Unit12:DisciplineandDisciplinaryProcedure

12.1 Introduction Objectives 12.2 MeaningandObjectivesofDiscipline SAQs 12.3 PrinciplesforMaintenanceofDiscipline SAQs 12.4 BasicIngredientsorGuidelinesofaDisciplinaryAction SAQs 12.5 Disciplinary ActionPenalties SAQs 12.6 ProcedureforDisciplinaryAction SAQs 12.7 12.8 12.9 DismissalandDischargeofanEmployee Summary TQs

12.10 Answersto SAQsandTQs 12.1Introduction During the last decade, the growth of industries has been hampered by indiscipline. Maintenance of discipline in an organization is of paramount importance for its smooth runningandsurvival. During the early stages of industrialisation, labour was exploited i.e., child employment, longer working hours, inhuman and unhealthyworking conditions, low wages, absence of safetyandwelfaremeasureswerequitecommon. Thelabour,majoritybeing illiteratehadtoseekoutsidehelpto solvetheirproblems.The trade unions, instead of helping in some cases, tried to fulfil their own needs. This led to unlawfulactivities(strikes,gheraos)andindisciplineinindustries. Further withtheemergenceofunions,interunionrivalryisprevalentinmostofthepublic and private sector industries.These factors lead to indisciplineamong workmen. The rapid industrial growth in the countryresulted in many problems arising out of social changes, displacement from familiar environments, lack of adjustment to industrial atmosphere,

changesinlivingconditions,newstressesandstrainsofindustrialdisputes,indisciplineand violence etc. are responsible for about 10% of the total number of disputes and as a consequence,numberofmandayslostbysuchdisputesare quitesubstantial. PrinciplesforMaintenanceofDiscipline This unit deals with the principles of maintenance of discipline and basic ingredients or guidelinesofadisciplinaryaction.
Objectives:

Afterstudyingthisunityouwillbeableto: UnderstandingtheconceptofDisciplineattheworkplace Understandhowdisciplineisimplementedandmeasured. Analyzethetechniquestoensuringdiscipline

12.2 MeaningandObjectiveofDiscipline Disciplineistheobservanceofprinciples,rulesoranyotherlaiddownprocedures,practices, writtenorotherwiseintheorganizationby the employees or groupof employees, to whom theseapply,forsmoothandeffectivefunctioningoftheorganization. InthewordsofDr.Spriegal,"disciplineistheforcethatpromptsanindividualoragroupto observe the rules, regulations and procedures which are deemed to be necessary to the attainmentofanobjectiveitisforceorfearofforcewhichrestrainsanindividualoragroup from doing things which are deemed to be destructive of group objectives. It is also the exerciseofrestraintortheenforcementofpenaltiesfortheviolationofgroupregulations". Bremblett,EarlRsaysthat,"disciplineinthebroadsensemeansorderlinesstheoppositeof confusion..." It does not mean a strict and technical observance of rigid rules and regulations. It simply means working, cooperating, and behaving in a normaland orderly way, as any responsible person would expect an employee to do. According to Calhoon. Richard.D.,"disciplinemaybeconsideredasaforcethatpromptsindividualsorgroupsto observe the rules, regulations and procedures which are deemed to be necessary for the effectivefunctioningofanorganization. Webster'sDictionarygivesthemeaningsoftheworddisciplineasfollows: "First,itisthetrainingthatcorrectsmoulds,strengthensorperfects.Second,itisthecontrol gainedbyenforcingobedience.Thethirdmeaningispunishmentorchastisement".

Theaimsandobjectivesofdisciplineare: 1. To obtain a willing acceptance of the rules, regulations and procedures of an organization,sothatorganizationalgoalsmaybeattained. 2. To impact an element of certainty despite several differences in informal behaviour patternsandotherrelatedchangesinanorganization. 3. Todevelopamongtheemployeesaspiritoftoleranceandadesiretomakeadjustments. 4. Togiveandseekdirection,andresponsibility. 5. Tocreateanatmosphereofrespectforthehumanpersonalityandhumanrelations. 6. Toincreasetheworkingefficiencyandmoraloftheemployees,sothattheirproductivity is stepped up, the cost of production brought down and the quality of production improved. Gooddisciplinemightbedescribedasorderlyconductbasedondefinitestandardscatalyzed by effective leadership. When good discipline prevails within an organization, employees willingly follow the applicable policies, rules and procedures. They accept the original frameworkasoperatingtotheiradvantage. Conversely, when poor discipline exists, employees fail to observe the rules of the organization or theorders of their supervisors. Conditions contributing to poor discipline canbecausedby weaknesseswithintheorganizationalstructureorbyexternalfactors.

SelfAssessmentQuestionsI 1. ________________is the observance of principles, rules or any other laid down procedures, practices, written or otherwise in the organization by the employees or groupofemployees,towhomtheseapply,forsmoothandeffectivefunctioningofthe organization. 2. Accordingto____________________,"disciplinemaybeconsideredasaforcethat promptsindividualsorgroupstoobservetherules,regulationsandprocedureswhich aredeemedtobenecessaryfortheeffectivefunctioningofanorganization. 3. Conditions contributing to ________________________can are caused by weaknesseswithintheorganizationalstructureorbyexternalfactors.

12.3PrinciplesforMaintenanceofDiscipline Disciplinary measures have seriousrepercussions on employees they should, therefore, be basedoncertainprinciplessothattheymustbefair,justandacceptabletoemployeesand their union the most important principles to be observed in the maintenance of discipline havebeenoutlinedbyYoder.Heneman,TurnballandHaroldStone.Theseare: a) Asfaraspossible,alltherules shouldbeframedincooperationand collaboration with therepresentativesofemployees.Ifthelatterhaveashareinformulatingthem,willbe muchmorelikelytoobservethem. b) Alltherules shouldbeappraisedat frequentandregular intervalstoensurethatthey are,andcontinuetobe,appropriate sensibleanduseful. c) Rulesshouldvarywithchangesintheworkingconditionsofemployees.Thoseframed for office employees, for example, may very well be different from those that are formulatedforworkersinanindustrialconcern. d) Rules should be uniformly enforced if they are to be effective. They must be applied without exception and without bending them or ignoring them in favour of any one worker. e) Penalties for any violationof any rule shouldbeclearly stated in advance. Employees have the right to know what to expect in the event of any infringement of a rule or regulation.Forthispurpose,itisbettertopublishthemintheemployees'handbook.

f) A disciplinary policy should have as its objective the prevention of any infringement rather than the simple administration of penalties, however just: it should be preventiveratherthanpunitive. g) Extremecautionshouldbeexercisedtoensurethatinfringementsarenotencouraged. Thisshouldbedoneasamatterofpolicy. h) Ifviolationsofaparticularrulearefairlyfrequent,thecircumstancessurrounding them should be carefully investigated andstudied in orderto discover the cause or causesofsuchviolations. i) Recidivism must be expected. Some offenders would almost certainly violate rules moreoftenthanothers.Thesecasesshouldbecarefullyconsideredsothattheircauses maybediscovered. j) Definiteandpreciseprovisionsforappealandreviewofalldisciplinaryactionsshould beexpresslymentionedintheemployees'handbookforcollectiveagreements. SelfAssessmentQuestionsII 1. Asfaras possible,alltherulesshouldbeframedincooperation andcollaborationwith the...................... 2. ___________shouldbeuniformlyenforcediftheyaretobeeffective 3. Adisciplinarypolicyshouldhaveasitsobjectivethepreventionof any infringement ratherthanthesimpleadministrationofpenalties,howeverjust:

12.4BasicIngredientsorGuidelinesofaDisciplinaryAction Theprincipalingredientsofasounddisciplinarysystemare: 1. Location of responsibility: The responsibility for maintaining discipline should be entrustedto a responsible person (e.g., a line executive), though it is thePersonnel Officer who should be entrusted with the responsibility of offering advice and assistance. The Line Executive should issue only verbal and written warnings. In serious cases, which warrant discharge or suspension, the Industrial Relations Officer shouldbeconsulted. 2. Proper formulation and communication of rules: Since employees are expected to conformtorulesandregulationsandbehaveinaresponsiblemanner,itisessentialthat theserulesandregulationsareproperlyandcarefullyformulatedandcommunicatedto

them. It would be preferable if a copy of these regulations, together with any explanationsthereof,isincludedintheirhandbookatanyrate,theyshouldbeputup on notice boards and bulletin boards. While finalising the rules, everyone should be giventheopportunitytoexpressfreelyhisviewsthereon. 3. Rules and regulations should be reasonable: Plant conditions and the management climate should be such as would be conducive to the observance of rules and regulations. The workload should be such as is practicable in normal working conditionsforanaverageemployee. 4. Equaltreatment:Alldefaultersshouldbetreatedalike,dependingonthenatureoftheir offence.Identicalpunishmentshouldbeawardedforidenticaloffences,irrespectiveof thepositionorseniorityof theemployee. 5. Disciplinary action should be taken in private: This is essential because the main objectiveofadisciplinary istoensurethatawrongbehaviouriscorrectedandnotthat thewrongdoershouldbepunished,orhelduptoridicule.Ifadisciplinaryactionis takeninthepresenceofother employees,itmayoffendthesenseoftheemployeeand impairhissocialstandingwithhiscolleagues.Suchanactionmayrouseresentmentin the employee and his fellowworkers, and make for a disturbed climate in the organization. 6. Importance of promptness in taking disciplinary action: Justice delayed is justice denied.Ifthepenaltyisimposedlongafteraviolationofruleshasbeencommitted,it loses its positive and corrective influence, and may even induce resentment, which may not have developed if the penalty had been imposed in time. Care should, therefore,beexercised toensurethatapenaltyisimposedsoonafteraninfringement ofarulehasoccurred,andthatthepunishmentisnotunfair.Ifdecisionhasbeenjustly takenforterminationofanemployee,itshouldbeimplementedsoon. 7. Innocenceispresumed:Anindividualispresumedtobeinnocentuntilheisprovento beguilty.Theburdenofprofits isontheemployerandnotontheemployee.Itisfor themanagementtoprovebeyondareasonabledoubt,thataviolationoranoffencehas beencommittedbeforeanypunishmentisawarded.Thekindofproofthatwouldbe needed for this purpose would depend on the gravity of the offence that has been committed. 8. Getthefacts:Beforetakinganydisciplinaryaction,itshouldbemadesuretogetand keep adequate records of offences and warnings. It is always better to let the

subordinate fully explain what happened and why it happened. It may then be discovered that there were mitigating circumstances, or that he was not awareof the rulesorthatthepersonhadconflictingordersorevenpermissiontobreaktherulefor some reason. Getting facts is agoodmanagementpractice, especiallywhen defending thedecision,tosuperiors,unionarbitratorsandothers. 9. Actionshouldbetakenincoolatmosphere:Theactionshouldbetaken,notwhenoneis angrybutwhentheangerhas"cooledoff"abitsothatrationalandsensiblejudgement couldbetaken. 10. Natural justice: A punitive action must satisfy the condition of natural justice. The management must act without bias and without vindictiveness it should always indicatethatitsdisciplinaryactionagainstanemployeeisbasedonjustice andfair play.Thepunishmentshouldbecommensuratewiththegravityoftheoffenceand it should be corrective or reformativeratherthanretributive.Theemployeeshould betaughttobehavebetterheshouldbe"rehabilitated",andnot"injured". 11. After a disciplinary action has been taken by the supervisor, he should treat his subordinateinanormalmanner:Theemployeehaspaidthepenaltyforhisviolationof a rule. He should, therefore, be treated as he would have been, had there been no violation and nopunishment. The attitudeof thesupervisorshouldbe:"Forgiveand Forget." 12. Don'tbackdownwhenyouareright:Whenthesupervisorknowsheisrightthattherule was broken, that adequate warning is given, that the penalty is not too severehe should not back down or compromise on penaltyespecially once the decision is announced.Inmostcases"beingsoft"isnotviewedasavirtue.Instead,employees eitherassumethat the rule itself is frivolous,orthat the rules andpenalties are being appliedinconsistently.Ineithercase,backingdownisnotadvisable. 13. Negative motivation shouldbehandled in a positive manner: The philosophy behind administeringadisciplinaryactionisthatanegativemotivationshouldbehandledina positive manner, that is, it should be brought home to the employee that a negative approach does not pay. Positivelyoriented managers generally feel that discipline should not punish but instead be corrective and constructive. As far as possible, disciplinary action should deal with specific rule in question, rather than with the employee in general. The saying "let the punishment fit the crime" is appropriate whendiscipliningtheemployee.

SelfAssessmentQuestionsIII 1. The___________________shouldissueonlyverbalandwrittenwarnings. 2. Whilefinalising therules,_________________shouldbegiventheopportunityto expressfreelyhisviewsthereon 3. All_______________shouldbetreatedalike,dependingonthenature oftheiroffence. Identicalpunishmentshouldbeawardedfor identicaloffences,irrespectiveofthe positionorseniorityof theemployee.

12.5Disciplinary ActionPenalties Therearevaryingpenaltiesforfirst,second,andthirdoffencesofthesamerule.Amongthe penaltiesavailableinbusinessare: 1. Oralreprimand 2. Writtenreprimand 3. Lossofprivileges 4. Fines 5. Layoff 6. Demotion 7. Discharge Thepenaltiesarelistedinthegeneralorderofseverity,frommildtosevere.For mostcases,an oralreprimandissufficienttoachievethedesiredresult.Thesupervisormustknowhisorher personnelindetermininghowtogiveareprimand.Foroneperson, a severe "chewingout" maybenecessaryinordertogetattentionandcooperationanotherpersonmayrequireonly acasualmentionofadeficiency.Iftheoffenceismoreserious,thereprimandmaybeputin writtenform. Sinceawrittenreprimandismorepermanentthananoralone,itisconsideredamoresevere penalty. Forsuchoffencesastardinessorleavingworkwithoutpermission, finesor lossof various privileges can be used. The finesusuallyhavesomerelationshiptotheworktime actually lost. The loss of privileges includes such items as good job assignments, right to select machineorotherequipment,andfreedomofmovementabout theworkplaceorcompany. Themoreseverepenaltiesoflayoff,demotion,anddischargeareusuallyoutsidethegrantof authoritytotheimmediatesupervisor.Disciplinarylayoffscanvaryinseverityfromoneto

several days' loss of work without pay. The use of demotions as a penalty is highly questionable.Iftheemployeeisproperlyqualifiedforthepresentassignment,heorshewill beimproperlyplacedonalowerjob.Dischargeisthemostseverepenaltythatabusiness organizationcangiveandconstitutes"industrialcapitalpunishment". SelfAssessmentQuestionsIV 1. Thesupervisormustknowhisorherpersonnel indetermininghowto...................... 2. Sinceawrittenreprimandismorepermanentthan______________,itisconsidereda moreseverepenalty. 3. Theuseof______________asapenaltyishighlyquestionable.

12.6ProcedureforDisciplinaryAction Thoughthereisnospecificproceduretobefollowed,thefollowingstepsshouldbetakeninto consideration: a) Anaccuratestatementofthedisciplinaryproblem. b) Collectionofdataorfactsbearingonthecase. c) Selectionoftentativepenaltiestobeimposed. d) Choiceofthepenalty. e) Applicationofthepenalty. f) Followuponthedisciplinaryaction. a. AccurateStatementoftheProblem:Thefirststepistoascertaintheproblembyseeking answerstothefollowing questions: 1. Doesthiscasecallforadisciplinaryaction? 2. What,exactly,isthenatureoftheviolationoroffence? 3. Underwhatconditionsdiditoccur? 4. Whichindividualorindividualswereinvolvedinit? 5. When,orhowoften,didtheviolationoccur? Inotherwords,anexecutivemustfirstfindoutthataviolationhasoccurredandthatis entirelythe fault,oratleastpartiallythe fault, ofoneormoresubordinates.Thenext stepistodetermineandstatethenatureoftheallegedviolationofarule,aregulation,a policy to determine whether a request or order has been ignored or broken, and assess the seriousness of the specific offence which has been committed. It is also

necessary to know exactly who and what was involved in the violationwhether a particularindividualorgroup.Finally,itisdesirabletoknowwhen and/orhowoftenthe violationoccurred. b. Collectingfactshavingabearingonthecase:Beforeanyactionistakeninacase,it is essential to gather all the facts about it. A thorough examination of the case should be made within the stipulated time limit. The facts gathered should be such as can be producedbeforeahigherauthority,ifandwhenneeded. c. SelectionofTentativePenalties:Thekindofpenaltytobeimposedforanoffenceshould be determined before hand.Should it be simple reprimand, a financial or nonfinancial penalty?Orshoulditbedemotion, temporarylayofforoutrightdischarge? d. ChoiceofPenalty:Whenadecisionhasbeentakentoimposeapenalty,thepunishment to be awarded should be such as would prevent a recurrence of the offence. If the punishmentislighterthanitshouldbe,itmayencouragetheviolationofthesameruleor anotherifitisgreaterthanitshouldbe,itmayleadtoagrievance. e. ApplicationofthePenalty:Theapplicationofthepenaltyinvolvesapositiveandassured attitudeonthepartofthemanagement."Ifthedisciplinaryactionisasimplereprimand, theexecutiveshouldcalmlyandquicklydisposeofthematter.Butwhensevereaction iscalledfor,afortnight,seriousanddeterminedattitudeishighly desirable. f. Followup on Disciplinary Action: The ultimate purpose of a disciplinary action is to maintain discipline, to ensure productivity, and avoid a repetition of the offence. A disciplinary action should, therefore, be evaluated in terms of its effectiveness after it has been taken. In other words, there should be a more careful supervision of the personsagainstwhomadisciplinaryactionhasbeentaken. SelfAssessmentQuestionsV 1. ____________________________________isthefirststepistoascertainthe problem 2. Beforeanyactionistakeninacase,itisessentialto............................... 3. Whenadecisionhasbeentakentoimposeapenalty,thepunishmenttobeawarded shouldbesuchaswill.........................

12.7DismissalandDischargeofanEmployee

According to Article 311 of the Indian Constitution, which says that no person shall be dismissedorremovedfromserviceuntilhehasbeengivenareasonableopportunitytoshow causeastowhytheproposedactionshouldnotbetakenagainsthim?" TheModelStandingOrders,too,laydownthat,"beforeanemployeeisdismissed,heshould begivenanopportunitytoexplainthecircumstancesagainsthim." Thefollowingstepsarefollowedfordismissalofanemployee: a) ChargeSheetisFramedandIssued: The first step in the procedure is to frame a written charge sheet which is based upon a writtencomplaintagainsttheemployeeinquestion,andwhichcontainsdetailsoftheoffence withwhichheischargedandtheallegationofmisconductmadeagainsthim,andindicating thetime limitwithinwhichareplytothechargesheetshouldbesubmittedtotheauthorities. Theemployeeiscalledupontoshowbecausewhyadisciplinaryactionshouldnotbetaken againsthim. The contents and implications of the charge sheet may be explained to him in his own languageandinthepresenceofsomereputablewitness,beforeacopyofitishandedoverto him.Ifherefusestoacceptit,itshouldbesenttohisresidentialaddress"registeredpostwith acknowledgement due". Ifthe employee refuses to take delivery of the registered letter, or whenit hasbeenreturnedundelivered,it shouldbepublishedinalocalpapertoensureits widepublicity. b) ReceiptofExplanation: Theemployeemaysubmithisexplanationwithintheprescribedperiodoftime,orhemayask for an extension of time for its submission. In the latter case, the request should be consideredingoodfaithinaccordancewiththerulesofnaturaljustice. c) IssueofNoticeofEnquiry: If the explanation is received from the employee is found to be unsatisfactory, a notice of enquiry,mentioningthetime,dateandplace,hastobegiventohiminwhichthenameofthe personorofficerwhowouldconducttheenquirywouldalsobementioned.Theemployeeis requiredtobepresentattheappointedtimeandplace,togetherwithhiswitness,ifhehasany. d) TheHoldingofEnquiry: On the appointed day and at the appointed place and time, the enquiry is held by the EnquiryOfficerinthepresenceoftheemployee.Thecontentsofthechargesheetandan explanationoftheproceduretobefollowedattheenquiryarecommunicatedtotheworker.If

hepleadshisinnocence,theenquiryproceedsbutifhepleadsguilty,unconditionallyandin writing,theenquiryisdropped. e) TheFindings: Once the enquiry is over, the Enquiry Officer has to give his findings, which should invariablycontaintheprocedurewhichwasfollowed,thepartysstatements,thedocuments produced and examined, the charges made and the explanations given and the evidence produced.Theofficershouldthenrecord hisown findingsoneachofthechargesandthe grounds on which he has come to a particular conclusion. He should specifically mention which charges have been proved and which have not been proved. He then submits his findingstotheauthoritiesempoweredtotakeadisciplinaryactionagainsttheemployee.He, however,isnotrequiredtomakeanyrecommendations. a) On receiving the report, the executive authorized to take a decision thereon passes an orderofpunishment. b) Communicationoftheorder: Acopyoftheordersisthenhandedovertotheemployee.

DischargeofanEmployee Thefollowingconditionsmustnecessarilybesatisfiedbeforeanemployeeisdischargedfrom servicebywayofpunishmentformisconduct. a) Themisconductof theemployee is ofsuch a nature asto indicatethathisdischarge ordismissalwouldbeanappropriatepunishmentandthatthiskindofpunishmenthasbeen provided intheStandingOrders. b) Anenquirymustbeheldbytheemployerintothemisconductwhichanemployeehas been charged with. This enquiry should be held only after a charge sheet has been preferredagainsthim,andhehasbeengivenduenoticeofthetime,placeanddateof enquiry. c) Theofficershouldbeheldinsuchamannerastoensurethatitwouldbefairandproper andinconformitywiththeprinciplesofnaturaljustice.Theworkermustbegivenan adequate opportunity to defend himself and to present witness in support of his contentionorcase. d) The officer holding the enquiry should not be one who may be disqualified on the groundofbias,personalinterest,oronthegroundofhishavingbeenoneyewitnessto themisconductwithwhichtheemployeeischarged.

e) Attheconclusionoftheenquiry,thefindings,basedonrecordedevidence,should berecordedbytheenquiryofficer. f) Thefindingsmustnecessarilybebasedonrecordedevidenceandshouldnotbeperverse. g) The order of dismissal or discharge against the employee must be passed in good faith. h) Theordermustbedulycommunicatedtotheemployeeagainstwhoithasbeenpassed.

SelfAssessmentQuestionsII

Statewhetherthefollowingstatementsaretrueorfalse: 1. TheLineExecutiveshouldissueonlyverbalandwrittenwarnings. 2. Itisessentialthattherulesandregulationsregardingdisciplineareproperlyandcarefully formulatedandcommunicatedtotheemployees. 3. Punishment for offence should take into account the position or seniority of the employee. 4. The main objective of a disciplinary is to ensure that the wrongdoer is punished, or helduptoridicule andnotthatawrongbehaviouriscorrected. 5. Discharge is the most severe penalty that a business organization can give and constitutes"industrialcapitalpunishment". 12.8. Summary
Good disciplinemightbedescribedas orderlyconductbasedondefinitestandards catalyzedby effectiveleadership. Disciplinarymeasureshaveseriousrepercussionsonemployees.Hencetheyshouldbebasedon certainprinciplessothatthey mustbefair,justandacceptabletoemployeesandtheirunion. As far as possible, all the rules should be framed in cooperation and collaboration with the representativesofemployees. Alltherulesshouldbeappraisedatfrequentandregularintervals Rulesshouldbeuniformlyenforcediftheyaretobeeffective. Adisciplinarypolicy shouldbepreventiveratherthanpunitive. It is essential that these rules and regulations are properly and carefully formulated and communicatedtoemployees. Identical punishment should be awarded for identical offences, irrespective of the position or seniorityoftheemployee. Ifthepenaltyisimposedlongafteraviolationofruleshasbeencommitted,itlosesitspositive andcorrectiveinfluence.

 Theultimatepurposeofadisciplinaryactionistomaintaindiscipline,toensureproductivity,and avoidarepetitionoftheoffence. Adisciplinaryactionshouldbeevaluatedintermsofitseffectivenessafterithasbeentaken.

12.9TerminalQuestions
1. DefineDiscipline.WhatareitsObjectives? 2. Whatarethebasicprinciplestomaintaindiscipline? 3. Enumeratethestepsfordisciplinaryprocedure. 4. Statetheprincipalingredientsofasounddisciplinarysystem. 5. What conditions mustnecessarilybesatisfiedbeforeanemployeeisdischargedfromserviceby wayofpunishmentformisconduct?

12.10.AnswerstoSAQsandTQs SelfAssessmentQuestionsI 1Discipline,2Calhoon.Richard.D.,3poordiscipline SelfAssessmentQuestionsII 1Representativesofemployees,2Rules,3 itshouldbepreventiveratherthanpunitive SelfAssessmentQuestionsIII 1LineExecutive,2everyone,3 defaulters SelfAssessmentQuestionsIV 1Giveareprimand,2anoralone,3demotions

SelfAssessmentQuestionsV 1AccurateStatementoftheProblem,2gatherall thefactsaboutIt.,3 preventarecurrence oftheoffence AnswerstoTQs: 1. Referto12.2 2. Referto12.3 3. Referto12.4 4. Referto12.5&12.6 5. Referto12.7