Employee Counselling TodayTable of Contents for Employee Counselling Today. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/0955-8217/vol/8/iss/7?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEmployee Counselling TodayEmerald Publishing LimitedEmployee Counselling TodayEmployee Counselling Todayhttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/11a178e3e63dc1e54a11458068260c94/UNKNOWNhttps://www.emerald.com/insight/publication/issn/0955-8217/vol/8/iss/7?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestHandling criticism from your bosshttps://www.emerald.com/insight/content/doi/10.1108/13665629610149038/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDescribes a five‐step strategy for handling criticism from your boss. Gives numerous theoretical examples of conversational exchanges between boss and employee. Subdivides three of the five steps into three or four sub‐stages. The five steps are: prepare yourself mentally to be criticized; accept the criticism; understand the criticism; reach agreement on how you will change; give positive reinforcement to your boss. Concludes that criticism should not be taken personally but should be allowed to be a catalyst for improved future behaviour in order to gain the maximum advantage from the boss’s feedback.Handling criticism from your boss
Jay T. Knippen, Thad B. Green
Employee Counselling Today, Vol. 8, No. 7, pp.4-7
Describes a five‐step strategy for handling criticism from your boss. Gives numerous theoretical examples of conversational exchanges between boss and employee. Subdivides three of the five steps into three or four sub‐stages. The five steps are: prepare yourself mentally to be criticized; accept the criticism; understand the criticism; reach agreement on how you will change; give positive reinforcement to your boss. Concludes that criticism should not be taken personally but should be allowed to be a catalyst for improved future behaviour in order to gain the maximum advantage from the boss’s feedback.]]>
Handling criticism from your boss10.1108/13665629610149038Employee Counselling Today1996-12-01© 1996 Jay T. KnippenThad B. GreenEmployee Counselling Today871996-12-0110.1108/13665629610149038https://www.emerald.com/insight/content/doi/10.1108/13665629610149038/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1996
Counselling clients who suffer from post‐traumatic stress disorderhttps://www.emerald.com/insight/content/doi/10.1108/13665629610149047/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestExplores issues for counsellors relating to the identification and understanding of post‐traumatic stress disorder. Suggests aims for therapeutic intervention and argues for an integrated approach to counselling post‐traumatic stress‐disordered clients, drawing on the contribution of humanistic counselling, behaviour therapy and cognitive therapy.Counselling clients who suffer from post‐traumatic stress disorder
Maggie Wilcock
Employee Counselling Today, Vol. 8, No. 7, pp.8-12
Explores issues for counsellors relating to the identification and understanding of post‐traumatic stress disorder. Suggests aims for therapeutic intervention and argues for an integrated approach to counselling post‐traumatic stress‐disordered clients, drawing on the contribution of humanistic counselling, behaviour therapy and cognitive therapy.]]>
Counselling clients who suffer from post‐traumatic stress disorder10.1108/13665629610149047Employee Counselling Today1996-12-01© 1996 Maggie WilcockEmployee Counselling Today871996-12-0110.1108/13665629610149047https://www.emerald.com/insight/content/doi/10.1108/13665629610149047/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1996
Trouble at the top: assessing the upper‐level executivehttps://www.emerald.com/insight/content/doi/10.1108/13665629610149056/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestStresses the crucial importance of upper‐level executives in setting the tone for an organization ‐ reflected in how the task is approached, how company guidelines are interpreted and how employees are treated ‐ such that the influence of his or her behaviour and beliefs become the company “philosophy”. Warns that if top executives become impaired by alcoholism, drug addiction or emotional difficulties, the entire organization is affected negatively. Describes a process for evaluating the managing executive, both self‐referred and company mandated.Trouble at the top: assessing the upper‐level executive
Robert Taylor, Carvel Taylor
Employee Counselling Today, Vol. 8, No. 7, pp.13-15
Stresses the crucial importance of upper‐level executives in setting the tone for an organization ‐ reflected in how the task is approached, how company guidelines are interpreted and how employees are treated ‐ such that the influence of his or her behaviour and beliefs become the company “philosophy”. Warns that if top executives become impaired by alcoholism, drug addiction or emotional difficulties, the entire organization is affected negatively. Describes a process for evaluating the managing executive, both self‐referred and company mandated.]]>
Trouble at the top: assessing the upper‐level executive10.1108/13665629610149056Employee Counselling Today1996-12-01© 1996 Robert TaylorCarvel TaylorEmployee Counselling Today871996-12-0110.1108/13665629610149056https://www.emerald.com/insight/content/doi/10.1108/13665629610149056/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1996
Erratumhttps://www.emerald.com/insight/content/doi/10.1108/13665629610149065/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01437739510097996. When citing the article, please cite: William D. Hitt, (1995), “The learning organization: some reflections on organizational renewal”, Leadership & Organization Development Journal, Vol. 16 Iss: 8, pp. 17 - 25.Erratum
Employee Counselling Today, Vol. 8, No. 7, pp.16-25
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01437739510097996. When citing the article, please cite: William D. Hitt, (1995), “The learning organization: some reflections on organizational renewal”, Leadership & Organization Development Journal, Vol. 16 Iss: 8, pp. 17 - 25.]]>
Erratum10.1108/13665629610149065Employee Counselling Today1996-12-01© 1996 Employee Counselling Today871996-12-0110.1108/13665629610149065https://www.emerald.com/insight/content/doi/10.1108/13665629610149065/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1996