Disciplinary Action Quotes

You will be expected to obey orders, or this appointment can and will be terminated. Again, at the discretion of the primary. We run this by the book." "I've always wondered. How many pages are in that book of yours?" "And smart mouthing to the primary can result in disciplinary action." "Darling. You know how that excites me.

I, _______________________, certify that by signing below I agree to abide by the rules outlined in the REACH Handbook. I understand the rules, which have been properly explained to me by a REACH staff member. I further acknowledge that if I disregard the rules for any reason I will be subject to disciplinary action which may include in-house detention, additional counseling, and/or expulsion from the REACH program. What it really means: I, __________________, sign my freedom over to REACH staff. By signing this piece of paper, I certify that my life will be dictated by other people and I'll live a miserable existence while I'm in Colorado.

Within seconds, his hand is inside my panties. Now he can feel just how much I am enjoying this. I think I hear him laugh quietly, but I still can’t see his face. My body is alive with sensation, and he probes his fingers deep inside me. He moves in and out, creating a satisfying rhythm of his own. This time I really moan out loud and nearly collapse backwards, falling onto his body behind me. He catches me casually, and pushes me back to my feet, before continuing.

He spanks me again, and again, and again. I lose count after ten strikes, too consumed with the aching sensation spreading across the lower half of my torso. Eventually, I hear myself gasp and moan at each strike, the sting intensifying as my flesh warms with every blow.

He sighs with satisfaction, as he falls back into his chair, smiling. Still fully dressed in his expensive suit, he’s absolutely spent after f**king the life out of me.

With his final blow delivered, he pulls me up toward him, first by my hips, and then by my hair. Groping my breasts and kissing me, he is full of congratulations. ‘Well done, Megan, you took your punishment well. Now it’s time for your reward.

I concentrate intently on counting: hearing my voice break as the torment and torture builds; fingering myself intensely at his instruction. As we get past ten I slip up; overwhelmed by the sensations wracking my body, I realise in horror that I don’t know which number is next.

See, the thing is, I had a little misunderstanding with Trent Gibson in Pre-Calculus earlier. I dropped my textbook on his face—accidentally, while we were discussing some…equations—and he thought I was trying to brain him. So of course, he narked to Shoemaker, and apparently accidents are grounds for disciplinary action these days.

The issue of respect is also useful in guiding parents’ interpretation of given behavior. First, they should decide whether an undesirable act represents a direct challenge to their authority . . . to their leadership position as the father or mother. The form of disciplinary action they take should depend on the result of that evaluation.

The Tenth Amendment recognizes the States' jurisdiction in certain areas. States' Rights means that the States have a right to act or not to act, as they see fit, in the areas reserved to them. The States may have duties corresponding to these rights, but the duties are owed to the people of the States, not to the federal government. Therefore, the recourse lies not with the federal government, which is not sovereign, but with the people who are, and who have full power to take disciplinary action. If the people are unhappy with say, their State's disability insurance program, they can bring pressure to bear on their state officials and, if that fails, they can elect a new set of officials. And if, in the unhappy event they should wish to divest themselves of this responsibility, they can amend the Constitution.

Good discipline requires time. When we have no time to give our children, or no time that we are willing to give, we don’t even observe them closely enough to become aware of when their need for our disciplinary assistance is expressed subtly. If their need for discipline is so gross as to impinge upon our consciousness, we may still ignore the need on the grounds that it’s easier to let them have their own way—“I just don’t have the energy to deal with them today.” Or, finally, if we are impelled into action by their misdeeds and our irritation, we will impose discipline, often brutally, out of anger rather than deliberation, without examining the problem or even taking the time to consider which form of discipline is the most appropriate to that particular problem.

The intolerance and cancel culture have spread to outright discrimination in hiring, promotion, grants, and publication of professors and graduate students who do not abide the ideology demanded by the campus revolutionaries. A March 1, 2021, study by Eric Kaufmann of the Center for the Study of Partisanship and Ideology found, among other things: “Over 4 in 10 US and Canadian academics would not hire a Trump supporter… ; only 1 in 10 academics support firing controversial professors, nonetheless, while most do not back cancellation, many are not opposed to it, remaining non-committal; right-leaning academics experience a high level of institutional authoritarianism and peer pressure; in the US, over a third of conservative academics and PhD students have been threatened with disciplinary action for their views, while 70% of conservative academics report a hostile departmental climate for their beliefs; in the social sciences and humanities, over 9 in 10 Trump-supporting academics… say they would not feel comfortable expressing their views to a colleague; more than half of North American and British conservative academics admit self-censoring in research and teaching; younger academics and PhD students, especially in the United States, are significantly more willing than older academics to support dismissing controversial scholars from their posts, indicating that the problem of progressive authoritarianism is likely to get worse in the coming years; [and] a hostile climate plays a part in deterring conservative graduate students from pursuing careers in academia….

VIOLATION SERIOUSNESS SENTENCE PRINCIPAL’S COMMENTS DESTRUCTION OF ACADEMY PROPERTY According to a report from Miss Foster, Mr. Sencen set off a device in my office, shattering the majority of the windows in the glass pyramid. 20 out of 10 None. Mr. Sencen remains absent, making punishment difficult to issue. And this does appear to confirm his involvement with the Neverseen. But I suspect there’s more to the story. —Magnate Leto Update: The glass pyramid has been rebuilt. Foxfire is also teaming up with Exillium for skill lessons. And Mr. Sencen has yet to return to campus. The Council is pressuring me to expel him, but I see no reason, (particularly since everyone should be focusing on the upcoming Peace Summit in Lumenaria). —Magnate Leto VIOLATION SERIOUSNESS SENTENCE PRINCIPAL’S COMMENTS Second Update: Foxfire’s midterm break was extended after the tragedy in Lumenaria, and… I’m grateful to have the time to adjust. There’s so much to do… and I’ll be so much more limited now.… But I’ll find a way to manage. In the meantime, it should be noted that when the academy resumes sessions, Mr. Sencen will be returning, and no disciplinary action will be taken against him. —Magnate Leto Third Update: Sessions still haven’t resumed. But Miss Foster brought Mr. Sencen to see Elwin for treatment after Mr. Sencen received several serious wounds during a sparring match with King Dimitar. Apparently, one result of the match is that Keefe will now have Princess Romhilda serving as his bodyguard, which will likely cause tension on campus. Preparations will need to be made. —Magnate Leto

Even women deeply committed to the emancipatory promises of modernity were alarmed by the "inappropriateness" of unrelated men and omen socializing in the streets. In the women's press, articles exhorted young men to treat women respectfully in public. Other articles encouraged women to act as their own police and to be more observant of their hijab and public modesty. From the beginning, then, women's entry on the streets was subject to the regulatory harassment of men. The modernist heterosocializing promise that invited women to leave their homosocial spaces and become educated companionate partners for modernist men was underwritten by policing of women's public presence through men's street actions. Men at once desired heterosociality of the modern and yet would not surrender the privileged masculinity of the streets. Women's public presence was also underwritten by disciplinary approbation of modernizing women themselves whose emancipatory drive would be jeopardized by unruly public conduct.

A shock report in the London Evening Standard on August 23, 1995, “Treason at the Tower as Charlie kills raven,” revealed that a police sniffer dog, a springer spaniel named Charlie, killed a raven also named Charlie during a routine security check. (According to the report, no disciplinary action was taken against the dog.)

Taylor and Fitz sat at a patio table in the back of Las Palmas. The front room was filled with giggling Vanderbilt co-eds and migrant workers on their lunch break, a testament to the quality of the restaurant as well as its reasonable prices. Taylor was nibbling a steak fajita quesadilla, Fitz was plowing through a taco salad. A pitcher of sweet tea separated them. “So what did Price say?” Fitz asked. “He understood, for starters. He’ll fight any disciplinary action taken against Lincoln. So Linc will feel a lot better about that. Poor guy, he was completely rattled. I don’t know if it was the dope or the sheer terror of having to report that he’d been smoking it. Can you imagine Lincoln with a few toots in him?” Fitz laughed. “No. Mr. Fancypants has always struck me as the one scotch before dinner because it looks good, rather than enjoying it type. He isn’t much for losing control.” “Well, that’s to be expected, if you think about his background. Damn, it would be nice to have him back to work this Wolff case. I’ll bet there’s a ton of financial discovery, right up his little computer-literate heart’s alley. Marcus is back tomorrow, right?” Marcus Wade, her youngest detective, had been out for four days doing his in-service training rotation. Without the two detectives, the squad had been too quiet. “He’ll be in bright and early tomorrow. We can get him up to speed with the Wolff case, let him go to town. Media’s having a field day with the 911 tape.

Simon curled up by Aunt Dot’s chair, but he kept an eye on me in case any sudden disciplinary action should be necessary.

schools that use restorative practices—disciplinary methods that show understanding of students’ concerns that underlie their actions, provide consequences that have meaning for the student, help students see how their actions affect others, and problem solve with students, peers, and parents to help young people learn more effective ways of handling frustrations—work to resolve and prevent student misbehavior rather than penalize students by separating them from the classroom.

reframed as Hamlet with lions. 9. Speak to a different audience. Instead of seeking out friendly people who share your values, try approaching disagreeable people who share your methods. In the U.S. Navy, a young aviator named Ben Kohlmann created a highly effective rapid-innovation cell by assembling a band of junior officers who had disciplinary actions brought against them for challenging authority. They had a history of principled dissent, and although they held different objectives, their habits of loyal opposition meshed well. Your best allies are the people who have a track record of being tough and solving

I start with interrogating the way the word ‘creativity’ circulates and gets used in corporate settings. What does it mean to be ‘creative’ in any corporation? If we agree that one of the key ingredients of creativity is ‘to create’, then we can safely say that most of the American people feel alienated from the work they do and from their employers, because they can’t create in the deep sense of what creativity means. Even those who do, most of them feel alienated from the product they create, because they feel it is being utilized for profit only. One quick example that comes to mind is utilizing technological advancement for surveillance and manufacturing weapons. Over the years, I have talked to many people in different professions from pilots to engineers, from coders to programmers, from doctors to other healthcare professionals, who repeatedly confirmed that they often feel that the human and creative value of what they accomplish only seems to matter to the extent it can be monetized and used to expand businesses and increase profits for the few at the top. As such, people feel alienated even with their most creative products and moments. And, if they decide to be critical of the status quo and challenge it (being critical is another key ingredient in creativity), then they face disciplinary action or dismissal from their work. Creativity, then, as propagated by corporate interests really means being creative in maximizing profits and numbers for the few at the top, and to do so, one needs to be creative to lure as many customers as possible to buy products. So, two of the key ingredients of creativity (to create and to be critical) are often replaced with maximizing profits and marketing. [From “On the Great Resignation” published on CounterPunch on February 24, 2023]

You can hurt for me just a little, can’t you, baby? You’re doing so well. I’m so pleased.

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

According to Robert 0 Keohane and Krasner, 'As a field of study, IR has uncertain boundaries'. As a part of political science, international relations is about 'international politics', which implies decisions of governments concerning their actions towards other governments. However, international relations, today, is inter-disciplinary, relating international politics to economies, history, sociology and other disciplines.

To act outside the narrow confines of your job description when progress requires it lies close to the heart of leadership, and to its danger. Your initiative in breaking the boundaries of your authorization might pay off for your organization or community. In retrospect, it might even be recognized as crucial for success. Along the way, however, you will face resistance and possibly the pain of disciplinary action or other rebukes from senior authority for breaking the rules. You will be characterized as being out of place, out of turn, or too big for your britches.

My wife and son were sure to endure pain as a result of my departure. Since I was a prominent and outspoken member of the congregation, my departure from the LDS church might include a ‘disciplinary council’. A disciplinary council is a panel of fifteen men, most of whom I know personally, given the responsibility of judging what, if any, action should be taken to protect the church and help me see ‘the error of my ways’. This process, if required, was going to be torture.

Disciplinary actions can easily become excessive and oppressive if you set aside the tool of training and depend on discipline alone to do the training.

In one case where William was attacked, the perpetrators were brought to court and admitted their guilt, yet the judge dismissed the case. As the culprits came from 'good Christian homes' and attended church, the judge concluded they were 'just misguided youths' and could not be found guilty, despite every one of them having experienced disciplinary action or been in trouble with the law before.

(clearing throat) I, Osiris, Egyptian God of the Dead, would like to write this formal complaint against all the gods that have repeatedly stolen my wooden penis and placed it in various locations around the building. Most recently, I had discovered my penis inside of Ishtar's ass and I'm none too happy about it. No one should have to endure the kind of humiliation that I did. I would like to see immediate disciplinary action.

This is despite the fact that the decision to shoot for the entering officers was much easier than the decision would be in the real world. The officers knew there would be a suspect and that the suspect would be armed and hostile. They also knew that no one would be hurt and that disciplinary and/or legal actions would not follow the decision to shoot. These differences should have produced faster firing times for the officers than would be observed in the real world.

in terms of his/her working conditions or public position, including disciplinary action taken by a group, organization, or enterprise to which the reporter

organization to take the necessary steps. The ACRC may request a relevant disciplinary officer to take disciplinary action against a person who took

forwarding it to an investigative agency. The Commission confirms the details and requests a relevant disciplinary officer to take disciplinary action

Government servants. These provisions are applicable only to the employees of the various Ministries, Departments and Attached and Subordinate Offices.Further, the employees, being citizens of the country also enjoy Fundamental Rights guaranteed under Part III of the Constitution and can enforce them though the Writ jurisdiction of the Courts. In addition to the constitutional provisions, there are certain rules which are applicable to the conduct of the proceedings for taking action against the erring employees. Central Civil Services (Classification, Control, and Appeal) Rules 1965 cover a vast majority of the Central Government employees.Besides, there are also several other Rules which are applicable to various sections of the employees in a number of services.(b) Semi Governmental Organisations: By this, we mean the Public Sector Undertakings and Autonomous Bodies and Societies controlled by the Government. Provisions of Part XIV of the Constitution do not apply to the employees of these Organisations.However, as these organisations can be brought within the definition of the term ‘State’ as contained in Article 12 of the Constitution, the employees of these organisations are protected against the violation of their Fundamental Rights by the orders of their employer. The action of the employer can be challenged by the employees of these organisations on the grounds of arbitrariness, etc. These organisations also have their own sets of rules for processing the cases for conducting the disciplinary proceedings against their employees.(c) Purely private organisations: These are governed by the various industrial and labour laws of the country and the approved standing orders applicable for the establishment.4. Although the CCS (CCA) Rules 1965 apply only to a limited number of employees in the Government, essentially these are the codification of the Principles of Natural Justice, which are required to be followed in any quasi judicial proceedings. Even the Constitutional protections which are contained in Part XIV of the Constitution are the codification of the above Principles.Hence, the procedures which are followed in most of the Government and semi-governmental organisations are more or less similar. This handout is predominantly based on the CCS (CCA) Rules 1965.5. Complexity of the statutory provisions, significance of the stakes involved, high proportion and frequency of the affected employees seeking judicial intervention, high percentage of the cases being subjected to judicial scrutiny, huge volume of case law on the subject - are some of the features of this subject.These, among others have sparked the need for a ready reference material on the subject. Hence this handbook2

Impersonal: Hot stove treats all alike. It does not show any favouritism or spare anybody.Similarly, the disciplinary authority should treat all employees alike without any discrimination.[You may feel that past good conduct of the delinquent employee is taken into account while deciding the quantum of penalty. This is not in contravention of the rule of impersonal approach. Even past conduct has to be taken into account in respect of all the employees, without discrimination. ] � Immediate action: Just as the hot stove burns the fingers of those who touch it without any time lag, the disciplinary authority is also expected to impose penalty without delay. This will make the delinquent employee link the misconduct to the penalty; besides it also sends a message that misconduct will be appropriately dealt with.[The rule is attributed to Douglas McGregor who is better known for his ‘X’ and ‘Y’ theories of Management] 7. How to find out who is the Disciplinary Authority? Firstly, it must be remembered that the Disciplinary authority is determined with reference to the employee proceeded against. Schedule to the Rules 1965 lay down the details of the disciplinary authorities in respect of various grade of employees in different services in the Government. The President, the Appointing Authority, the Authority specified in the Schedule ot the Rules (to the extent specified therein) or by any other authority empowered in this behalf by any general or special order of the President may impose any fo the Penalties specified in Rule 11. Appointing Authority as mentioned in the Schedule must be understood with reference to rule2 (a) of the Rules. The question as to who is the appropriate disciplinary authority must be raised and answered not only while issuing charge sheet but also at the time of imposing penalty because there might have been some change in the situation due to delegation of powers, etc. in the organization.8. What are the functions of the Disciplinary Authority? Disciplinary authority is required to discharge the following functions: (a) Examination of the complaints received against the employees (b) Deciding as to who is to be appointed as the investigating authority 5

q) Consultation with CVC or UPSC where necessary (r) Forward the inquiry report to the delinquent employee together with the reasons for disagreement, if any and the recommendations of the CVC where applicable - Rule 15(2) (s) Considering the response of the delinquent employee to the inquiry report and the reasons for disagreement and taking a view on the quantum of penalty or closure of the case. Rule 15(2)A (t) Pass final order in the matter – Rule 15(3) (u) On receipt of copy of the appeal from the penalized employee, prepare comments on the Appeal and forward the same to the Appellate Authority together with relevant records. - Rule 26(3) 9. What happens if any of the functions of the Disciplinary Authority has been performed by an authority subordinate to the disciplinary authority? Where a statutory function has been performed by an authority who has not been empowered to perfrom it, such action without jurisdiction would be rendered null and void. The Hon’ble Supreme Court in its Judgment dated 5 th September 2013, in Civil Appeal No. 7761 of 2013 (Union of India & Ors.Vsd. B V Gopinathan) has held that the statutory power under Rule 14(3) of the CCA rule has necessarily to be performed by the Disciplinary Authority. as under: “49. Although number of collateral issues had been raised by the learned counsel for the appellants as well the respondents, we deem it appropriate not to opine on the same in view of the conclusion that the charge sheet/charge memo having not been approved by the disciplinary authority was non est in the eye of law. ” 10. What knowledge is required for the efficient discharge of the duties in conducting disciplinary proceedings? Disciplinary Authority is required to be conversant with the following: � Constitutional provisions under Part III (Fundamental Rights) and Part XIV (Services Under the Union and the States) � Principles of Natural Justice 7

Misconduct, or non-conforming behaviour, as it is sometimes called, can be tackled in many ways such as counseling, warning, etc. In extreme cases such as, criminal breach of trust, theft, fraud, etc. the employer is also at liberty to initiate action against the employee, if the misconduct of the latter falls within the purview of the penal provisions of the law of the land. However such proceedings generally conducted by the State agencies, are time consuming and call for a high degree of proof. In addition to the above option, the employer also has an option to deal with the erring employee within the terms of employment. In such an eventuality, the employee may be awarded any penalty which may vary from the communication of displeasure, to the severance of the employer-employee relationship i.e. dismissal from service. Disciplinary authorities play a vital role in this context. Efficiency of the disciplinary authorities is an essential pre-requisite for the effective functioning of the reward and punishment function, more specifically the latter half of it.3. There was a time when the employer was virtually free to hire and fire the employees. Over a period of time, this common law notion has gone. Today an employer can inflict punishment on an employee only after following some statutory provisions depending upon the nature of the organisation.Briefly, the various statutory provisions which govern the actions of different types of organisation are as under: (a) Government: Part XIV of the Constitution relates to the terms of employment in respect of persons appointed in connection with the affairs of the State. Any action against the employees of the Union Government and the State Governments should conform to these Constitutional provisions, which confer certain protections on the 1

Who is Disciplinary Authority? The term Disciplinary Authorities refers to such authorities who have been entrusted with powers to impose any penalty on the employees. In respect of the organizations falling under the purview of CCS (CCA) Rules 1965, the term Disciplinary Authority is defined in Rule 2 (g) of the CCA Rules as the authority competent to impose on a government servant any of the penalties specified in Rule 11. In this Handbook, CCS (CCA) Rules 1965 is henceforth referred to as “the Rules” Disciplinary authority is defined with reference to the post held by the employee. Various Disciplinary authorities are specified in Rule 12 of the Rules. Thus there may be more than one disciplinary authority in every organization.2. What are the kinds of Disciplinary Authorities? Normally, there are two categories of Disciplinary Authorities viz. those who can impose all penalties on the employees and the authorities who can impose only minor penalties.3. What are the powers and responsibilities of the Disciplinary Authorities? Although it is not explicitly stated anywhere, main responsibility of the Disciplinary Authority is to ensure discipline in the organization. Towards this, the disciplinary authorities are required to identify acts of indiscipline and take appropriate remedial action such as counseling, cautioning, admonition, imposition of penalties, criminal prosecution, etc3

negligence fine or additional collection, disciplinary action or corrective measures against the person who committed the corruption; 2) A case that results in

1 Cor 3:15a If any man’s work is burned up, he will suffer loss, but he himself will be saved, yet so as through fire. Number Five is one many deem unimportant, but the apostles and I do not. I tell you now the results of that day will last for all eternities, and though I haven’t fully grasped them I tell you there’s a huge reason their labeled in the line of disciplinary actions. That day will make big men small, small men big, and seal it for all eternity’s to come. Who can dare think they will hear a well done good and faithful servant if they’ve been a bad and unfaithful servant regarding Christ commands? Remember this discipline carries more weight than I can rightly understand.

Each tool symbolizes one of the four things to keep in mind when supervising any project. •The conch-shell trumpet stands for clear communication. The yajaman needs to clearly communicate his expectations to his team. •The wheel stands for repetition and review. The yajaman needs to appreciate that all tasks are repetitive and need to be reviewed periodically. •The lotus is about appreciation and praise. It complements the club. •The club stands for reprimand and disciplinary actions. It complements the lotus.

Growing internal strength was not my intention, and I didn’t even know it was happening until very recently. But I see the wisdom in it now. Feeling accountability for our actions and ideals is an instrument for creating our best selves. I have learned this through two entirely different experiences with disciplinary practice: training for a marathon and maintaining my Sikh identity. In both cases, I have seen my internal fortitude strengthen and have experienced more calm and joy. Both have also given me an appreciation for the irreplaceable power of discipline.

as for Cartagena, his blood ties to Archbishop Fonseca prevented Magellan from taking severe disciplinary action

an invitation. Some ridiculous part of him thought maybe she was a vampire and this was a trap. She had that demeanor—cunning, cruel, calculating. Beautiful in the way that icicles were beautiful. Her silver hair was swept into a complicated pile with crystal pins, and her eyes were a beautiful ice blue. She could have easily passed for a woman half her age if not for the shrewdness of her gaze and her gnarled fingers, which were so riddled with arthritis the only way she could’ve removed her diamond rings would be to cut them free.

The man looked like he’d died a hundred years ago and somebody had forgotten to remind him to lie down. His perfectly tailored suit was in direct opposition with his deeply lined face and his yellowing crooked teeth. Gideon had never understood how somebody with so much money wouldn’t have spent at least a bit of it on oral hygiene.

Veterinarians are always prepared. We’re like the Boy Scouts but without all the pedophilia and homophobia.

He’s what we call a brittle diabetic. This isn’t the first time Callum’s been in here for treatment, according to his chart.

Claudia never seemed in a hurry, maybe because the doctors weren’t there to bug the nurses at night. At least, that’s what she’d told him before giving him a melodic laugh that Cal wanted to listen to forever.

Claudia clicked her tongue. “Girl, hush. That ain’t none of our business. Besides, we all know you’d suck a dick for a movie ticket and a combo meal. Don’t hate the hustle. Did you see what that boy looked like when he got here? Somebody needed to take care of him.

Claudia’s voice grew icy. “You really need to learn to mind your business if you want to survive as a nurse. The boy clearly consents to letting the man know about his condition. He sits here every night for hours just watching him sleep and holding his hand. He clearly cares for him.

Title IX disciplinary actions almost as rare as criminal convictions for sexual assault. Rowan Frost, who directs the Sexual Health, Advocacy and Relationship Education program at Reed College, estimates that if the school has one hundred sexual assaults per year, twenty to forty will be reported, three to five will go through a disciplinary hearing, and one to two students will be disciplined.25 Paradoxically, however, while narrowing the official definition of what “counts” as sexual assault or harassment may have discouraged official Title IX investigations, it has opened the door for more informal and creative ways of responding to sexual misconduct that doesn’t fit within the narrowed guidelines.

As neurotechnology and the algorithms decoding them continue to improve, EEG-based systems will become the gold standard in workplace fatigue monitoring. Not just employers but society as a whole may soon decide that the gains in safety and productivity are well worth the costs in employee privacy. But how much we ultimately gain from workplace brain wearables depends largely on how employers leverage the technology. Will employees receive real-time feedback from the devices so they can act on it themselves? Will managers directly monitor employees’ incidence of fatigue? If so, will they use that information to improve workplace conditions? Or will it justify disciplinary actions, pay cuts, and terminations of employees who suffer from fatigue more often?

Trained as a sociologist, I’ve always been more disposed toward structural, macro change targeting policies and institutions over more diffuse cultural transformation that directly engages individuals. I tend to wince at self-help-style books, trainings, and gurus. But in trying so hard to push back on individualistic approaches to empowerment, I went to the other extreme for a while, losing touch with the importance of everyday decisions and actions—what my colleague Imani Perry calls “practices of inequality”—as an essential part of social transformation. Commenting on the many forms of racism that resurfaced during the pandemic, Imani tweeted, “That white male doctor who strangled and assaulted a black girl child for ‘not social distancing’ is also a sign of what African Americans confront in the health care system. It’s not just ‘structural’ racism folks.” This was a needed punch to my disciplinary gut, as I had been trained to critique “the system” and “systemic inequality,” as if these were divorced from everyday human decisions and actions. After all, the doctor, not “the system,” made a choice to violently assault a Black girl child. Yet at the same time, we can uphold unjust systems without physically attacking another person; that, for me, is the risk in highlighting the most obvious cases of brutality: it can let us off the hook. Ultimately, then, this is not a book for those interested primarily in policy, however important policy remains. Rather, this is a call to action for individuals to reclaim power over how our thoughts, habits, and actions shape—as much as they are shaped by—the larger environment.

Bottom line is that we are running out of everything, but we still pay less serious attention to the true crises. Our policymakers and key players continue to bark up the wrong trees. Our selfish motivations will not give any chance to future generation to live happily but suffer from unpredictable scenarios. The world requires global disciplinary action to prevent the looming danger

During the investigation, Galileo lived in a Vatican palace with a servant, his food and wine provided by the Tuscan ambassador. He was never in prison and was neither tortured nor in fear of torture. The tribunal of cardinals read and voted on the report of the two officials who dealt with the accused; three refused to vote, and the pope never confirmed the verdict. As Descartes remarked, the action taken against Galileo was merely the disciplinary action of a committee.

Cases of unauthorized absence, over-stayal, insubordination, use of abusive language, etc. do not have any vigilance angle. There are some border line cases, such as gross or willful negligence; recklessness in decision making; blatant violations of systems and procedures; exercise of discretion in excess, where no ostensible public interest is evident; failure to keep the controlling authority/superiors informed in time – these are some of the irregularities where the disciplinary authority with the help of the CVO should carefully study the case and weigh the circumstances to come to a conclusion whether there is reasonable ground to doubt the integrity of the officer concerned.4. What are the two parts of the register for recording complaints? One part of the register is meant for registering the complaints in respect of category ‘A’ officers i.e. those in respect of whom the advice of the CVC is required. The other part pertains to Category ‘B’ officers are those in respect of whom CVC advice is not required. As far as central Government employees are concerned Category ‘A’ refers to Group ‘A’ officers. If a complaint involves both the categories of officers, it shall be entered in the higher category i.e. category ‘A’.5. How to deal with anonymous and pseudonymous complaints? Para 3.8.1 of the CVC Manual provides that as a general rule, no action is to be taken by the administrative authorities on anonymous/pseudonymous complaints received by them. It is also open to the administrative authorities to verify by enquiring from the signatory of the complaint whether it had actually been sent by him so as to ascertain whether it is pseudonymous. CVC has also laid down that if any department/organisation proposes to look into any verifiable facts alleged in such complaints, it may refer the matter to the Commission seeking its concurrence through the CVO or the head of the organisation, irrespective of the level of employees involved therein.Besides, any complaint referred to by the Commission is required to be investigated and if it emerges to be a pseudonymous, the matter must be reported to the Commission.6. What action is required in the case of false complaints? If a complaint is found to be malicious, vexatious or unfounded, departmental or criminal action as necessary should be initiated against the author of false complaints 33

One thing is clear, however. In the tightly controlled hierarchy of Soviet ballistic submarine forces, no deviation from standard procedures happened in a vacuum. A missile submarine would never have been assigned an extended mission except by very high authority. The orders that arrived at Rybachiy Naval Base to dispatch the submarine under such unusual circumstances could only have originated in Moscow. The inexplicable order to rush K-129 back to sea was only one of several mysterious events that occurred before the boat’s departure. The order to sail early was so odious that some of the sub’s officers and sailors risked stern disciplinary action to make their opinions known. In the Soviet navy, with political officers throughout the ranks, there was usually far less open complaining than in most of the world’s military establishments.