confidence in that person and provides excellent train- ing. 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. Reprimanding 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 reprimand. 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 can  go. Once  the  wrong  is  admitted,  the  reprimand  is over. 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- gance. COMMUNICATIONS 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. Internal  Communications 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 3-14