Discipline Management Meaning Objectives Management YouTube Lecture Handouts

Doorsteptutor material for competitive exams is prepared by world's top subject experts: get questions, notes, tests, video lectures and more- for all subjects of your exam.

Discipline Management Meaning Objectives Management


  • It is very important that a suitable conduct is followed by the employees of an organization because the goals could be achieved when both the parties work unanimously.
  • There are two concepts of discipline one being the negative and other the positive. While the negative aspect is identified with ensuring that the employees abide or adhere strictly to the rules and it cannot, then a suitable punishment is given to them
  • The positive aspects recognizes the fact that there should be a sense of responsibility among the employees and employers regarding the rules and regulations followed by the organization.
  • Every act of indiscipline is called misconduct. Illustrative examples of misconduct are given under model standing orders, framed as a part of rules made under the Industrial employment Standing Orders Act, 1946.


  • To increase the efficiency and effectiveness: Every organization exist to complete a given task on time and also without any wastage of any resources. Through following rules and regulations, the goals can be achieved easily.
  • To create an atmosphere of respect for each other: When employees know about the roles and responsibilities of each other and also rules regarding respecting them. Then it is obvious that there will be atmosphere of respect
  • To obtain a willing acceptance of rules and regulations etc. : Sometimes it so happens that certain rules are not employee friendly and they are violating their moral rights. In this case all the employees an put forward their suggestions regarding them.
  • To improve coordination: Rules are designed in such a way that every employee understands the need of each other՚s work for completion of a task

Code of Disciplane

  • This code follows the Gandhian approach or model to bind the employers and trade unions to a moral agreement for promoting peace and harmony in the organization.
  • It was an outcome of the efforts of Gulzari Lal Nanda, the then labor minister. It was at his instance that this code could be formulated. It was formally adopted at the 16th session of the Indian Labor Conference

3 Main Principals of the Code

  • The obligations which are to be observed by the management
  • The obligations to be observed by the concerned trade unions.
  • Those principals which are binding to both the parties

Salient Features of the Code

  • It says that there should be no strike or lockout without a proper notice and every effort should be made to sort out the differences through the internal machinery only. It can include grievance redressal forum, collective bargaining etc.
  • On the employer՚s part, there should be a prompt action for the settlement of the grievances and for implementation of code՚s rules also.
  • Management should take immediate action against whosoever is found guilty of provoking or igniting the indiscipline among the workers.
  • Also, both the workers and the management should reorganize the rights and responsibilities of each other and should willing discharge their respective obligations
  • The outside machinery i.e.. , the route of labor courts, tribunals, or conciliation boards for settlement of disputes should be avoided if possible and grievances should be settled with the help of the internal machinery only

Red Hot Stove Rule

  • It was suggested by Douglas Mc Gregor. It acts as a guide for managers in enforcing the discipline. We know that when a person touches a hot stove, the burn is immediate, a person knows that he would get a burn if he touched it and the effect is impersonal and consistent for everyone.
  • The same should be with discipline. There should be a warning issues and it the rules are violated in spite of that, the punishment has to give.


Who proposed Red hot stove rule for enforcing discipline?

1. Fredrick Hertzberg

2. Henry Mintzberg

3. Douglas Mc Gregor

4. Alfred Marshall

Who helped in formulation of code of discipline under the Industrial Employment Act, 1946?

1. Lala Lajpat Rai

2. Bal Gangadhar Tilak

3. Raja Ram Mohan Roy

4. Gulzari Lal Nanda