problems in counselling ppt

8/18/2019 problems in Counselling PPT

1/15

Problems in Counseling


2/15

1. The Values of Counselling vs. Those of Business2. The aim of counselling is to promote growth and

autonomy among the clients and to encourage clientsto care for themselves, to be assertive and to develop

their potential. But this is not always in accord with particular organizations that do not wish employees tobe autonomous. Many organizations want teamworkrather than a concentration on the individual; manyreuire !passive employees! rather than !active ones,!and many growth"orientated employees would clashwith !macho managers!. highlights possible con#icts$

• %&ne di'culty with counselling within theorganizational conte(t is that the values and goalsimplicit in counselling are not easily reconciled withthe economic, rationalistic models, which underlie

organizational procedures and processes. )ounsellingis generally concerned with providing individuals witha greater sense of freedom, while an importantorganizational function is the control of itsemployees.%


3/15

• Besides possible con#icts between counselling values and thoseof the organization, there may also be value con#icts withinemployees counsellors themselves where they struggle with their precise roles and responsibilities.

•

*hich comes +rst$ the individual client or the organization as awhole )ounsellors are trained primarily to deal with theindividual and to put the welfare of the individual +rst. This maycon#ict with company norms and even policies. Moving fromindividual counselling, either privately or in other settings, to

employee counselling in the work"place can be problematic forcounsellors trained this way.

• )ounsellors and managers struggle to understand and bechanged by the world of the other. -ot only are someorganizations reluctant to see a role for counselling within their

ambit but also there are counsellors who view industry as simplyagainst people and are concerned with making pro+t at thee(pense of individuals. )lashes in values among counsellors,clients, organizations and society have to be faced continually bywork"place counsellors who are trying %to integrate outer"directed

business values with the more inner"directed humanistic


4/15

Counselling Service• The way the concept of counselling is used or

understood within a particular company willdetermine what the goals of counselling should be,

how counselling is practiced, and to what e(tent themodel of counselling presented is really possible.

• Maority use counselling in the conte(t of performance review, both formal and informalinspired in one way or another by the idea that the

employee may have something to contribute to the proper evaluation of his/her own work and may thenbe more open to corrective action.

• 0ome use counselling as a part of their trainingmethods, so that trainees may have the opportunityto assess their individual strengths andweaknesses.

• The term is also commonly used in the conte(t ofcareer counselling and redundancy 1ob losscounselling; where the meaning most closelyapproaches the one that is adopted here.


5/15

1.Traditional Factors• 3istorically, the original pressures behind the

establishment of employee counselling serviceswere linked to the following three things$

4.The legislation held the employers responsible notonly for their physical safety at work but also forwhat might be termed as emotional damage,especially where that was construed as leading to

catastrophic e5ects in terms of illness or death.2.The incidence of alcoholism and drug abuse.6.The reaction of 3ealth 7nsurance )ompany

because it had to pay more in terms of healthcost, it attempted to control the situation by

correspondingly higher premiums and morestringent e(clusion clauses. The agenciesresponsible for counselling services were alsowilling to modify this tougher approach forcompanies, and ran an employee"counselling programme.


6/15

2.New Factors

)ounselling services are linked to two things$

4. The economic recession in the world has put many companies under pressure toreduce and/or redeploys their workforce andat the same time involve much more in

people welfare. They have to take a long"sighted view of manpower reuirement, tohandle redundancies in a manager, to takesteps to attract the key industrial employeesthey wish to retain.

2. To reduce the negative e5ects of stress onthe grand scale arising from pressure, pace

and #uctuations of modern life.


7/15

3. Dilemmas of a anager Counsellor• *hen an independent counsellor is helping a client there is

no con#ict of interest, because once the contract betweenthe two is agreed, the process is designed to satisfy only theinterests of the client.

• 7t is important for organization!s counsellor, manager oranybody, to recognize that employers have a legitimateconcern with performance. There will be an emphasis onaction"positive change and measurable results. The root ofthe di'culties, which managers and supervisors maye(perience, can be traced to certain ambiguities in thesituation of the manager acting as counsellor. Most of thetimes, managers are not willing to take up the role of acounsellor for a number of reasons$

4. They fear that their assessing/controlling role will beundermined 1damaged.

2. They believe that the subordinates will e(ploit a show ofsympathy on their part.

6. They think that being sympathetic with a person means theycannot make any further demands on him or her.

8. 9ccording to some of them their ob description doesn!t

include social work.:. 0ome managers are reluctant to spend time as counsellors.


8/15

• eadership and management are both said to hinge on the desireand ability to make other people successful. The skills of counsellingare subset of the skills of leadership. They may not be deployedeveryday but one timely intervention by the respected boss orcolleague can make a di5erence to the individual and he mightlearn a valuable lesson which will stay with him for the rest of his life

and will also help him to make progress. 0till there are certain rolecon#icts e(perienced by the managers when they are playing therole of a counsellor in an organization.


9/15

• The gulf between the two perspectives maysometimes seem too wide to bridge. &ne mightsay that the counsellor works for the client, the

employee works for the manager"counsellor.But this is to overdraw the di5erence in perspective. 9ll sorts of people in authorityhave the same situation, the same dilemma.

•

ikewise the manager may play now one andthen the other role. *hat has often beenmissing from the manager!s own education istraining in counselling. But the last thing it is

intended to do is to shackle managers in theirmain duty, i.e., to manage. 7t is intended toshow how they may do both at di5erent timesand incidentally enhance their authority asmanagers.


10/15

B. Di"erence in #ower• =eople often come to a manager because there is

something or other he can do for them; there issomething in his gift, so to speak. 7t is not necessary

that they might always be seeking counselling. Theymight be interested in something as simple as canthey or can they not e(tend their sick leave, have araise, go on #e(i time, change their client"base, and

postpone a deadline.

•


11/15

C. $wning the #ro%lem

• 9nother maor problem is that the employee does notstart by owning the problem. =erhaps it is the newgeneration of operatives who don!t have the mechanical

know"how to look after their own machines. 3e doesn!tsee that his own e(pertise came through e(perience, bybeing allowed to try things, by being shown, bye(perimenting, by learning.

• The manager!s +rst task would be to make him

understand that it is his problem and not someoneelse!s. )ounselling is a delicate enough process. Theneed +rst to convince someone that they have a

problem is even more so. This is typically the case with performance issues.

• The redundancy 1 ob loss counsellor too may face thesame parado(. 3e or she is easily seen as the agent ofthe organization, which has given the person their

problem, and can be the natural recipient of the welter

of feelings which are involved such as, panic,resentment, bewilderment, and grief.


12/15

D. Con&icting Views on Con'dentialit(

• The reason most often given by employees whythey are reluctant to accept counselling from

anybody in the organization, even where there isno line relationship, is that they cannot be surethat what they reveal will not in some way preudice their employment, either now or in the

future.• Managers in their turn may want to refuse

con+dences because they are not sure they couldmaintain an unpreudiced personal attitude or an

uncontaminated udgment of the individual fromthe company!s point of view. >uite reasonablythey may be afraid of having their hands tied,wittingly or unwittingly, by an employee!s

openness about a personal problem.


13/15

). !m%iguit( in the Situation

• The individual manager might be a caring person, but company culture, policy or procedures are geared in such a way thathe or she might be restricted from theoutset in terms of the help they may

o5er.

• 0uch people may hesitate to get involvedwhere the only response open to them is

a kind of impotent sympathy which wouldleave them feeling all the morefrustrated.


14/15


15/15

-. !m%ivalence in -ood istening• There is another kind of ambivalence, which is rooted, in the

genuine di'culty of good listening.• &ne aspect of it is the struggle anyone will e(perience when

his or her own emotions or values are engaged by what

someone is saying. Most of us can really only pay attention toone thing at a time. 7f our own vested interests are beingchallenged 1however unknowingly by the other person, we donot normally keep the focus of our attention on what they areactually saying. ?ood listening@for whatever purpose, be itcounselling, negotiating or managing@needs to become

second nature if we are not to become entangled in our ownreactions.

• 9 second and related aspect of this genuine di'culty inlistening is that for many people there is something inherentlycompetitive about talking. 7f someone tells me they nearlywent under a bus, what is the most common reaction 7 want

to tell them the same thing happened to me. Most peopledon!t listen for long before they start to itch to get in their ownsimilar e(periences.

• There may be something here, something even more basic inmany people, which is a reluctance to listen, from the beliefthat if they listen they may be forced to agree, that if they see

the other!s point of view they may have to give up their own.

problems in counselling ppt

Documents