Counselling and the

Organization
 Survey Results
Survey of 20 companies revealed different
emphasis given to counselling in
organizations:
 Majority use it in the context of performance
review, both formal and informal
 Some use it as a part of their training
methods
 Used in the context of career counselling and
redundancy counselling
 As a part of their disciplinary procedures
 Role Conflicts in Counseling
Results from the ambiguities of managers as
counselors:

1. Managers and supervisors carry a natural

responsibility to evaluate, control and improve
performance. Manager and counselor can have
different priorities:
 A manager may need to confront whereas a
counselor can afford to wait.
 A counselor can afford to accept any one of the
solutions but a manager may insist on only one.
The gulf between two perspective is too wide to
bridge.
2. People often come to a manager because
there is something or other he can do for
them.
3. The employee does not start by owning a
problem.
4. Issue of confidentiality
5. Ambiguity of the situation
6. A kind of ambivalence which is rooted in
the genuine difficulty of good listening.
7. Some people are unwilling to be involved in
the counseling role. Reasons:-
a) Some people simply do not have a natural
sympathy, warmth & caring for others.
b) Some would rather describe themselves as
‘pragmatic’.
c) Some nourish the conviction that other
people are basically lazy & inept.
d) Some see counseling as encouraging
malingerers rather than trust & loyalty.