INDISCIPLINE Indiscipline lies in non-cooperation, and non-cooperation is the result of the f aulty attitudes and behavior of the management

or the leaders in the organizatio n. Even where indiscipline results form the faulty attitudes and behavior of the subordinates, the responsibility lies with the management because it provides t he leaders to guide the subordinates. The common causes of indiscipline in an or ganisation may be stated as follows: 1. Lack of Effective Leadership: Effective leadership is a must for maintaining the discipline, which means to seek cooperation of the followers (subordinates) to achieve the desired objectives. In India, effective leadership could not be p rovided either by the management or by the trade unions which caused indisciplin e in the industries. 2. Varying Disciplinary Measures: Consistent disciplinary actions must be there in the organisation to provide equal justice to all concerned. At different time s and for everyone, the same standard of disciplinary measures should be taken o therwise it may give rise to growing indiscipline in the industry in future i.e. , the judicious function on the past of management must be free form may bias, p rivilege or favouritism. 3. Defective Supervision: Supervisor is the immediate boss of the workers and ma ny disciplinary problems have their in faulty supervision. The attitude and beha vior of the supervisor may create many problems. As the maintenance of the disci pline is the discipline is the core f supervisory responsibilities, indiscipline may spring from the want of the right type of supervision. 4.Lack of well-defined Code of Conduct: There must be a code of discipline in ev ery organisation enlisting sufficient rules regulations or customary practices f or the guidance and information of all employees. Such code should be communicat ed to all concerned in a clear and simple language so as to be followed by the c oncerned in a clear and simple language so as to be followed by the concerned pa rties in its true spirit. To be effective, the code should be adopted by the joi nt consultation of managers and the subordinates. In the absence of a well defin ed code of discipline, the disciplinary actions emanate form personal whims and temperaments which create indiscipline. 5. Divide and Rule Policy: Many mangers in the business obtain secret informatio n about other employees through their trusted assistants. The spying on employee s is only productive of a vicious atmosphere and of undesirable in the organizat ion. Henry Fayol hasrightly pointed out that dividing enemy forces to weaken the m is clever, but dividing one's own team is grave sin against the business. No a mount of management skill is necessary for dividing personnel, but integrating p ersonnel into a team is the challenging task of sound management. 6. Deferring settlement of Employee Grievances: The employee grievances cannot b e put off by deferring or neglecting their solutions. The grievances should prop erly be inquired into and settled by the managers in a reasonable period. Neglec t of grievances often results in reduced performance, low morale and indisciplin e among the employees. Strikes and work stoppages stem in many cases form the ut ter neglect of employee grievances. 7. Mis-judgment in Promotion and Placements: Mis-judgment in personnel matters l ike promotion and placements contribute to the growth of indiscipline in an ente rprise. Cases of mis-judgment are carefully noted, widely circulated, and hotly debated by the employees. Expecting discipline from misruled people is not possi ble. Sometimes, undesired persons are placed on the jobs which makes the employe es discontented, then giving rise to the problem of indiscipline. 8. Inadequate Attention to Personal Problems: Actions or reactions of people are the direct out come of their attitudes. Attitudes influence human beings and th

eir activities. Discipline is the by-product of these attitudes and the attitude s in turn, is determined by the personal problems of employees. In order to main tain the discipline, understanding of the personal problems and individual diffi culties as well as counsellings with employees, is necessary. Inadequate attenti on to the personal problems, thus, gives rise to indiscipline. 9. Victimization and Excessive Pressures: Sometimes the manager or the superviso r develops ill-feelings in him about some persons and victimises them in his own way. It contributes to indiscipline. Moreover, the supervisor puts excessive pr essure of wok on the employees under his strict control which they feel suffocat ive. It may result in indiscipline. 10. Other Causes: There may be certain other causes of indiscipline among the wo rkers. Economical, social and political factors may influence the disciplinary p roblem in the organisation because industry is a part of the social and politica l system of the country. Political leaders very often use the work force for the ir own political interests. The general social environment also influence the wo rkers' disciplinary problem. Thus, there are certain external factors which cont ribute to the be industrial indiscipline. The problem of indiscipline among the industrial workers is the main concern of the organisation which should be removed as early as possible. For the maintenance of effective discipline, the contributory causes of indiscip line should be removed and favorable conditions be created. The following measur es should be adopted in maintaining the discipline. 1. Condonation of past offenses: The real purpose of disciplinary action is to p revent the recurrence of future offenses of similar nature. As far as the past o ffenses are concerned, they should be allowed to be condoned after a prescribed time limit. An opportunity should be allowed to be condoned after a prescribed t ime limit. An opportunity should be given to employees, to rectify their faults. The employer should always try to seek cooperation from the employees. 2. Agreement as to Disciplinary Rules: A code of discipline should be prepared a nd adopted with the approval of employees. Unilateral action should not be taken by the management in framing the rules ad regulations for maintaining disciplin e. A code of discipline duly approved by the representing of the trade unions an d by the management can avoid certain unhappy consequences and impose self-disci pline. 3. The discipline Committee: Minor cases in which reprimand, rebuke or warning i s required may be settled by the supervisor or the manger, but where the offense requires a greater punishment, discipline committee should adjudge the case to ensure the unbiased justice to the employees and the employer. 4. Investigations by personnel Department: The discipline committee cannot succe ssfully work unless it gets the full facts of the case. Such facts should be col lected and supplied by the personnel department, because the personnel departmen t has the specialized staff for rendering expert service and advice on personnel matters in the organisation. Thus personnel department acts as a safety value f or the smooth operation of the Discipline Committee.