Rational Emotive Behavior Therapy (REBT) is a type cognitive therapy first used by Albert Ellis which focuses on resolving emotional and behavioral problems. The goal of the therapy is to change irrational beliefs to more rational ones.
REBT encourages a person to identify their general and irrational beliefs (e.g. I must be perfect") and subsequently persuades the person to challenge these false beliefs through reality testing.
Presented during the Psychology Congress, Lyceum of the Philippines, Intramuros, Manila, Philippines, October 8, 2009.
Looking for customized in-house training sessions that fit your needs, particularly in the Philippines? Please send me an email at clarencegapostol@gmail.com or WhatsApp +971507678124. When your request is received I will follow up with you as soon as possible.Thank you!
This is a presentation regarding Albert Ellis' REBT. Ellis' model teaches us to dispute irrational beliefs and replace them with rational ones to experience effective change.
According to Mind, 1:4 of people in the UK will encounter a mental health problem in the UK, each year. Although awareness of mental health as a physical illness is starting to increase, many organisations are still unaware of the impact such illnesses can have on the individual, and the devastating effect poor management practices can have on colleagues in certain situations. Such ignorance is concerning – in far too many cases, anxiety, depression and other conditions are treated with ‘lip service’ at best; or as taboo at worst. This session will try and tackle some of the main, down-to-earth matters surrounding mental health in Higher Education Institutions. Sometimes, performance is affected, and this can have a serious adverse effect on the morale and performance of a team or department at large. How straightforward is it to identify and help people who might be struggling? How is it best to tackle poor performance while, at the same time, help an individual or individuals cope with mental health difficulties? Should HEIs introduce transparent strategic mental health awareness policies at the very top? How would one do that? How might it be possible to change an institutional or departmental climate for the better, with other positive knock-on effects this could have on welfare, happiness and performance? How would it be possible to transform understanding and practice at a local and institutional level? Following a brief presentation, this session will be an open forum for the sharing of experiences, suggestions and best practice.
Rational Emotive Behavior Therapy (REBT) is a type cognitive therapy first used by Albert Ellis which focuses on resolving emotional and behavioral problems. The goal of the therapy is to change irrational beliefs to more rational ones.
REBT encourages a person to identify their general and irrational beliefs (e.g. I must be perfect") and subsequently persuades the person to challenge these false beliefs through reality testing.
Presented during the Psychology Congress, Lyceum of the Philippines, Intramuros, Manila, Philippines, October 8, 2009.
Looking for customized in-house training sessions that fit your needs, particularly in the Philippines? Please send me an email at clarencegapostol@gmail.com or WhatsApp +971507678124. When your request is received I will follow up with you as soon as possible.Thank you!
This is a presentation regarding Albert Ellis' REBT. Ellis' model teaches us to dispute irrational beliefs and replace them with rational ones to experience effective change.
According to Mind, 1:4 of people in the UK will encounter a mental health problem in the UK, each year. Although awareness of mental health as a physical illness is starting to increase, many organisations are still unaware of the impact such illnesses can have on the individual, and the devastating effect poor management practices can have on colleagues in certain situations. Such ignorance is concerning – in far too many cases, anxiety, depression and other conditions are treated with ‘lip service’ at best; or as taboo at worst. This session will try and tackle some of the main, down-to-earth matters surrounding mental health in Higher Education Institutions. Sometimes, performance is affected, and this can have a serious adverse effect on the morale and performance of a team or department at large. How straightforward is it to identify and help people who might be struggling? How is it best to tackle poor performance while, at the same time, help an individual or individuals cope with mental health difficulties? Should HEIs introduce transparent strategic mental health awareness policies at the very top? How would one do that? How might it be possible to change an institutional or departmental climate for the better, with other positive knock-on effects this could have on welfare, happiness and performance? How would it be possible to transform understanding and practice at a local and institutional level? Following a brief presentation, this session will be an open forum for the sharing of experiences, suggestions and best practice.
The session will be a fully interactive improvisation workshop in which delegates will be invited to engage in fun and stimulating exercises designed to improve their communication, teamwork and break through any barriers holding them back. The exercises can be categorised as follows: Resilience: By learning to embrace failure, participants will learn how to take something with negative connotations as an opportunity for learning and growth. In the current climate where huge demands are placed on administrators, conquering the fear of failure and being able to reframe a ‘failure’ as a learning opportunity is key.
Embracing change: Exercises designed to nudge participants out of their comfort zones will help them to see that change is an inevitable and necessary part of growth. They will learn that they have talent in areas that they may never have previously considered.
Public speaking: Through involvement in storytelling exercises, participants will build their confidence in public speaking and presentation through creative play. These exercises will give them tips and tricks that they can take away with them and apply to future presentations.
Teamwork: These exercises will help participants to communicate more clearly and freely within a team and can be used for teambuilding and away days after the conference.
Implementing the National Standard for Psychological Health and Safety in the...healthycampuses
This session was a Pre-Summit Workshop at the 2016 Healthy Minds | Healthy Campuses Summit in Vancouver, BC. Participants were introduced to the National Standard and the 13 factors specifically within the unique context of post-secondary education.
On behalf of the Safety Institute of Australia, we invite you to join us for an informative webinar at 2:30pm (AEST) on Wednesday 11 April 2018 titled: From Research to Best Practice in Workplace Health and Wellbeing.
This session takes attendees through the learning from current research and how that translates into practical workplace programs in the digital era.
The presentation will include case studies from building, construction and transport industries.
SPEAKER
James Mills, Director of Operations ,OzHelp | Director – National Workplace Wellness Symposium
James is passionate about using innovation and technology to drive operational and service excellence. James was the driving force behind the design and implementation of the Workplace Tune Up program in conjunction with the University of Wollongong Graduate School of Medicine. A program that gives organisations unprecedented capability in identifying and supporting their at risk employees whilst at the same time gaining an understanding of the impact of workplace practices on the mental health and wellbeing of employees.
James combines a degree in psychology from the Australian National University with experience in senior private sector leadership roles, small business and most recently in the mental health sector to bring innovative and effective solutions to employee health and wellbeing programs reaching over 30,000 employees per- annum.
Psychological Health and Safety in the Workplace CCOHS
CSA Z1003/BNQ 9700-803-5: Psychological health and safety in the workplace. An overview of the new standard, why it matters, and resources on getting started.
Organisational Health Audits assess through a collaborative process ways organisational and employee performance and well-being can be improved based on Human Activity System (HAS) criteria.
The approach taken recognizes that organisational performance and employee well-being are interconnected, and uses a Human Activity Systems (HAS) model to identify interdependent and interacting factors.
Work place stress preventive and curative measuresIJMER
Stress has been defined in different ways over the years. Originally, it was conceived of as
pressure from the environment, then as strain within the person. The generally accepted definition today
is one of interaction between the situation and the individual. It is the psychological and physical state
that results when the resources of the individual are not sufficient to cope with the demands and
pressures of the situation. Thus, stress is more likely in some situations than others and in some
individuals than others. Stress can undermine the achievement of goals, both for individuals and for
organisations
वसंत ऋतु चर्या,
VASANT RITUCHARYA,
हर दो महीने में आहार-विहार की आदतों को बदलें,
CHANGE YOUR FOOD HABITS AFTER EACH GAP OF TWO MONTHS,
6 RITU,
PREVENTION OF CORONA,
PREVENTIVE MEDICINE CORONA,
AYURVEDIC TREATMENT OF CORONA,
वसंत ऋतु की गरमी के छल से बचें,
वसंत ऋतु में उत्तम बल नहीं होता,
वसंत में रोगों का होना निश्चित है,
वसंत में नस्य जरूर करें,
NASYA IN CORONA,
उलटी हो जाने पर चिंता न करें,
VOMITING IN APRIL,
श्रम जरूर करें,
DO PHYSICAL WORK,
पुराने गेहूं, जव आदि लें,
USE OLD WHEAT, OATS ETC.
पानी गुनगुना लें,
DRINK HOT WATER,
भेस का दूध न पीयें,
AVOID BUFFALO'S MILK,
दिन में न सोयें,
DO NOT GO TO BED AFTER SUNRISE TIL THE NIGHT,
Check your Study habits Honestly
Concentration
COMPREHENSION समझ
TASK ORIENTATION,
Study Sets,
Interaction,
Drilling,
Supports,
Recording,
Study Habits Inventory by Dr B. V. Patel
Seven areas of study habits
Scoring & Interpretation
Good study habits
Bad study habits
Some of the Research findings on Study habits
What is Aptitude?
Difference between IQ test and Aptitude Test
Types of Aptitude Tests
Numerical Reasoning Test
Verbal Reasoning Test
Situational Judgment Test
Diagrammatic Reasoning (Logical Reasoning)
Inductive Reasoning
Multidimensional Aptitude Battery
10 separate classes of drugs
DSM 5 guidelines
Caffeine Intoxication
Caffeine-Related Disorders
Caffeine Withdrawl
Cannabis Use disorder
Inhalant Use Disorder
Alcohol consumption rising fast in India
Definitions according to APA dictionary of psychology, 2015
Alcoholism Test
Alcohol Use Disorder
Alcohol Withdrawal
Some of the Sources of Alcohol
“Escape through Alcoholism” -Swami Akhilananda
Holistic Remedies
1. Workplace Counselling
Workplace counselling may be defined as the provision of brief
psychological therapy for employees of an organization, which
is (generally) paid for by the employer.
2. Importance of Workplace Counselling
World Health Organization (Mental Health Policy and Service Guidance Package)
Key factors include:
workload (both excessive and
insufficient work);
lack of participation and control
in the workplace;
monotonous or unpleasant tasks;
role ambiguity or conflict;
lack of recognition at work;
poor interpersonal
relationships;
inequity;
poor working conditions;
poor leadership and
communication;
conflicting home and work
demands.
3. Importance of Workplace Counselling
Mental health problems in the
workplace (According to WHO)
• While it is difficult to know exactly
how many employees have a
mental health problem, the figure
is likely to be significant. In the
United States, for example, 18.2%
of employed people had evidence
of a mental disorder which had
impaired their work performance
within the previous 30 days
(Kessler & Frank, 1997).
Common MH Problems @ Workplace
• Depressive disorders
• Substance use
• Anxiety disorders
• Work-related stress
• Psychotic disorders
• Co-morbidity
4. Importance of Workplace Counselling
Impact of Mental Health Problems @
Workplace
• Increased absenteeism
• Decreased productivity
• Increased costs (Indirect costs)
• Other Losses
Examples of protective factors for
mental health are:
> good social skills,
> secure and stable family life,
> supportive relationship with others,
> positive work climate,
> opportunities for success and recognition of
achievement,
> economic security,
> good physical health,
> attachments and networks within the community,
> access to support services.
5. Mental Health Services at workplace (WHO guidelines)
World Health Organization
The guidance package comprises the
following modules:
> The Mental Health Context
> Mental Health Policy, Plans and
Programmes
> Mental Health Financing
> Mental Health Legislation and
Human Rights
> Advocacy for Mental Health
Mental Health Policy and Service
Guidance Package
> Organization of Services for Mental Health
> Quality Improvement for Mental Health
> Improving Access and Use of Psychotropic Medicines
> Planning and Budgeting to Deliver Services for Mental Health
> Child and Adolescent Mental Health Policies and Plans
> Mental Health Information Systems
> Human Resources and Training for Mental Health
> Research and Evaluation of Mental Health Policy and Services
> Workplace Mental Health Policies and Programmes
6. Importance of Workplace Counselling
McGregor‟s (1960) theory X
• The average human being is inherently lazy by nature and desires to work as little as possible. He dislikes
the work and will like to avoid it, if he can.
• He avoids accepting responsibility and prefers to be led or directed by some other.
• He is self-centered and indifferent to organizational needs.
• He has little ambition, dislikes responsibility, prefers to be led but wants security.
• He is not very intelligent and lacks creativity in solving organizational problems.
• He by nature is resistant to change of any type.
7. Importance of Workplace Counselling
Some of the common reasons for poor performance as enumerated by the
Australian Government (2013a) include:
• an employee doesn't know what is expected because goals and/or standards or workplace policies and consequences are
not clear (or have not been set)
• interpersonal differences
• there is a mismatch between an employee's capabilities and the job they are required to undertake, or the employee does
not have the knowledge or skills to do the job expected of them
• an employee does not know whether they are doing a good job because there is no counselling or feedback on their
performance
• lack of personal motivation, low morale in the workplace and/or poor work environment
• personal issues such as family stress, physical and/or mental health problems or problems with drugs or alcohol
• cultural misunderstandings
• workplace bullying.
8. Importance of
Workplace
Counselling
Counselling in the workplace can help reduce
symptoms of anxiety and depression,
improve mental health, lower levels of
sickness and increase job satisfaction and
commitment.
Counselling Skills Training can provide
managers, supervisors and staff with:
• Improved listening skills.
• Improved communications skills and
effective language patterns.
• The ability to defuse anger and
frustration.
• The ability to identify limitations, and to
work with others at resolving difficulties.
• The skills and knowledge to minimize
stress in the workplace.
9. Importance of Workplace Counselling
• A 2010 systematic study by McLeod of the research evidence, showed that
workplace counselling interventions have been found to reduce sickness
absence rates in organizations by as much as 50%.
• An evaluation by the University of Manchester Institute of Science and
Technology in 1990 found that the introduction of a counselling service at the
Post Office saved it £102,000 over a six-month period.
• A 2012 Cambridge University study showed clearly that the effect of time-
limited counselling (an average of seven sessions) on distressed clients is
positive. Evidence drawn from a sizeable treatment group suggested that such
counselling leads to an increased sense of wellbeing.
10. Developing strategies-WHO
• increasing employee awareness of mental health issues;
• supporting employees at risk;
• providing treatment for employees with a mental health problem;
• changing the organization of work;
• reintegrating employees with a mental health problem into the workplace.
11. Guidelines for Workplace Counselling
The New South Wales Government (2013) proposed the following as
modalities for performance counselling.
The counsellor should give the employee recognition and not assume the
role of a parent scolding a child.
He or she should ensure that the counselling atmosphere is warm and
conducive for communication.
The counsellor should encourage the employee to gain insight into the
problem
He or she should suggest positive steps that would lead to solving the
problem or improve performance, avoiding giving the employee false hope.
He or she should create a desire for change in the employee by giving
support that could lead to efficiency, not expecting a dramatic change in
the employee's performance because of a single counselling session.
12. Guidelines for Workplace Counselling
Heathfield (2014) enumerated the following modalities for effective counselling to improve employees‟
work performance:
The counsellor should show confidence in the employee's ability and willingness to solve the problem.
He or she should focus on the problem or behavior that needs improvement, not the employee.
The counsellor should determine whether there are issues affecting the employee's ability to perform
or accomplish the task, bearing in mind the four common barriers - time, training, tools, and
temperament.
The counsellor should discuss possible solutions to the problem with the employee by asking the
employee for ideas on how to correct or prevent the problem from future occurrence.
A written action plan that enumerates what the employee, the supervisor, and possibly, the HR
professional, will do to improve the situation should be agreed on.
The counsellor should schedule a date and time for follow-up in order to determine how the employee
is progressing.
The counsellor should encourage the employee by expressing confidence in his or her ability to
improve.
13. TOOLS IN ORGANIZATIONAL AND MANAGEMENT
AREA
• Santosh Dhar, Upinder Dhar and Rishu
Roy. Quality of Work Life Scale
• (QWLS–DDR) English. 750/-
• This scale consists 45 items. It is
divided in four dimensions—I.
proactivity, II. work life balance, III.
human relations, IV. learning
organization and ten factors. It was
standardized on 400 executives in
varied organizations.)
• V. P. Sharma. Comprehensive
Battery of Scale of
Entrepreneurship
• (CBSE–S) English. 1500/-
• (i) self perception of
entrepreneurship traits, (ii)
organizational ability and
management skills, (iii) personality
maturity, (iv) executive reaction
pattern, (v) human relations, and
(vi) human engineering. It contains
180 items.)
14. TOOLS IN ORGANIZATIONAL AND MANAGEMENT
AREA
Som Nath Chattopadhyaya and K. G. Agarwal.
Organizational Climate Inventory
• (OCI–CA) Hindi/English. 750/-
• (This 70 items inventory measures the organizational
climate with the help of eleven areas—
• I. performance standards, II. communication flow, III.
reward system, IV. responsibility, V. conflict resolution,
VI. organizational structure, VII. motivational level,
VIII. decision making process, IX. support system, X.
warmth and XI. identity problems. It is a sensitive
instrument in organization.
S. N. Dubey. Multi Factor Leadership Questionnaire
• (MFLQ–D) — L and R Forms Hindi.
• MFLQ Form L — (Leader) Form 750/-
• MFLQ Form R — (Rater) Form 750/-
• It is based on Bass and Avolio Multifactor
Leadership Questionnaire form 5 X short. This
questionnaire consists 45 items of contingent
reward, management by exception (active),
management by exception (passive), Laissez-faire
leadership, Extra effort, Effectiveness, Satisfaction,
Idealized (Behavioral), Inspirational motivation
intellectual stimulation, individualized
consideration.
• It was administered on 100 bank and private sector
industry managers and 200 subordinates.
• It measures the leadership style.
15. TOOLS IN ORGANIZATIONAL AND MANAGEMENT
AREA
Upinder Dhar and Santosh Dhar. Team
Effectiveness Scale
• (TES–DD) Hindi/English. 750/-
• (It contains 20 items. It can be
successfully used for screening out
individuals who have low
• team orientation and are likely to have
inhibiting influence on the
performance of a team. Three factors
— I. dependability, II. cooperation and
III. sharing were identified on the
basis of factor analysis. It was
administered on 350 executive in
organizations.)
• K. Oza and U. Singh. Job
Satisfaction Scale
• (JSS–OSKU) Hindi / English. 500/-
• (This scale consists 30 items divided
into Two Factors (i) intrinsic factor,
(ii) Extrinsic factor. It was
administered on Professional (Sales
Executives, Bank Managers,
Engineers, College Teachers,
Nurses, Doctors).
16. Holistic Mental Health Education Sessions @
various Workplaces
• VIP Industries, SIDCUL, Haridwar
• Regional Training Institute for Medical Officers, Haldwani
• Raiwala Military Station
• PAC Meerut
• PAC Bahadarabad
• Police HQ, Haridwar
• ITBP, Mussoorie
• Railway Training Center, Valsad, Gujarat
• Medical College, Valsad, Gujarat
17. Role of a Counselor in Pre employment testing
• Cognitive ability tests
• Personality tests
• Other tests
18. Role of Counselor in HR Training
• Career Development
• Entrepreneurship Development
• Sensitivity training to change the behaviour
• SWOT analysis and other
• Motivation
• Leadership Building