Case Study on Punishment and Discipline: Case 7

Review the case below, analyse it, and then create a report:

Punishment and Discipline

Mr. X, a management-trained commerce graduate, works as a junior officer at a company with more white-collar than blue-collar employees. Mr. X is a workaholic who is very committed to his profession. He uses all contemporary management strategies to achieve success; he is a problem solver and go-getter. Because of his attitude and expertise, he is admired and respected by his staff, who would do whatever to finish the task he has given them.

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In the same company, Mr. Y has a middle management position. Despite lacking professional management training, he implements management strategies that are appropriate for the organisation. His management technique has been very effective. He is very informed and has the appropriate contacts to make things happen.

When it comes to his supervisors, he has a “achieving organisational objective at whatever cost” attitude while taking a more maternal approach with his employees. Freedom, independence, and protection are his guiding principles for his subordinate officers, and Mr. X has chosen him to be his mentor.

The highest manager on this ladder is Mr. Z. He is effective as general manager because he listens well and makes judgments based on his own judgement. Although he sometimes expresses his irritation, he typically does not believe in harsh reprimands and penalties. Instead, he lavishes praise, especially on his subordinates. He is renowned for having a strong preference for regimented behaviour.

Mr. Z, the General Manager, had often praised Mr. X and shown his thanks to him during conversations between Mr. X and Mr. Z whenever Mr. X performed well. On a few of these instances, Mr. Y had also been in attendance.

On a few times, Mr. Y burst out a fit of rage in front of his coworkers and confronted Mr. X for certain errors. On these occasions, Mr. X has also been contentious and has insisted that what he had done was proper and that there had just been a communication breakdown or that Mr. Y had not comprehended the issues correctly.

Mr. Y publicly rebuked Mr. X on one occasion when he was very upset with him. Mr. X was offended, and the issue was escalated.

Mr. X was arguing with Mr. Z, the top boss, about how “praise should be given in public and reprimand in private” and how Mr. Z was praising Mr. X in private while Mr. Y was reprimanding him in public, which was bad for Mr. X and bad for the organisation.

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Mr. Z clarified that he lavished praise on Mr. X in private, mostly to inspire and drive him to produce greater achievements. He also never forgot to mention Mr. X with praise at the proper higher levels and at the proper times. Additionally, if Mr. X received public recognition, this may incite jealously among his coworkers, which might make it difficult for him to be accommodated in day-to-day operations due to a lack of appropriate horizontal contact.

Regarding Mr. Y’s behaviour, he informed Mr. X that a public reprimand would be taken seriously and that he would make amends in addition to giving the impression to others that Mr. Y was not biassed or had a peculiar attachment to Mr. X, and that Mr. Y’s position would be known to all of his coworkers and subordinates.

This will also lessen Mr. X’s coworkers’ envy of him and may even elicit some pity from them, which will lead to better outcomes. If a reprimand or other disciplinary action is given in secret, nobody will know if it was fair or not, and it won’t be able to change other people’s behaviour in the future.

Mr. X disagreed with the opinions of both employers since he was a certified management graduate and had always been advised that “reprimands should be issued in secret and praises in public.” The following issues are raised by the case study in question:

QUESTIONS

1. Whom and why do you agree with?
2. How will you prevent the gap from growing?

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