RELATIONSHIPS WITH YOUR SUPERIORS

that they have workers’ interests and welfare at heart; and that they respect workers’ opinions, knowledge, and skills. In the list below, we have provided some of the human relations factors that lead to positive discipline. Good supervisors 1. understand the principles, standards, rules, and regulations necessary to good conduct; they believe in these things and practice them themselves; 2. know their personnel as individuals, and treat them fairly and impartially; 3. develop the feeling of “belonging” and security in the group; 4. get information to the group through proper channels, and promptly eliminate rumors; 5. use authority sparingly and always without displaying it; 6. delegate authority as far down the line as possible; 7. never make issues of minor infractions or personal issues of disciplinary matters; 8. display confidence in the group, rather than suspicion of it (workers are reluctant to betray expressed confidence); 9. train the group technically; 10. look after the mental and physical welfare of the group; 11. try to avoid errors, but show willingness to admit errors when they make them; 12. develop loyalty in the group and of the group; and 13. know that because of individual differences, discipline cannot be a completely routine matter. Some of the principal causes of misconduct are discontent, idleness, lack of interest in the job, misunderstanding of regulations, resentment, and emotional strain. The wise supervisor avoids the necessity for formal discipline by removing as many of these causes as possible. RELATIONSHIPS WITH YOUR SUPERIORS Your bosses are very important people to you. In their hands rests much of your success in your job. Whether or not you like them personally, you have to cooperate with them if you hope to advance. Many supervisors rate loyalty at the top of the list of desirable qualities. A loyal supervisor does not criticize the boss to others even if there is cause for occasional disagreement. Dependability is another desirable quality your superior looks for in you. Your boss likes to know that when you are given an assignment you will complete it to the best of your ability and on time. There are few things more annoying to a boss than a subordinate who always has an alibi-who cannot be depended upon. Do not be a “yes” person; but, on the other hand, do not go to the extreme of being a “no” person. Good bosses want subordinate supervisors who are not afraid to tell them tactfully what they think, even if it means telling them that they are wrong. But they do not like having a subordinate who is against everything and who stubbornly resists every idea! MAKE SUGGESTIONS TACTFULLY Most bosses resent employees who make it a common practice to tell them bluntly what should be done or what should not be done. It is easy to get your ideas across to the boss without incurring resentment; just put them in the form of a question: “What do you think about this idea?” or “Do you think this would work?” If the boss gives you an assignment that is obviously a mistake, tactfully ask about handling it from another angle. However, if the boss insists on carrying out the order as specified, do not argue. KEEPING THE BOSS INFORMED Bosses like to know what is going on, but they do not want to be bothered with all the petty details. Keep them advised of personnel problems, proposed changes, and other important matters. If you make a serious mistake, tell your boss about it immediately. Don’t wait until your boss discovers the mistake and then try to defend your actions. And remember–lengthy explanations of your actions are not required. WORKING RELATIONS WITH YOUR FELLOW SUPERVISORS Friction and jealousy are your prime enemies in establishing cooperation with your fellow supervisors. A good supervisor avoids “backstabbing,” gossiping, and criticizing fellow supervisors when the competition 3-8