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Electronics Technician Supervisor (ET1)
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REPRIMANDING When one of your subordinates disobeys or fails to carry out an order, you must take action. You would be remiss in your duties as a supervisor if you did not do something  about  it.  The  most  common  type  of  discipline is the simple reprimand. The  reprimand,  too,  must  be  fitted  to  the  individual and  the  situation.  A  sensitive  individual  might  be crushed by the slightest hint of something wrong, while a  thick-skinned  person  could  easily  deal  with  a  severe rebuke. The  reprimand  should  be  a  calm,  constructive action, not a destructive one. You are interested in the underlying causes, not in how to get even with the person. Failure to act when a reprimand is due is a sign of poor  supervision.  No  one  likes  a  supervisor  who  is  too lenient and ingratiating. If one individual gets by with something, the supervisor may lose control. On the other hand, issuing too many reprimands is just as bad. A good supervisor knows how to draw a tine line between harshness and leniency. A person with a keen understanding of human nature is able to discern this line. Be sure to practice the three Fs of discipline: Fairness, Firmness, and Friendliness. The recommended procedure for  administering  reprimands  follows: l l l l l l l l l l l Get all the facts. Do not reprimand a person in front of others. Put the person at ease. Find a word of praise first, if appropriate, to take out the sting. Use no sarcasm, anger, or abuse. Fit the reprimand to the individual. Have all the facts at hand; the person may attempt to deny the charge. Present  the  facts. Ask the person why there was an error. Try to get the person to admit the mistake. Do not threaten; this person knows how far you can go. Once the wrong is admitted, the reprimand is over. l l Leave on a friendly note, and let the person know the incident is closed. Do not nag. Later,  follow  up  with  a  casual  and  friendly contact at the shop. To test the effectiveness of your reprimand, ask yourself, Did it build morale? Remember, you must get along with this person in the future; you must keep this person as a working, producing individual; and you must be able to get along with your own conscience. You do not have to be soft, but remember that there is a great deal of difference between dignity and arrogance. POSITIVE AND NEGATIVE DISCIPLINE.  So far,   discipline   has   been   discussed   in   terms   of punishment. Actually, discipline is much more than reprisal for wrongdoing. Discipline exists also where no disciplinary actions ever have to be taken. Most people realize  they  cannot  get  along  without  self-discipline  and that no organization can function and no progress can be made unless individuals conform to what is best for the whole group. The supervisor who can build the spirit of cooperation, which is the basis for true discipline, has no  discipline  problems. Positive discipline, the trend in discipline being studied   widely   by   intelligent   executives   and supervisors,  is  the  force  that  originates  within individuals that prompts them to obey the rules and regulations.  People  in  a  Navy  organization  do  what  is right because they do not want to hurt the group as a whole and because they believe that by following the accepted rules, they will help the group achieve its objectives.  This  is  called  “esprit  de  corps.”  The supervisor who builds esprit de corps has little need to resort  to  negative  discipline. Negative discipline is a discipline of fear based on threat of punishment. This type of discipline originates from  without.  If  you  subject  people  to  this  type  of discipline, they will do only enough to get by when you are  watching.  When  you  leave  for  a  few  minutes, discipline leaves too. Their only motivation for working is fear of reprisal. Discipline  and  high  morale  go  hand  in  hand. Positive discipline is closely tied to the admiration and respect personnel have for their supervisor. This, in turn, is breed on good human relations. THE   HUMAN   RELATIONS   ASPECT   OF DISCIPLINE.   Good   human   relations   between supervisors and their work force are easy to spot. The upbeat,  enthusiastic  atmosphere  in  the  shop  indicates that supervisors appreciate and understand the workers; 3-7






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