphasis on “Human interaction”
• Peter Drucker’s concept of the “Knowledge Worker”

3. Importance and Application
• The real purpose of Discipline
• Discipline essential to all organised group actions
• Establishing a Discipline Line

4. Types of discipline:Discipline involves engagement in behavior according to prescribed
mode. This behavior is achieved either through rewarding the disciplined
behavior known as POSITIVE or punishing the undisciplined behavior
known as NEGATIVE.
Discipline
Positive
Discipline
Negative
Discipline

5. Positive discipline:
• Involves actions taken to encourage employees to follow rules and standards
• Objective is to encourage the employees to maintain self-discipline
Employees maintain self discipline when :
► Standard of behavior are stated positively instead of negatively, and when the reasons behind such
standards are told so that it will make sense to them.
► Standards of behavior match with the required behavior for job performance.

6. Negative discipline:
• Involves the use of external force or the threat of its use
• The objective of negative discipline is:
► To reform the offender so that he changes his behavior.
► To defer others from similar actions.
► To maintain consistent, effective group of behavior.

7. Causes of indiscipline:
Individual
Factor
Organizational
Factor
Environmental
Factor

8. Environmental factors:
• Affects people- oriented processes
• Indiscipline in organizations is a reflection of indiscipline in the society

9. Organizational Factor
• Insulating organization from external factors of indiscipline is the key to achieving discipline
• Practices resulting in Indiscipline –
► Politics in the organizational climate
► Ineffective leadership and supervision
► Undesirable behaviors of superiors
► Discriminatory practices

10. Individual Factor
• Individual differences result in different behaviors and responses
• Examples of such individual differences include -
► Individuals having non-conformist values.
► Individuals differs in terms of work ethics.
► Individuals differs in terms of locus of control.

11. DISCIPLINARY ACTION
If the act of indiscipline takes place, the org. should have effective machinery for taking disciplinary
action. It includes administration of punishment for undisciplined behavior. To make the action
effective, certain guidelines should be followed :
• There should be clearly specified behaviors which fall under the category indiscipline and require
disciplinary action.
• The action should be taken immediately after the commitment of indiscipline.
• The action taken should meet the criteria of natural justice.
• The disciplinary action should be taken in private.
• Before taking action, the employee should be allowed to put his explanation.
• After the action is taken, the employee should be treated in normal manner which will encourage him.

12. PROCEDURE FOR DISCIPLINARY ACTION
• The employee charged with misconduct should be given an opportunity to present witness of his
choice.
• The employee should be given an opportunity to cross examine the management to establish true
facts.
• No material should be used against the employee without giving him an opportunity to explain.
• The enquiry against the employee should be fair and conducted by impartial person/s.
• The punishment awarded should not be out of proportion to the misconduct committed.

13. CODE OF DISCIPLINE
Code of discipline contains various do’s and don’ts for governing the behavior of those for whom the
code is framed.
The main objective of codes are:
► To promote constructive criticism at all levels of management and employees
► To avoid stoppage of work and litigation
► To secure the settlement of disputes and grievances.
► To facilitate a free growth of trade unions.
► To maintain discipline in the industry.

14. CASE STUDIES :-
• HOME DEPOT
• DELL
• NIKE

15. Conclusion
• Fayol’s ideas of “Good superiors at all levels” and “Judicial application of sanctions” valid
• Companies like Nike, Dell serve as benchmarks for application of these theories
• Discipline is a two way street. If the employer demands it from his employees, he should practice it too.
• An essential for a business’ success in today’s world