Management Fundamentals 7th Edition by Robert N. Lussier

Exercise 5

Objective

To develop your ability to discipline an employee.

Skills

The primary skills developed through this exercise are:

1. Management skill – interpersonal

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2. AACSB competency – communication

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3. Management function – controlling

Procedure 1 (2–4 minutes)

Break into groups of three. Make some groups of two, if necessary. Each member selects one of the three situations from Skill Builder 2. Decide who will discipline Employee 1, the clerical worker; Employee 2, the icecream shop server; and Employee 3, the auto technician. Also select a different group member to play the employee being disciplined.

Procedure 2 (3–7 minutes)

Prepare for the discipline session. Write a basic outline of what you will say to Employee 1, 2, or 3; follow the steps in the discipline model below.

1. Refer to past feedback. (Assume that you have discussed the situation before, using the coaching model.)

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2. Ask why the undesired behavior was used. (The employee should make up an excuse for not changing.)

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3. Give the discipline. (Assume that an oral warning is appropriate.)

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4. Get a commitment to change and develop a plan.

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5. Summarize and state the follow-up.

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Procedure 3 (5–8 minutes)

Role-Playing. The manager of Employee 1, the clerical worker, disciplines him or her as planned. (Use the actual name of the group member playing the employee.) Talk—do not read your written plan. Employee 1, put yourself in the worker’s position. You work hard; there is a lot of pressure to work fast. It’s easier when you have more than one file. Both the manager and the employee will need to ad lib.

The person not playing a role is the observer. He or she makes notes on the observer form below. For each of the following steps, try to make a statement about the positive aspects of the discipline and a statement about how the manager could have improved. Give alternative things the manager could have said to improve the discipline session. Remember, the objective is to change behavior.

Observer Form

1. How well did the manager refer to past feedback?

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2. How well did the manager ask why the undesired behavior was used?

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3. How well did the manager give the discipline?

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4. Did the manager get a commitment to change? Do you think the employee will change his or her behavior?

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5. How well did the manager summarize and state the follow-up? How effective will the follow-up be?

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Feedback. The observer leads a discussion of how well the manager disciplined the employee. The employee should also give feedback on how he or she felt and what might have been more effective in getting him or her to change. Do not go on to the next interview until you are told to do so. If you finish early, wait until the others finish or the time is up.

Procedure 4 (5–8 minutes)

Same as procedure 3, but change roles so that Employee 2, the ice cream server, is disciplined. Employee 2, put yourself in the worker’s position. You enjoy talking to your friends, and you’re supposed to be friendly to the customers.

Procedure 5 (5–8 minutes)

Same as procedure 3, but change roles so that Employee 3, the auto technician, is disciplined. Employee 3, put yourself in the worker’s position. You are an excellent technician. Sometimes you forget to put the mat on the floor.

Apply It

What did I learn from this experience? How will I use this knowledge in the future?

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Step 1 of 21

1. Employee 1: “I hope you know about the number of files to be kept on your table?”

Employee 2: “Do you remember my telling you that dirty tables need to be cleaned up as soon as the customer leaves?”

Employee 3: “Do you remember my telling you that paper mat should be kept on the floor so that the carpets don’t get dirty?”