Counselling And Crisis Management IN ORGANIZATIONAL SETTINGS

1. SubmittedBy
ManasaGs
II Msc Applied Psychology

2.  IDENTIFYING PROBLEM SUBORDINATES
 TYPES OF PROBLEM SUBORDINATES
 ALCOHOL AND DRUG PROBLEM
MANAGEMENT IN THE WORKPLACE
 ANGER, HOSTILE, AND VIOLENCE IN THE
WORKPLACE
 HARASSMENT AND DISCRIMINATION IN
THE WORKPLACE
 ABSENTEEISM AND MENTAL HEALTH

3.  Problem subordinates are part and parcel
of any organization.
 Identifying problem subordinates is
difficult.
 How the problem subordinates make their
bosses feel and not in terms of behaviors
that causes feeling.
 Some of them feel insecure or frustrated.
 They are generally avoided because
managers want to abstain from direct
confrontation.

4.  Corrective action should be taken.
 Managers have important role to create
problem subordinates.
 Every manager has to deal with them.
 Preventive measures.
 Managers use limited and selectively
perceived information to identify problem
subordinates but avoid their many positive
qualities.

5.  All problem subordinates are not
problematic or ineffective.
 Some managers over react whenever
emotions are generated.
 They tend to produce hostility towards the
subordinates.
 As a result they are not able to confront
the problem but they blame their
subordinates.

6. Basic reason for avoiding problem
subordinates are:
1) Some managers avoid confrontation
because they are afraid that they will
jeopardize a long term friendship.
2) Some managers feel frustrated or
hopeless.
3) Some managers are insecure.
4) Some are reluctant to play god.
5) Some managers want overwhelming
proof before taking action against a
problem employer.

7.  Classification can done based on 2
criteria:
 Job performance
 Interpersonal skills
 Combining these 2, the most pervasive
problem subordinates were classified
into 3:
1) Talented but abrasive subordinates
2) Charming but unreliable subordinates
3) Plateaued but indifferent
subordinates

8. PerformsAbove Expectation
Work
Effectevely
WithOthers
TypesofProblemSubordinates
TalentedBut
Abrasive
Ideal
Subordinate
Plateaued
ButIndifferent
Charming
ButUnreliable
DoesNotWork
Effectevely
WithOthers
PerformsBelow Expectation

9.  Very bright and gifted performers who are
insensitive to others and lack interpersonal
skills.
 Perceived as super stars of comers
 They play solely to their strengths and are
either un aware of or ignore their weakness.
 Abrasive subordinates are usually quiet good
at job.
 They tend to become impatient with anyone
who cant keep up with them.

10.  Exact opposite of abrasive individuals.
 Interpersonally skilful
 Job performance is problematic
 Are not incompetent.

11.  They are interpersonally ineffective
because others refuse to take them
seriously
 Their words are more harmful than their
action.
 Their performance is below
expectations

12.  Alcohol and drug problems are major
issues in every culture. The employers must
deal with these issues
 Alcohol use, alcohol abuse, and alcoholism
affect the workplace .
 Massive financial losses to business and
industry
 Moral and criminal dimensions

13.  Create an EAP to deal with alcohol and
drug problems.
 The creation of EAP has multiple forms and
different emphases and based on
workplace culture.
 Different employees have different goals
for EAPs

14.  To make an EAP more effective, five
components are most essential:
1. It’s policy and philosophy should be based
on job performance
2. The programme is appropriately staffed to
provide substance abuse services
3. The programme is directly and readily
accessible to supervisors and employees
4. Supervisors, employees, and union
representatives are all aware of and
supportive of the use of constructive
confrontation as a strategy

15. 5. Staff specialists are equipped and supported
to link employees with appropriate resources
for assistance, engage in case management
through the treatment period and implement
long-term follow-up based in the workplace

16.  Workplace –based intervention service should
have competent personnel actually based in
the workplace
 Confidence, presence, and active participation
of EAP staff in supervisory training, and the
effective intervention in the workplace
 Integrate the EAP staff with the medical or
human resources function in the organization
 Staff should be knowledgeable about all
aspects of workplace culture, regulations and
personnel policies
 A solid understanding of alcohol and drug
problems is a pre-requisite in staffing and EAP

17.  This strategy is used for the employees who
repeatedly insist that they can deal with things on
their own.
 It involves a meeting between the supervisor and
the problem subordinate, with a representative of
the union or employee organization present if
specified in the organizational policy.
 The meeting proceeds with presentation to the
employee of documented evidence of performance
decrements, coupled closely with assurance of the
employer’s willingness to suspend disciplinary
steps and support help-seeking
 The responsibility for change rests completely with
the employee.

18.  The key elements in the workplace’s treatment
role are:
 Assistance resources are selected on the
basis of established effectiveness.
 Linkage is made consistent with the
employee’s particular health insurance
coverage.
 Linkage is made consistent with the
employee’s job demands and career
contingencies.
 The staff specialist is directly involved in
linkage and monitors compliance.

19.  The staff specialist participates in reentry
and involves the supervisors as
appropriate.
 The staff specialist engages in work-based
supportive follow-up for 36 months or
longer.

20.  About two million Americans suffer
workplace violence every year.
 Only 50% of the cases were reported to the
authorities
 8% of all rapes, 7% of all robberies, and 16%
of all assaults occur at work
 Workplace homicide is the third leading
cause of death at work for all workers and
the second leading cause of death at work
for women

21.  Employer or Employee relation
 Criminal behavior, Terrorist acts
 Political deviance
 Personal aggression
 Freud, Lorenz _ instinctual basis of
aggression
 Dollard, Miller, Doob , Mowrer, and Sears _
frustration - aggression hypothesis
 Learning theory _ reward
 Cognitive models of aggression _aggression
against injustice

22.  RISK FACTORS IDENTIFIED BY DESCRIPTIVE
RESEARCH:
 Past violence
 Demographic predictors _
Age (late teens and early 20s )
Gender (male)
Low socio- economic status
Low IQ
 Mental Health risk factors
 Substance abuse

23.  Socioanalytic Theory interpret the predictors
of workplace aggression on the basis of:
a) Evolutionary theory is the basis for
understanding social behavior
b) Social behavior is unconsciously motivated
c) Overt social behavior is a text to be
interpreted and public actions carry symbolic
meaning
d) The source of unconscious motivation and it’s
expression is a set of core values (Freud-
superego, Mead- one’s identity)

24.  Socioanalytic theory assumes that two broad
motive patterns drive the dynamics of
everyday life
1) A need to be accepted and appreciated
2) A need for status, power, and the control of
resources
 Social life and occupational life are organized
in terms of a continuous series of interactions
during which people try to gain acceptance
and power.
 The interactions are organized in terms of the
core values of the participants
 Biology makes interaction inevitable and
universal.

25.  The theory proposes seven generalizations about
aggression:
1. People are aggressive by nature
2. The distinction between socially approved violence
and socially disapproved violence is important.
3. Violence is innate but there are individual
differences
4. Aggression is instrumental and is designed to
achieve a purpose.
5. In the larger social context, aggression often works
and passivity leads to subjugation and defeat.
6. Work place violence is the study of working class
violence.
7. The dynamics of work place violence are straight
forward: there are predisposing factors and
triggering factors.

26.  Antisocial violence in general and workplace
violence in particular are a function of:
1. An aggressive temperament
2. A particular identity
3. Low self control.
4. A readiness to perceive to insult.
5. A belief in violence as a legitimate response
to insult.

27.  The methods used to identify workplace
violence and to prevent it are:
I. PREEMPLOYMENT SCREENING and
II. RISK ASSESSMENT
 Pre employment screening is used to identify
violent employees. Screening is used to
identify mental health risk factors
 Information is gathered about his previous
history
 During screening interviews his background
information is collected
 Testing and assessment are used to identify
the presence or absence of risk factors

28.  Several personality characteristics,
psychiatric diagnosis, and symptoms are
related to aggressive behavior
 Organizational Risk factors
 Job losses, few job opportunities, lower pay
and fewer benefits, authoritarian
management styles
 High levels of frustrating events,
terminations, lay-offs, disciplinary actions
Organizations should take effective steps to
monitor these risk factors
Identify safety needs, monitor violent
activities
Workshops on stress management, effective
communication and conflict resolution

29.  Harassment, and discrimination on the
basis of race, gender, and sex are still
common in the workplace
 Women and minorities get fewer
promotion opportunities than men
 Sexual minorities in the workplace are the
most vulnerable to workplace
discrimination and harassment

30.  Race-based discrimination occurs when
employment decisions are made on the basis
of race
 Racial harassment is a form of race
discrimination that includes racial jokes, ethnic
slurs, offensive or derogatory comments, or
other verbal or physical conduct based on an
individual’s race or color
 These types of overt harassment is known as
Dominative racism
 It creates hostile and offensive work
environment and they interfere with the
individual’s work performance

31.  Contemporary racism known as Aversive
racism stems from:
 The current cultural emphasis on fairness,
justice, and equality; and
 The historically racist culture
 Aversive racists will not discriminate against
minorities

32.  Race-based verbal and physical harassment
on job is related to higher levels of
physiological and psychological disorders
 Physical Outcomes
 Health problems with high blood pressure
 Psychological Outcomes
 Negative effects on job-related stress, self-
esteem, another psychological health
outcomes
 Work distress, depression

33. Affirmative Action:
Increase the representation of minorities in
the organization
 Diversive Training Programs
 To reduce intergroup conflict, racial
discrimination, and harassment
 Recategorization
 Encouraging common goals for the two groups
and fostering a sense of intergroup
interdependence
 Reorganize jobs, tasks, and workgroup
assignments to maximize the interdependence
of majority group and minority employees

34.  Women not only face many of the same
stressors that men face at the workplace,
but are also vulnerable to additional
stressors.
 They face more physical, emotional and
behavioral symptoms of stress than do
working men.
 Sexual harassment is a form of sex
discrimination involving unwelcome sexual
advances, requests for sexual favors and
other verbal or physical context of a
sexual nature.

35.  Rejection of this context affects an individuals
employment. Unreasonably interferes with an
individuals work performance and creates
hostile work environment.
 Effects on victim of harassment:
The adverse effects are job related outcomes,
psychological outcomes and health
outcomes.
 Job related outcomes (job loss, high rates of
absenteeism, decreased job satisfaction, lower
productivity, reduced organizational commitment)
 Psychological outcomes (increased anxiety,
depression, posttraumatic stress disorder, lower
self confidence and reduced self esteem.)
 Health outcomes (alcohol abuse, psychosomatic
disorders like head ache, gastro intestinal
disturbance and sleep disruption)

36.  Absenteeism is the failure to report for
scheduled work.
 It is associated with counter productive
behaviors including lateness, reduced personal
productivity and turn over.
 Is a result of poor work adjustment.
 Basic facts about absenteeism:
 It is actually a complex set of behaviors.
 Psychological processes figure prominently
in absence causation.
 Much absenteeism is under the individuals
control.

37.  Most people are absent very little; a few
people are absent a lot.
 Absenteeism tends to be viewed as mildly
deviant behavior.
 People are self serving regarding their on
attendance records.
 It can be useful to distinguish between absence
frequency and time lost.
 There are known demographic correlates of
absenteeism.
 Causes Of Absenteeism:
 Job Satisfaction, Fairness And Support.
• Absenteeism is negatively correlated with job
satisfaction. Satisfaction with pay promotions,
supervision and coworkers correlates with less
absence.

38.  Personality
 There is a close relationship between
personality and absenteeism. Integrity, job
satisfaction affect and cognition are personality
characteristics which cause absenteeism
 Health And Stress
 Health and stress are potential variables which
cause absenteeism. Depression and neurosis
causes absenteeism. Substance abuse also
causes absenteeism.
 Stressful working condition and other
physiological complaints also causes
absenteeism.
 Social Influence
 Absenteeism is an index of the adjustment of
individuals to their work place

39.  All employees should be exposed to conditions
that encourage reasonable attendance.
 Policies and practices that encourage
attendance are advisable.
 Organizational support for employees should
be given.
 Employee assistant programme should be
given to help workers deal with stress and
substance abuse.

40. HOPE YOU HAVE ENJOYED THE
PRESENTATION