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The supervisor as coach can increase the employee’s drive and direct it so that he accomplishes his objectives better. Morrissey (1972) has suggested a few other techniques, such as you-we technique, second-hand compliment, advice-request and summary. In the you-we technique, one uses ‘you’ to compliment and ‘we’ to criticize (“you are doing a great job, we have a problem”). The second-hand compliment is communicating to the subordinate a compliment for him received from a third party (Mr. Raman says that you have donean excellent job for him). The advice-request is asking the employee for suggestions and advice. Summarizing at the end helps in clarifying the decisions taken and fixing the responsibilities and integrating the whole discussions. Values in the Helping Process: The central issue in a helping process relates to the values of the helper. The helping behavior and strategies flow out of the basic stand he takes in relation to the client, this gives in summary the dynamics of the helping process in value terms. The helper should ask himself/herself what values he/ she holds, and with what consequences. Okun (1976) has suggested that the following set of images of people is essential for An effective help process for gaining sufficient knowledge about upsc exam. People are responsible, and capable of making their own choices and decisions. People are controlled to a certain extent by their environment, but they are able to direct their lives more than they realize. They always have choices and freedom, along with responsibility, even if they have restricted options due to environmental variables or inherent biological or personality predispositions. Behaviors are purposive and goal-directed. People are continuously striving towards meeting their own needs, ranging from basic physiological needs to abstract self-actualization ones (fulfilling physiological, psychological and aesthetic needs). One should decide topics for group discussion based on this idea only. HRD: Concept and Systems People want to feel good about them and continuously need positive confirmation of their own self-worth from significant persons. They want to feel and behave congruently, to reduce dissonance between internal and external realities. People are capable of learning new behaviours and unlearning existing ones and they are subject to environmental and internal consequences of their behaviours, which in turn, serve as reinforcements. They strive for reinforcements that are meaningful and congruent with their personal values and belief systems. People’s personal problems may arise from unfinished business (unresolved conflicts) stemming from the past (concerning events and relationships) and, Although some exploration of causation may be beneficial in some cases, most problems can be worked through by focusing on the here and now, on what choices the person has now. Problems are also caused by incongruence between internal (how you see things inside) and external (how you see things outside) perceptions in the present.
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