As already stated the majority in the organization abides by the culture of the organization as displayed by the top management. What makes the top management effective in bringing cleanliness and purity in the organization? The CEO wields two powerful tools to bring this end. These are, first the power to conduct internal audit periodically within the organization, for identifying and detecting discipline violators and secondly the power to initiate proceedings for inflicting deterrent punishment on these violators. There should be awareness amidst the employees of the organization that these weapons do not merely exist in the codebook, but are always in active state and will be used prudently and impartially, whenever warranted.

When there prevails an atmosphere of license and permissiveness within the organization there can be no discipline. When the members of an organization lack commitment and opts to violate its rules and regulations there can be no real discipline. There can be no real discipline in a suppressive and autocratic set up. Fear can be a motivation only when threat perception is directly visible and felt. In such a set up indiscipline invariably replaces when there is slackness in the enforced supervision. Discipline cannot be enforced universally on each and everyone in the organization from the or by the top. A country cannot be ruled solely by wielding the sword and an organization cannot be managed exclusively by bending the rod. It has to be accepted willingly by the majority as a code of conduct. The enforcement tools can be effective only towards correcting a small minority of erring elements, who happen to be exceptions to good society. Discipline is secured through promotional steps, through dynamic leadership and through motivation, while preventive steps help to deal with exceptions to the rule.

There can be no discipline worth its salt, when the discipline enforcing authority itself is infected and lacks purpose or direction. In such cases enforcement process becomes subjective and arbitrary. Similarly there can be no discipline when there are no healthy industrial relations prevailing within the organization.

Effective delegation, provision of a challenging career path to the employees, linking reward to the quantum and quality of contribution, and ensuring the steady movement upwards of all deserving members in the hierarchical set-up provide for an atmosphere of job satisfaction and work-contentment. This in turn leads to a sense among the members of belonging to the organization and towards their voluntary adherence to a code of conduct.

When there are well-defined goals and performance objectives in the organization represented by meaningful performance planning at each level, along with a reward system linked to performance of each individual, there results among members, a complete goal congruence and merger of the individual or personal objectives of the employees with the objectives of the organization. This brings a total identification of the employee with the organization. Many private sector Corporate and Multinational Organizations are able to successfully implement and secure this goal.

As discipline both confers benefits and demands commitment to a code of conduct, the average employee in the organization should not feel averse to its enforcement or acceptance. In fact healthy and disciplined administration promotes not only satisfactory management/employee relationship but also better inter-personal relations amongst the employees. An employee's relations with his superiors, peers and subordinates are streamlined, leading to overall work satisfaction. In all professionally managed corporate bodies and thriving global organizations this climate is actively fostered and prevails. But the ideal never exists in several other organizations particularly in Government and Public Sector Institutions, which are not managed by committed professionals. Discipline enforcement is managed solely by wielding executive authority through departmental enquiries in these organizations as a matter of routine. These become an end in themselves, and not a tool to secure clearly defined objectives. As a result it does not promote discipline, but creates a fear psychosis, and frustration. This leads to a feeling in the minds of the average employees that they are perpetually placed in a state of suspense or threat and the Damocles sword of a charge sheet and Departmental Enquiry will fall on their heads at any time.

Discipline should be cultivated starting from the root level, i.e. in the order of, individual at the family, individual at the organization, sub-groups in the organization and thereafter to larger groups ending with the society as a whole. When the base units are disciplined, the sum total of such units forming a bigger sector or area like a state or a nation cannot be different. Discipline at the level of the individual is Personal Integrity at home and place of work/business.

The family is the springboard of our time-honored culture. Before Indian business was professionalized, it was still thriving and successful because it was family oriented, i.e. family owned, family controlled or family managed. Family is a core group at the base of our social structure inspiring the thinking 'each for all and all for each'. Despite the backwardness, illiteracy, rampant corruption and widespread poverty in the country, Indians are still rated as one of the happiest people in the world. The culture and traditions of the 'family' in India irrespective of religious and social differences enable the people to share meager resources and live with considerable happiness. This is because within the small group of a family there is no widespread indiscipline thanks to our family culture based on a spirit of instinct respect for the elder from below; and in turn a feeling of love, affection and a spirit to sacrifice for the children by the parents. Indians when settled abroad, where the society is bereft of uncontrolled corruption, excel in service and professions over their native rivals. The family system inspires parents, though with scarce resource, to sacrifice their comforts and upbring the children with considerable effort resulting in a flush of educated and talented youngsters flooding the service industry and seeking avenues all round the world. Low-income family of one generation progresses and reaches the upper middle-income category in the next, thanks to the progress possible through education and service. Even today many youngsters in our families are afraid of doing wrong things, lest it should hurt the sentiments of their aged parents. This is an inherent control or break against disorder built in our traditions and culture. It was prevalent in edifice in all facets of our life, but in recent times old traditions are breaking very fastly. This tendency in our social values is aptly noticed and pointed out by Mr.K.Santhanam in his very informative Report, four decades ago. "In the pre-war and pre-independence era, a man was known in society by what he was. Today, he is known by what he has."