Culture of Discipline

Mr. Gordon projects himself as a hard worker. However, he does not display strong need for achievement and tends to be perform slowly in finishing his daily tasks – a fact that may related to his old age that is very close to retirement stage (he will retire on October 2002).

Naturally Mr. Gordon does not have high intention to be a strong leader nor very high needs to control others. Nonetheless, in his current position as a senior supervisor, he always tries to control and enforce discipline among his staff. But, enforcing discipline proves to be a daunting task for him as he admits that he did not very successfully inspire his staff – especially those who are old, senior and permanent– to build discipline and professionalism. “It may be part of our culture and frankly, it’s very difficult to establish the culture of discipline,” he responded wryly as he tried to explain his job challenges.

Mr. Gordon has preferences to combine both conceptual and practical ways in approaching problems, although he puts more emphasis on conceptual one. He also tries to be systematic in orchestrating actions to resolve myriad problems; and take some relevant factors into account before taking decisions. In realities, however, he could not use his problem solving abilities optimally. For instance, when encountered with the incident of customer’s belonging loss, he was not able to provide effective solutions to prevent and minimize the chance of loss. Indeed, the incident will have negative impact on customer satisfaction.

During the interview, Mr. Gordon was not able to display meaningful examples regarding his creative abilities. Although he actually has tendency to be adaptive to the work situation and responsive to change dynamic, he apparently fails to utilize those distinctive characteristics into a series of creativity endeavors.

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Mr. Gordon displays a profile of a calm and slow worker both in taking actions and expressing ideas orally. He shows warmness in dealing and speaking with others and is able to build good social interaction. He is relatively good in maintaining his emotional stability.


• Displays a profile of a hard worker
• Organized and systematic in finishing tasks
• Has high sense of responsibility

• Limited motivation due to near retirement stage
• Lacks of creativity and initiativeness
• Slow moving worker


Mr. Gordon has moved from his initial position as a room boy to his current level as senior supervisor in the span of more than 20 years. He held his position as a room boy for more than 10 years – a relatively longer than his peers who generally moved from room boy position to upper level just in 3 – 6 years.

Mr, Gordon projects himself as a hard worker who always tries to encourage his staff to be professional and discipline. However, he apparently fails to demonstrate firm and strict attitude to his staff, thereby bringing him in difficult situations to enforce discipline. Consequently, the overall performance of his team is not in the optimum level. Furthermore, he is a relatively slow worker and no longer able to display high need for achievement which may related to his near retirement stage. In this point, there is strong indication that he has no more room for his development as his capabilities have already been completely realized. Mr. Gordon is therefore recommended to be amongst those to take part of the Early Retirement Package.

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