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6.1 Organizational Application of Counselling.pptx

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Kruti Bhatt

Impact of Counseling on Organization

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Application of Counselling Skills
1. Change Management ï‚— To create and maintain competitive advantage companies have to be flexible about change and continuously uphold the highest level of performance and productivity form employee. ï‚— Employee require counselling to cope with and adjust to changes. ï‚— Managers use counselling skills not only to support and motivate subordinates during period of change but also to create environment towards attempting change.
Restructuring of Organization Restructuring of Organization Restructuring of Organization Restructuring of Organization
2. Downsizing ï‚—Alteration of organization size and basic configurations of their organization chart. i.e., restructure. ï‚—This means reducing the number of employees needed to operate effectively, a process known as Downsizing.
Rightsizing. ï‚— Adjusting the number of employees needed to work in a newly designed organization and therefore also known as Rightsizing.
Outsourcing ï‚— Completely eliminating parts of themselves that focus on the non-core sectors of the business, and hiring outside firms to perform those functions instead a practice known as Outsourcing.
3. Managing Diversity ï‚— A mixture of people who vary by age, gender, race, religion and/or life style. ï‚— Challenge to help people understand diversity. 1. Language Difference. 2. National Ethics Groupings. 3. Attitude and Cultural Differences.
Language Differences Language Barrier poses real and often serious problem, which could lead to misunderstanding regarding performance standards, work methods, safety measures, and other essential working conditions.
National Ethics Groupings Employees tend to from strong ethic groups on the basis of similarities. Grouping develop strong develops a strong sense of teamwork within group, it doesn’t promote working with other who don’t share the same language and cultural heritage.
Attitude and Cultural Differences ï‚—People have developed attitudes and beliefs about other by time they seek a job. ï‚—Some attitude and beliefs crate frustration, anger and bitterness in those at whom they are aimed.
ï‚—Manager who want to foster employee tolerance are opting for major change. ï‚—Many organizations, women and minorities are bypassed when important, formal decisions are made.
ï‚—Employees are adapting too much more heterogeneous work environments (race, class, sex, religion and culture). ï‚—Using counselling skills is a way to manage diversity.
4. Equal Opportunity ï‚—The use of counselling skills can be invaluable in organizations, which implementing equal opportunity policies. ï‚—It can assist in tapping and developing the resources of female employees, and also in helping men and women to adjust to one another and work together most
5. Entrepreneurism/Intrapreneurism ï‚— Use listening skills to build trust and get employees to open up and to detect problem areas, which they may be initially reluctant to reveal. ï‚— Challenge the employees in a pulling fashion in order to get them to consider the problem rather than defend. They should use counselling skills to help them to take action when they blocked. ï‚— Work through decision making and problem- solving processes with entrepreneurs, so threat they can then continue to use these themselves and with their own subordinates.
6. Mentoring ï‚—Mentoring programs pair more senior people in the organization wit people who are junior in order to help them to learn the ropes, advance, and grow and achieve in their career. ï‚—Services that mentors provide include;
1. Helping mentee to understand how the organization works. 2. Helping the mentee to understand organizational politics. 3. Providing specific knowledge about the broader aspects of the business and the industries.
4. Helping the mentee to set development goals. 5. Helping the mentee to achieve full potential within the organization. 6. Helping the mentee to explore and identify learning needs.
7. Determining with the mentee ways of meeting those needs. 8. Acting as neutral and non- judgmental sounding board for new ideas. 9. Providing coaching in particular skills.
7. Team Management/Conflict Resolution ï‚— Counselling skills can be used very effectively; ï‚— To facilitate in group in ï‚— Problem solving, ï‚— Decision making and ï‚— Conflict resolution.
ï‚— Following are some of the aspect of group process, which can be addressed ï‚— Goal or Mission a) How clearly defined are the goals? b) Who sets the goals? c) How much agreement is there among members concerning the goals? d) How clearly measurable is goal achievement? e) How do group goals relate to broader organizational goals? To personal goals?
ï‚— Group Norms a) What are the group norms? b) Are they implicit or explicit? c) Who sets the norms? d) Are they being followed by the individual members? ï‚— Leadership a) Who is the formal leader of the group? b) Who is the informal leader? c) What style does he use? d) What power base does he use? e) Is he effective?
 Decision Making a) How does it happen? b) Is everyone satisfied with how it happens? c) Is there a better way?  Role Expectations a) Role Ambiguity –Are people clear their own and others’ roles within the team? b) Role Conflict –Do any team members feel pulled in different directions due to dual or multiple roles? c) Role Overload –Are the responsibilities of the roles manageable?
8. Counselling for Older Adults ï‚— Across the period of thirty years or so (age sixty to ninety and above) that we refer to as older adulthood or the third age, there is a fairly predictable set of experience that all of us encounter. ï‚— These experiences come as the inevitable and irreversible consequence of biological, sociological and psychological aging. ï‚— Some of the developmental tasks of later life are;
1. Adjusting to decreasing Physical Strength and Health 2. Adjusting to Retirement and Reduced Income 3. Adjusting to the Death of a Spouse 4. Establish an Explicit Association with One’s Age Group. 5. Adopting and Adapting Societal Roles in a Flexible Way 6. Establishing Satisfactory Practical Living Arrangements 7. Opting for Pre-retirement Counselling.
ï‚— Positive Feelings about Retirement 1. Freedom from demand of work and parenting 2. Opportunity to expand on favorite hobby 3. Opportunity to try something new 4. More time to spend with family ï‚— Negative Feelings about Retirement 1. Loss of identity and status 2. Lack of purpose/usefulness in life 3. Awareness of negative attitudes towards older people 4. Loss of income 5. Lack of friends outside present work 6. Boredom 7. Concern about future health
9. Crisis/Trauma ï‚— A crisis is defined as a situation of excessive stress. ï‚— The frequency of violent and traumatic crises in the workplace is unfortunately increasing. ï‚— Examples or trauma includes; ï‚— Accidents leading to serious injury or death, ï‚— Bomb blasts, ï‚— Theft/hold-ups, ï‚— Fire, raids, kidnappings, extortion and ï‚— Other natural disasters such as floods and earthquakes.
ï‚— People who have been involved in or exposed to a traumatic event experience a range of symptoms; 1. Shock 2. Unexpected frightening thoughts or visions 3. Nightmares 4. Loss of interest in everyday life 5. Inability to concentrate 6. Insomnia 7. General Depression 8. General Anxiety 9. Disorientation 10. Fears of Insanity of Nervous Breakdown.
10. Consulting  In many industries, counselling skills are extremely useful of reworking with client as well as with subordinates.  Consultant can’t use a counselling style completely as usually a consultant is hired to give answers but he can use counselling techniques like;  Listening and  Questioning  While interviewing a client or a subordinate to collect as much ‘real’ information as possible, and  Then later based on this he can offer his expert advice and  Findings to help the client to find ways to tied over the crises.
11. Upward Feedback  Upward feedback is feedback from subordinates regarding their managers’ performance.  It involves establishing two way communication and respecting subordinates by listening , valuing and considering their input.
12. The Learning Organization ï‚—A new paradigm is sweeping the business environment across the world. ï‚—This emerging paradigm, terms like; ï‚— Information, ï‚— Communication, ï‚— Knowledge and ï‚— Learning ï‚— Have acquired a critical relevance to an understanding of the nature of contemporary business.
13. Organizational Development ï‚—In order to develop organization effective training counselling skills is required to be introduced as a normal part of its mainstream management development program.

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6.1 Organizational Application of Counselling.pptx

  • 2. 1. Change Management ï‚— To create and maintain competitive advantage companies have to be flexible about change and continuously uphold the highest level of performance and productivity form employee. ï‚— Employee require counselling to cope with and adjust to changes. ï‚— Managers use counselling skills not only to support and motivate subordinates during period of change but also to create environment towards attempting change.
  • 4. 2. Downsizing ï‚—Alteration of organization size and basic configurations of their organization chart. i.e., restructure. ï‚—This means reducing the number of employees needed to operate effectively, a process known as Downsizing.
  • 5. Rightsizing. ï‚— Adjusting the number of employees needed to work in a newly designed organization and therefore also known as Rightsizing.
  • 6. Outsourcing ï‚— Completely eliminating parts of themselves that focus on the non-core sectors of the business, and hiring outside firms to perform those functions instead a practice known as Outsourcing.
  • 7. 3. Managing Diversity ï‚— A mixture of people who vary by age, gender, race, religion and/or life style. ï‚— Challenge to help people understand diversity. 1. Language Difference. 2. National Ethics Groupings. 3. Attitude and Cultural Differences.
  • 8. Language Differences Language Barrier poses real and often serious problem, which could lead to misunderstanding regarding performance standards, work methods, safety measures, and other essential working conditions.
  • 9. National Ethics Groupings ï‚—Employees tend to from strong ethic groups on the basis of similarities. ï‚—Grouping develop strong develops a strong sense of teamwork within group, it doesn’t promote working with other who don’t share the same language and cultural heritage.
  • 10. Attitude and Cultural Differences ï‚—People have developed attitudes and beliefs about other by time they seek a job. ï‚—Some attitude and beliefs crate frustration, anger and bitterness in those at whom they are aimed.
  • 11. ï‚—Manager who want to foster employee tolerance are opting for major change. ï‚—Many organizations, women and minorities are bypassed when important, formal decisions are made.
  • 12. ï‚—Employees are adapting too much more heterogeneous work environments (race, class, sex, religion and culture). ï‚—Using counselling skills is a way to manage diversity.
  • 13. 4. Equal Opportunity ï‚—The use of counselling skills can be invaluable in organizations, which implementing equal opportunity policies. ï‚—It can assist in tapping and developing the resources of female employees, and also in helping men and women to adjust to one another and work together most
  • 14. 5. Entrepreneurism/Intrapreneurism ï‚— Use listening skills to build trust and get employees to open up and to detect problem areas, which they may be initially reluctant to reveal. ï‚— Challenge the employees in a pulling fashion in order to get them to consider the problem rather than defend. They should use counselling skills to help them to take action when they blocked. ï‚— Work through decision making and problem- solving processes with entrepreneurs, so threat they can then continue to use these themselves and with their own subordinates.
  • 15. 6. Mentoring ï‚—Mentoring programs pair more senior people in the organization wit people who are junior in order to help them to learn the ropes, advance, and grow and achieve in their career. ï‚—Services that mentors provide include;
  • 16. 1. Helping mentee to understand how the organization works. 2. Helping the mentee to understand organizational politics. 3. Providing specific knowledge about the broader aspects of the business and the industries.
  • 17. 4. Helping the mentee to set development goals. 5. Helping the mentee to achieve full potential within the organization. 6. Helping the mentee to explore and identify learning needs.
  • 18. 7. Determining with the mentee ways of meeting those needs. 8. Acting as neutral and non- judgmental sounding board for new ideas. 9. Providing coaching in particular skills.
  • 19. 7. Team Management/Conflict Resolution ï‚— Counselling skills can be used very effectively; ï‚— To facilitate in group in ï‚— Problem solving, ï‚— Decision making and ï‚— Conflict resolution.
  • 20. ï‚— Following are some of the aspect of group process, which can be addressed ï‚— Goal or Mission a) How clearly defined are the goals? b) Who sets the goals? c) How much agreement is there among members concerning the goals? d) How clearly measurable is goal achievement? e) How do group goals relate to broader organizational goals? To personal goals?
  • 21. ï‚— Group Norms a) What are the group norms? b) Are they implicit or explicit? c) Who sets the norms? d) Are they being followed by the individual members? ï‚— Leadership a) Who is the formal leader of the group? b) Who is the informal leader? c) What style does he use? d) What power base does he use? e) Is he effective?
  • 22. ï‚— Decision Making a) How does it happen? b) Is everyone satisfied with how it happens? c) Is there a better way? ï‚— Role Expectations a) Role Ambiguity –Are people clear their own and others’ roles within the team? b) Role Conflict –Do any team members feel pulled in different directions due to dual or multiple roles? c) Role Overload –Are the responsibilities of the roles manageable?
  • 23. 8. Counselling for Older Adults ï‚— Across the period of thirty years or so (age sixty to ninety and above) that we refer to as older adulthood or the third age, there is a fairly predictable set of experience that all of us encounter. ï‚— These experiences come as the inevitable and irreversible consequence of biological, sociological and psychological aging. ï‚— Some of the developmental tasks of later life are;
  • 24. 1. Adjusting to decreasing Physical Strength and Health 2. Adjusting to Retirement and Reduced Income 3. Adjusting to the Death of a Spouse 4. Establish an Explicit Association with One’s Age Group. 5. Adopting and Adapting Societal Roles in a Flexible Way 6. Establishing Satisfactory Practical Living Arrangements 7. Opting for Pre-retirement Counselling.
  • 25. ï‚— Positive Feelings about Retirement 1. Freedom from demand of work and parenting 2. Opportunity to expand on favorite hobby 3. Opportunity to try something new 4. More time to spend with family ï‚— Negative Feelings about Retirement 1. Loss of identity and status 2. Lack of purpose/usefulness in life 3. Awareness of negative attitudes towards older people 4. Loss of income 5. Lack of friends outside present work 6. Boredom 7. Concern about future health
  • 26. 9. Crisis/Trauma ï‚— A crisis is defined as a situation of excessive stress. ï‚— The frequency of violent and traumatic crises in the workplace is unfortunately increasing. ï‚— Examples or trauma includes; ï‚— Accidents leading to serious injury or death, ï‚— Bomb blasts, ï‚— Theft/hold-ups, ï‚— Fire, raids, kidnappings, extortion and ï‚— Other natural disasters such as floods and earthquakes.
  • 27. ï‚— People who have been involved in or exposed to a traumatic event experience a range of symptoms; 1. Shock 2. Unexpected frightening thoughts or visions 3. Nightmares 4. Loss of interest in everyday life 5. Inability to concentrate 6. Insomnia 7. General Depression 8. General Anxiety 9. Disorientation 10. Fears of Insanity of Nervous Breakdown.
  • 28. 10. Consulting ï‚— In many industries, counselling skills are extremely useful of reworking with client as well as with subordinates. ï‚— Consultant can’t use a counselling style completely as usually a consultant is hired to give answers but he can use counselling techniques like; ï‚— Listening and ï‚— Questioning ï‚— While interviewing a client or a subordinate to collect as much ‘real’ information as possible, and ï‚— Then later based on this he can offer his expert advice and ï‚— Findings to help the client to find ways to tied over the crises.
  • 29. 11. Upward Feedback ï‚— Upward feedback is feedback from subordinates regarding their managers’ performance. ï‚— It involves establishing two way communication and respecting subordinates by listening , valuing and considering their input.
  • 30. 12. The Learning Organization ï‚—A new paradigm is sweeping the business environment across the world. ï‚—This emerging paradigm, terms like; ï‚— Information, ï‚— Communication, ï‚— Knowledge and ï‚— Learning ï‚— Have acquired a critical relevance to an understanding of the nature of contemporary business.
  • 31. 13. Organizational Development ï‚—In order to develop organization effective training counselling skills is required to be introduced as a normal part of its mainstream management development program.