A discipline-related event appeared essential during your third working week. Given the caution of June, you attempted to visit her many times during a three-day period. You could not contact with her and did not respond to the messages left. Instead of risking loss of credibility you took action in the waiting period. She said, "No big stuff," when you finally saw June and said what you were doing. Common sense like I said." Common sense. The identical scenario occurred a few weeks later. Again, you couldn't get in touch with June and you did what you thought proper, but this time it was one person who became a strong informal leader amid a generally unhappy group of workers. Search for limitations for disciplinary action When the assistant director of building services, June Arnold, has assumed the role of supervisor of the cleaning staff, he informed you that the policies and procedural guidance would be limited. June stated simply, 'Common sense is the prevailing policy.' On the other hand, June told you that the company is now sensitive to the union organisation and that it views disciplinary problems for its workers. Blow your face and create a dilemma for passionate syndical campaigners. About June, you were angry. She has intentionally accused you of having exceeded your authority by not informing her of such issues.the true limits of your decision-making power. employer determines your power limitations in the end, the above-mentioned June develops a strategy for engaging with June to assist you define its borders.