tensionemotional Release

of 4.
Communication 3.
Reassurance 2.
Advice 1.
Counselling
are: functions
of important The
Counselling Functions
of
 isReassurance
forth 24.10
undergoing
a th e to problem
developingof that
condition
to ofAdvice
Reassurance overcome Reorientation
thinking
6. 5.
These Clarified
Advice quite his An
can be
views,
natural
important
have
stress each
stress. employee
condition.
universally sucha the
the been
Reassurance occurrence", is such
counsellor nothing counsellorThe
Figure functionexplained
Communication face employee
24.2- tough applied. adviseand
Counselling
Functionsof attempts but of
"You There the below.
Functions work a and
way mustEvery
be counsellor
will
situations. only
then is
to nohim
of soon give of employee
Tension Releaseof
Emotional ina
formula on
Counselling giving
overcome him he
position the is
to
Clarified
Thinking reassurance When measures Management
Resource
Human
courage
wil available understand
be has to
it" understand
in a that
etc.affected peculiar
a
by toposition to the
telling the get can
Reorientation rid actual
person
emplovee reason
the be
him
to adopted of
advise.actual stress stress
"puts for
 helps
fry Reorientation nouvated think ominThinking yn
or Clarified ensialsomaonstions beg in to counsellors,p the Arermpl ing oyee thas Counselorlesina do
rientation an Sometimes, Emotional As
Release of
instances an
enmployee'communi(dcoatwIiwoarn)med a.sures ofQor ective
idual more in employee
subside. of
to to future
problems,
removes j
it incounsformel ating.iCoowinulnsel ing
the
(mimumication
easures
e, accept
rationally. (upward f
people
and to p the providesand l
involves enable with Thus, certain
over
the
to jump Although beginsmanagement top taken Counsel ingth
or responsibility Tension 1 This
nise develop greater management
, t h e
complaints grievancesscope
The to to by
a drastic employee the
change result confidence. explain the for
and stress mentalthe
release management
a and
conclusions. are and upward
ccept in of his
the rational conditions
to to brought
grievances
be get In of problems sOon
loyee's
tohis tension
more ridsomeblocks management
may downward
et own thinking communication) to reach
Counselling of
dions. realistic because hicases,s and to the of
reach
of basic may the notice the the
is stress. enables
the counsellor,
not employeecommunication. he top
tpolicies,
goals
inthathelps they release employces
his actually ofmanagement.
tion approach. the tend him the and
and individual the of to his the are he
individual to emotional facesolve employees
values. magnify tensions remedial
brought through conveys
such the The When 24.11
is t is it
 24.9
Stress
and
Counselling
COUNSELLING

Meaning
Counsellingis nothing but the process of discussing with an enployee who
enable him to get rid of the same. It helps to improve the
undergoingstressto
ik health of the employee concerned.
mental
Characteristics of Counselling
following are theimportant characteristics of counselling:
The
requires two persons - the counsellor and the affected individual
1. It the counsellor and
Itinvolves exchange of ideas and feelings between
the affected employee.
stress and thereby
2 Its object is to enable the employee to overcome
improve his job performance.
Counselling may be performed by both specialists and untrained persons.
4
confidential and only then the employee will feel free to discuss his
5. It is
problems with the counsellor. the
involves both job-related and personal problems of
6 Counselling
employee as both affect his job performance.
Importance of Counselling
stress, counselling is important as it improves the mental
Inthecontext of job employee receiving
health of the affected employee. This happens as the
counselling is:
1. Able to have better emotionalcontrol.
life.
2 Prepared to take disappointments as part of
3. Tutored to have self-respect.
4. Able to be tolerant.
dAble to accept his own shortcomings.
6. Prepared to consider the interests of others.
1. Able to feel that he is part of a group.
8, Advised Ito set realistic goals for himself.
 on. so
practices
and attitudes, beliefs, values, change
the to
sociology
etc., psychology, likesciencesbehavioural knowledge of the
apply sciences-OD
seeks
to behavioural knowledge
the of applies
the It 2.
challenges. future meet better
to itself adapt
can organisation
it
that so throughout
the changes about brings OD
isation entire the nature
of change
the objective
to is primary Its 1.
below: given are OD features
of salient The
Characteristics
ODof
challenges. future kind
of any ace Uat
ln IL
 Human Resource Managenent
25.23. Itis systems oriented- It makes use of the systems approach. The entire
organisation is considered as a system and its various parts as sub-
OD is a comprehensive programme that is concerned
with the
systems.
interactions of the various parts of the organisation. It is concerned with
behaviour of employees in different departments and grouns
the use of one or more change agents
Change Agents- OD makes
It uses the change within a group. Some
4. and co-ordinate
stimulate have
organisations
who their own change agents while others employ
consultants from outside.
Employing change agents from able outside has its
to
consultants will be
outside
oWn advantages. Such influence of the politics in the organisote
independently and without the
Solving-OD seeks to solve the problems rathertha
5. Itaims at Problem trains the individuals to
identify and solve
just discussing these. It This enables the employees to learn from their
organisationalproblems. problems arise, they willbe able to solve
experiences. In future when such
on their own. learn by
learning by experience - When participants
6. It emphasises on better results than the conventional lecture
sure to produce
experience, it is about abstract
which the individuals only hear and talk what is even
approach in But
concepts. Theory, no doubt, is inportant.
theories and application in a real situation.
more important is its interventions -OD recognises
with one or more
7. OD strategy is
developed
arise at the individual, group or total
may developed with one or more
the fact that problems OD strategy is
organisation level. The overall designed to help individuals
interventions, which are
structured activities,
work effectiveness. do not confine
to
or groups improve their practitioners, usually,
8. It is contingency oriented-OD viable alternatives.
one option. They consider all the
Objectives of OD
The objectives of OD may be stated as follows: the members.
1. To increase openness of communication among
employees.
2. To increase the level of trust and support among
satisfaction levels.
responsibilityinplanning
3.To enhance the personal enthusiasm and
4. To increase the level of individual and group
and implementation.
5. To increase commitment, self-direction and self-control.
 Organisational
Development
9. 8. 7. 6.
To ToTo view To
rove
developencourage
to
arriving
trategic
the the
n's
confrontationat
effective
lutions

fdecisions.
to
ity regarding
blems

ganisational
to
pe with

thigher

. problems
ncy.

with
25.3
a
The OD Process
(Steps in OD)
The process of OD involves the following stages:
1. Initial diagnosis
2. Data collection
3. Date analysis and review
4. Preparation of Action plans
5. Use of interventions
6. Evaluation and follow-up
Let us now discuss these different stages.
Initial Diagnosis
Oncetheinadequacies in an organisation are noticed, it is necessary to corect
thesame. This can be done by means of the OD programmne. If the organisation
has people who have knowledge of OD activities, the task of planning and
executing the OD programme can be undertaken by them. In case, such persons
are not avalable within the organisation, consultants can be employed from
outside to diagnose the problem and toprepare the OD programme.
 25.4
Human Resource Managernent,
These consultants adopt all the necessary methods to
diagnose the
including direct observation, interviews, analysis of documents
Data Collection
and problerm
so on.
The data necessary for determining the organisational climate:e and identifying
the behavioural problems can be collected by means of the survey
method. Such
questions as what conditions contribute most to the job
individuals and groups and what sort of changes they expect for of
performance and so on are posed. better
effectiveness

Diagnosis
2
- 6eiie Data Collection
Evaluation a n d s
Follow-up
/olancitneie
3
Data Analysis
5 and Review
Interventions

4
Action Plans

Figure 25. 1 - Process of

Organisational Development

Data Analysis and Review analyseand

lS fomedfor
After the relevant data have been collected, the next stepgroups
review the same. This task will be entrusted to various work ofdisagreement
areas
this purpose. During review the work groups mediate the
and establish priorities for change.
Preparation of Action Plans planstosolve
individuals
At this stage, the work groups prepare the necessary action oni
the specific problems identified. Such plans also fix responsibilities
and groups.
OnganisationalDevelopmnent 25.5
lkeofInterventions
Interventions arethe structured activities designed to help individuals and
improve their work effectiveness. These interventions may take different
s
groups
stated below:
formnsas
0 Workshopse
) Group discussions
(m) Brainstorming sessions
() Role-plays
on.
(v) Written exercises and so
Evaluation and Follow-up
process. Atthis stage, the resultsof the OD
This is the last phase of the OD programmes may also be developed to
programme are evaluated. Additional
progress is not satisfactory. The OD consultants
improve results in areas where the
may help the organisation in this regard.
Managerial Grid contemplate change in the
changes. It does not
OD programme is all about employee alone. The managers too need
autudes, beliefs and perceptions of the employees and their work. A manager
their
nave a balanced outlook towards in human relations and on
who thinks that work alone is important may be poorfor his employees may not
the other hand a manager who has greater concern
achieve much by way of work performance. is called Managerial Grid'-an
In this it is 1relevantto mention whatS. Mouton. The grid shows on a
idea context, Robert R. Blake and Jane
S
'concern for people'
conceived by
9-point scale the relationship betweentwo
dimensions -
and concern for production.
AveerPlanning
Planning:and Manpower Planning
(orer
istinction between career planning and manpower planning may
sbulatedasfollows:
Career Planning
of both 1. It is the responsibility of the
L Itis the responsibility
the employee and the management.
the
2. It gives importance to
development of the human
resource of an organisation.
3. tis a process by which a person
selects career goals and the path
to reach these goals.
4. It is concerned with the positions
a person is fit to hold in an
organisation.
5. It starts after recruitment and
selection of candidates.
6. It help to retain competent
persons.
26.3
be
Manpower Planning
managenment alone.
2. It gives utmost importance to the
selection of the right man for the
rightjob.
3. It is a process by which an
organisation strives to move from
its current manpower position to
the desired manpower position.
4. It is concerned with the task of
identifying the vacancies in an
organisation.
5. It precedes the recruitment of
candidates for jobs.
6. It helps to overcome the problem
of either surplus or shortage of
labour.
 ery high. 2
Process of Career )
Planning
The process of career
planning
1. Analysing the potentials of involves the following stages.
individuals
2 Analysing career opportunities
2 Matching individual aspirations and
4 organisational needs
Preparing and implementing action plans
5. Review
Let us now discuss each of these
stages.
Analysing the Potentials of Individuals
The potentials of every employee in
terms of skills acquired and job
performance must be analysed. It is also necessary to identify his career goals
and aspirations. Appraisal of employees will reveal how
potentials to many of them have the
undertake greater responsibilities.
Amalysing Career Opportunities
The next step is to make an analysis of the career
Within the organisation. For example, if we consider theopportunities available
sales department of a
Concern, it may have any of the following career paths depending upon the
Oincem,
scale
ofoperation:
26.6 Human Resource Managemert

Regional Vicer
President -
Area Sales Sales
Senior Sales Manager Manager Sales
Junior Sales Executive
Executive

Figure 26.3 - Career Opportunities in a large organisation

Sales
Sales Manager
Sales Officer
Representative

Figure 26.4- Career Opportunities in a

medium-scale organisation

in a large organisation. Obviously

Figure 26.3 depicts the career path in sales greater. On the other hand,
are
the career opportunities in such an organisation
organisation operating on a mealu
Figure 26.4 depicts the career path in an
scale where the career opportunities are less.
Needs
Matching Individual Aspirations and Organisational may reachcertain positionsa
become
In any organisation at the lower level any employee
example, a peon mnay
provided he fulfils the eligibility criterion. For eligibilitynorms.
individuals
clerk or a clerk may becomne an officer by fulfilling the many
hierarchy although one ofthem
At the higher level of the organisational positions, only one
contestforthe
for certain
may havethe potentials and aspirations example, persons iffive
if three ,
Similarly,
will be able to reach sucha position. For be selected. one
ofthem
post of a departmental manager, only one of them can principal,only
senior professors in a college apply for the post of the
will get selected finally.
Career
Planing 26.7

Analysing the Potentials of Employees

Analysing Career Opportunities

Matching Individual Aspirations and

Organisational Needs

Preparing and Implementing Action Plans

Review of Action Plans

Figure 26.5 - Career Planning Process

Preparing and Implementing Action Planse

measures
Action plan in respect of an employee'scareer may provide for such
as:

Requiring and also helping the employee to enrich his skill or work
9
knowledge further to be able to perform higher level tasks.
qualifications.
U) Requiring and also assisting him to acquire higher employees with
) Creating new career paths to accommodate and satisfy
potentials and so on.
Review must be reviewed periodically to
he actionplan prepared and implemented
of the available manpower.
Gnsure that it contributes effectivelyto the utilisation know the selection
Each time the plan is reviewed, the management canwhether whethersuch employees are
of employees for higher positions is correct and
better.
making an earnest attempt to equipthemselves