GUIDELINES FOR CRITICAL ORGANISATIONAL ISSUES – Part 3 ...Continued from Part 2
Organisational Theft Organisations have to look into one more aspect. There could be an employee who would be walking off with something or the other for private use, that which belongs to the organisation, without anybody’s notice. If he could be apprehended red-handed while committing the offense, he would confess his misdeed and the people concerned would also be able to initiate corrective action against him. If the organisation sacks him, then the workforce will revolt to show solidarity with him. If management cannot exercise the authority to use a disciplinary measure to correct an erring employee, of what use is it then to establish a business organisation? Management has to make efforts to notify the workforce that it is not incorrect to take disciplinary action against wrongdoers. Punishment should not be viewed as something incorrect. For example, if a professional killer has murdered many people, and is taken to the Court, the judge would deliver a ruling of capital punishment for his offense.* The idea behind the sentence is not merely to punish the person who has committed the crime, but also to prevent others from treading a similar path. Such a stern punishment is given so that others with similar frame of mind would eschew similar offenses. Similarly, if any person commits a mistake in the factory, punishment has to be given so that he will be all the more careful of committing such mistakes in future, recalling the severe consequences of similar events in the past. Unfortunately, today it appears that top managements have given up such initiatives to reform the miscreants. What is the reason for this state of affairs? It seems that government is responsible for this plight, as it is ensuring all sorts of independence to the workers owing to non-business motives and considerations. On the other hand, the government has also been giving all help to protect the legitimate rights of workforce. There are exclusive labour courts to deal with problems of workers. The judges in these courts function with genuine concern for workers. In India, truth and morality are very important. For instance, if you try to probe a worker at the lower levels about the reason for a strike, probably there would be no response from him, due to his lack of awareness. The management will have to take steps from the very beginning to maintain harmonious relations with the managerial employees as well as non-managerial employees. These are very important exercises to be carried out by the management. Managements in India should take morality and truth as the two cardinal principles in their operations. Source: Management of Organisational Issues, Chapter 6, Man Management: A Values-Based Management Perspective ------------- *Baba often says that there would no Shikshana (meaning any aspect of human resource development - knowledge, skills, attitudinal change, etc.) without Shiksha (disciplinary measure). -- --- You received this message because you are subscribed to the Google Groups "saimsg" group. To unsubscribe from this group and stop receiving emails from it, send an email to [email protected]. For more options, visit https://groups.google.com/groups/opt_out.
