confidence in that person and provides excellent train-
Although the situation and the individual are the
prime considerations in giving orders, the attitude and
the tone of voice in which they are given are also very
important. Whenever you give orders, apply the five
Cs: clearly, completely, concisely, confidently, and
correctly. Also, avoid orders that are unnecessary.
Put the person at ease, Find a word of praise
first, if appropriate, to take out the sting.
Never use sarcasm, anger, profanity, or abuse.
Fit the reprimand to the individual.
Present the facts, (Have all the facts at hand;
the person may attempt to deny the charge.)
Ask the person why there was an error.
Try to get the person to admit the mistake.
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.
The most common type of discipline is the simple
The reprimand must be fitted to both the person
and the situation. A sensitive person might be crushed
by the slightest hint of something wrong, while an in-
sensitive person could easily deal with a severe re-
buke. The reprimand should be a calm, constructive
action, not destructive. You are interested in the un-
derlying causes, not in getting 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 or who is ingratiating. If one person gets by with
doing something wrong, the supervisor may lose con-
trol. On the other hand, issuing too many reprimands
is just as bad.
A good supervisor knows how to draw a fine line
between harshness and leniency. A person with a keen
understanding of human nature should be able to dis-
cern this line. Be sure to practice the three Fs of dis-
cipline: fairness, firmness, and friendliness.
The following list gives recommended suggestions
for administering reprimands:
Never threaten; this person knows how far you
Once the wrong is admitted, the reprimand is
Leave on a friendly note, and let the person
know the incident is closed. Never nag.
Follow up later with a casual and friendly con-
tact at the work center.
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 arro-
The art of good communications is vital to your suc-
cess as a supervisor. Communications may be broken
down into two broad categories: internal and external.
Get all the facts.
Never reprimand a person in front of others
To achieve good internal communications, keep
your personnel informed. They should know the reasons