MANAGER-BASED MODEL IN ORGANIZAIONAL

COUNSELLING

Introduction

The manager-based model is one of the most practical and widely used models in organizational
counselling, where the manager acts as the first-level counselor for employees. This model is
built on the understanding that managers, because of their daily interactions with employees, are
in the best position to observe behavioral changes, understand work-related stressors, and
provide immediate emotional support. It bridges the gap between formal psychological
counselling and day-to-day supervision, creating a more supportive and empathetic workplace
culture.

Definition

The manager-based model can be defined as an organizational counselling approach in which

managers are trained and empowered to provide preliminary counselling and guidance to
employees who experience emotional, behavioral, or work-related difficulties. In this model, the
manager serves as a counsellor, mentor, and facilitator, helping employees resolve minor issues
before they escalate into major psychological or organizational problems.

Theoretical Foundation

The model is rooted in the human relations movement and the humanistic approach to
management, emphasizing empathy, understanding, and interpersonal communication. Theories
such as Carl Rogers’ person-centered counselling also influence this model, as it highlights the
importance of empathy, genuineness, and unconditional positive regard qualities that managers
are encouraged to embody when dealing with employees. The focus is on building trust and open
communication rather than authority and control.

Brief History of the Manager-Based Model

The manager-based model evolved gradually alongside changes in management philosophy and
the growing awareness of employee well-being.
*Early 1900s (Industrial Era):During this period, management focused mainly on efficiency and
productivity under Frederick Taylor’s scientific management. Managers acted as supervisors,
and no counselling or emotional support was provided to workers.

*1930s–1950s (Human Relations Movement): The Hawthorne Studies by Elton Mayo revealed
that workers’ emotions, relationships, and social needs significantly affect performance. This
shifted managerial focus from control to human interaction and empathy, forming the foundation
for managerial counselling.

*1950s–1970s (Post–War Period): Organizations began recognizing the impact of mental health
and employee morale on productivity. Managers were trained in communication and motivation,
and informal counselling practices emerged within workplaces.

*1980s–Present: The manager-based model became a structured approach as part of

organizational development and Employee Assistance Programs (EAPs). Managers today are
expected to act as first-line counsellors, providing support, early intervention, and referrals when
necessary.

No single founder: It is a product of combined influences from management and counselling

psychology.

*Main contributors:

*Elton Mayo – introduced the human relations concept.

*Carl Rogers – inspired the counselling approach through humanistic principles.

*Abraham Maslow and Douglas McGregor – emphasized motivation and supportive leadership.

Key Features

1. Manager as a Counsellor:

The manager takes on a dual role—supervising performance and providing emotional or

motivational support when needed.

They act as the first line of defence against stress, burnout, or interpersonal conflicts.
2. Preventive and Supportive in Nature:

This model emphasizes early detection of problems. Managers identify early signs of stress,
dissatisfaction, or emotional fatigue and address them before they become severe.

3. Skill-Based Approach:

Managers are trained in basic counselling skills such as active listening, empathy, observation,
feedback delivery, and problem-solving to enhance their effectiveness.

4. Structured Referral System:

If an employee’s issue requires specialized psychological intervention, the manager refers them
to a professional counsellor or psychologist while maintaining confidentiality.

5. Two-Way Communication:

Open and honest dialogue between managers and employees is central to the success of this
model. Employees must feel psychologically safe to express their concerns.

Functions of the Manager-Based Model

1. Observation and Identification:

Managers continuously observe employees’ attitudes, performance, attendance, and

interpersonal behavior. Early indicators like irritability, frequent absenteeism, or low
productivity are identified.

2. Initiating Counselling Interaction:

Once a concern is noticed, the manager initiates a private and supportive conversation. The
goal is to encourage employees to share their thoughts and feelings without fear of judgment.

3. Providing Support and Guidance:

The manager listens empathetically and provides constructive feedback, reassurance, and
direction to help the employee overcome work-related stress or conflicts.

4. Encouraging Problem-Solving:

The counselling process often involves helping employees analyze problems objectively and
develop realistic coping strategies or action plans.

5. Referral to Professionals:
 For issues beyond the manager’s capacity (e.g., clinical depression, trauma, addiction),
employees are referred to professional counsellors while maintaining confidentiality and follow-
up.

6. Follow-Up and Monitoring:

After counseling or referral, the manager continues to monitor the employee’s progress and
ensures a supportive environment for sustained improvement.

Advantages

1. Early Intervention:

Since managers interact daily with employees, they can recognize and address problems before
they become serious.

2. Trust and Relationship Building:

Regular communication fosters trust and openness , encouraging employees to share their
concerns early.

3. Cost-Effective:

It reduces dependency on external counselling services, saving time and organizational

resources.

4. Improved Morale and Productivity:

When employees feel supported and understood, job satisfaction, motivation, and performance
naturally improve.

5. Enhanced Managerial Skills:

Managers become more emotionally intelligent and empathetic leaders, which strengthens the
overall organizational climate.

Limitations

1. Lack of Professional Expertise:

Managers are not trained psychologists, so they may misinterpret emotional issues or provide
inappropriate advice.
2. Confidentiality Risks:

Employees might hesitate to disclose personal matters to a superior, fearing it could affect
evaluations or promotions.

3. Role Conflict:

The dual role of being both a counsellor and evaluator may create confusion or tension in the
manager–employee relationship.

4. Time Constraints:

Managers often have heavy workloads and may not have sufficient time to counsel employees
effectively.

5. Emotional Strain:

Constant exposure to employees’ personal or emotional problems may cause stress or burnout
in managers themselves.

Implementation in Organizations

To make the manager-based model effective, organizations should:

* Provide training workshops on counselling skills and emotional intelligence.

* Establish clear ethical guidelines for confidentiality and professional boundaries.

* Create a referral systemlinking managers with professional counsellors or psychologists.

* Promote an open-door policy and a non-judgmental culture.

* Offer supervision and support for managers handling emotionally challenging cases.

Conclusion

The manager-based model in organizational counselling represents a human-centered approach

that transforms managerial roles from merely supervising to mentoring and supporting
employees. By combining leadership and empathy, this model contributes to psychological well-
being, organizational harmony, and employee engagement. However, for sustainable success, it
must be supported by training, ethical awareness, and collaboration with professional
counsellors. When implemented effectively, it creates a workplace culture where emotional
health and performance thrive together.