nd deal with it accordingly. Some violations are more serious than others, and the manager then uses his personal discretion toward the situation. The last guideline that flows from the Hot Stove Rule is to keep the discipline impersonal. The penalty for the violation should not be to the person who did the wrong, but to the wrong doing itself. Managers should keep this relationship with their employees and strive for it. When you are corrected, do you prefer to be looked down on because of your mistake, or would you rather be corrected, get advise in correcting your mistake and move on? Managers should always try to keep the partnership going in the work place, and for no reason should an employee be degraded and left feeling useless and incompetent. The discipline should be connected with a given violation, not with the personality of the violator.According to Robbin's article, developing effective discipline skills can be accomplished by following these suggested actions.a) Confront the employee in a calm, objective, and serious manner.b) State the problem specifically.c) Keep the discussion impersonal.d) Allow the employee to explain his position.e) Maintain control of the discussion.f) Obtain agreement on how mistakes can be prevented in the future.g) Select disciplinary action progressively, considering mitigating circumstances (Robbin, 6).Now that we have analyzed each aspect of the Hot Stove Rule of Discipline, let us now put this theory to work in a typical scenario in the work place. John has just been employed by Verison Wireless Communication Systems. He has been in training for three weeks now, and is currently adapting to his new work environment, and team members. John has been learning all the regulations and standards he needs to work by in order to be employed by Verison. He understands all the rules and knows that he must abide by them. However, John is having a problem meeting his deadlines. His last progress report ...
