Embedding Bullying Prevention in Core Curriculum
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Professional Development During Your Doctoral Education
Professional Development During Your Doctoral Education Edward Schiappa, Ph.D. The University of Minnesota 1 Professional Development During Your Doctoral Education by Edward Schiappa, Ph.D. Communication Studies Department The University of Minnesota NCA Edition © 2009 Published by the National Communication Association i © Copyright 2009, by the National Communication Association. All rights reserved. Brief portions of material in this publication may be copied and quoted without further permission with the understanding that appropriate citation of the source of the excerpt will be included in such copying. A limited number of copies of brief portions of material in this publication may be made for scholarly or classroom use if 1) the material is distributed without charge or no fees above the actual duplicating costs are charged; 2) the materials are reproductions, photocopies or copies made by similar processes and not reprints or republications; 3) the copies are used within a reasonable time after reproduction; 4) the material includes the full bibliographic citation; and 5) the following statement be clearly displayed on all copies: “Copyright by the National Communication Association. Reproduced by permission of the publisher.” A copy of this statement serves as the National Communication Association’s official permission for using material for scholarly or educational purposes under the above conditions. This permission does not extend to situations in which 1) extensive amounts of material are reproduced or stored in an electronic or similar data retrieval system; 2) a fee above actual duplicating costs is charged or if there exists a reasonable expectation of profit; or 3) the material is reproduced or reprinted for other than scholarly or educational purposes. -
The Effects of Bullying Behaviours on Student Nurses in the Clinical Setting
University of Windsor Scholarship at UWindsor Electronic Theses and Dissertations Theses, Dissertations, and Major Papers 2009 The Effects of Bullying Behaviours on Student Nurses in the Clinical Setting Colette Clarke University of Windsor Follow this and additional works at: https://scholar.uwindsor.ca/etd Recommended Citation Clarke, Colette, "The Effects of Bullying Behaviours on Student Nurses in the Clinical Setting" (2009). Electronic Theses and Dissertations. 372. https://scholar.uwindsor.ca/etd/372 This online database contains the full-text of PhD dissertations and Masters’ theses of University of Windsor students from 1954 forward. These documents are made available for personal study and research purposes only, in accordance with the Canadian Copyright Act and the Creative Commons license—CC BY-NC-ND (Attribution, Non-Commercial, No Derivative Works). Under this license, works must always be attributed to the copyright holder (original author), cannot be used for any commercial purposes, and may not be altered. Any other use would require the permission of the copyright holder. Students may inquire about withdrawing their dissertation and/or thesis from this database. For additional inquiries, please contact the repository administrator via email ([email protected]) or by telephone at 519-253-3000ext. 3208. THE EFFECTS OF BULLYING BEHAVIOURS ON STUDENT NURSES IN THE CLINICAL SETTING by Colette Clarke A Thesis Submitted to the Faculty of Graduate Studies through Nursing in Partial Fulfillment of the Requirements for the Degree of Master of Science at the University of Windsor Windsor, Ontario, Canada 2009 © 2009 Colette Clarke iii AUTHOR’S DECLARATION OF ORIGINALITY I hereby certify that I am the sole author of this thesis and that no part of this thesis has been published or submitted for publication. -
Stress: Professional Development Needs of Extension Faculty
STRESS: PROFESSIONAL DEVELOPMENT NEEDS OF EXTENSION FACULTY Nick T. Place, Assistant Professor Steve Jacob, Assistant Professor University of Florida Abstract This study was designed to identify workplace and individual factors that cause stress in the lives of Extension professionals and to determine baseline needs assessment data for professional development in the area of balancing work and family. A census-survey questionnaire (74% response rate) was utilized to explore balancing work and personal life issues among the population of University of Florida Extension faculty. It was found that some faculty have stress under control while others are experiencing high levels of stress; county faculty perceived slightly higher stress than state faculty but this difference was not significant. Respondents reporting greater use of formal planning, planning for meetings, and “to do” lists tended to have lower stress scores. For Extension faculty, spending more time with family served as a coping mechanism for minimizing stress. Any stress inducing situations disclosed in this study can be improved upon through proactive professional development. Professional development programs and inservice training focusing on workday planning may help faculty cope with the stress and pressure of an Extension career. Greater organizational effectiveness can be achieved through employees being able to manage stress and work pressure via positive workplace skills. Introduction and Theoretical Framework The dilemma was recognized nationally Job stress, time management, and by United States Department of Agriculture- balancing work and personal life are issues Cooperative State Research, Education and that educators in the field of Cooperative Extension Service (USDA-CSREES) as Extension constantly struggle with. An early as 1981. -
Frequently Asked Questions About Bullying
Safety and Respect for All Frequently Asked Questions About Bullying 1-What is school bullying? 2-What are the consequences of school bullying? 3-What can a school community do about bullying? 4-What can teachers do about classroom bullying? 5-What can students do about school bullying? 6-What can parents of young children do about school bullying? 7-What can parents of teens do about school bullying? 8-What can community partners do about school bullying? 9-How can a caring adult work with a bully? 10-How can a school community promote an anti-bullying climate? 11-What is cyber bullying? 12-Resources 1-What is school bullying? Bullying is exposing a person to abusive actions repeatedly over time. Being aware of children's teasing and acknowledging injured feelings are always important. Bullying becomes a concern when hurtful or aggressive behavior toward an individual or group appears to be unprovoked, intentional, and (usually) repeated. Bullying is a form of violence. It involves a real or perceived imbalance of power, with the more powerful child or group attacking those who are less powerful. Bullying may be physical (hitting, kicking, spitting, pushing), verbal (taunting, malicious teasing, name calling, threatening), or emotional (spreading rumors, manipulating social relationships, extorting, or intimidating). Bullying can occur face-to-face or in the online world. What do bullies do? Bullying actions may be direct or indirect. Direct bullying or identifiable bullying actions may include: • Hitting, tripping, shoving, pinching, -
PS-79: Flexible Work Hours and Staffing
Flexible Work Hours and Staffing PS-79 PURPOSE: The purpose of this policy is to describe the campus policy on flexible work hours and flexible staffing. FLEXTIME POLICY: The University's regular business hours are 8:00 a.m. to 4:30 p.m. Monday through Friday. However, campus departments may have official hours which differ in order to provide necessary services, including multiple shifts. Departments are encouraged to consider flexible schedules when in the best interest of employees and the department. LSU recognizes that flexible schedules can improve morale, productivity and recognize the contributions made before and after normal work hours, particularly by professional staff. Flextime is a work schedule equal to 40 hours per week but differing from the regular business hours. A flextime schedule is appropriate only when the work schedule is beneficial to the University. Working a flextime schedule is a privilege, not an employee right and flexible schedules are not appropriate for all job situations. Flextime schedules may be considered using the following guidelines: A. Service - The level of service provided by the department may not decrease. Normally, flextime provides a wider span of service and provide staff with an opportunity to modify their work schedule to fit individual needs. Department heads must also consider the workload, flow of work, impact on quality and schedules as they relate to the mission and objectives of the department. B. Coverage - Implementation is contingent on ensuring at least minimal coverage (i.e., office front desk and phones) from 8:00 a.m. to 4:30 p.m. including the lunch period as appropriate. -
The Revolving Door: Rehired Employees
The Revolving Door: Rehired Employees Robert M. Richter, Esq., APM Vice President SunGard Relius 1 What Will Be Covered • Counting service • Break in service rules including the “rule of parity” • Entry requirements for rehires • Buy-back rights • Returning from military leave 2 Robert’s Rules of Rehires • Don’t rehire former employees • If the person was good enough to rehire, then why go to all this effort to keep the person out of the plan • In 95 percent of the cases, the person will be eligible on the date of rehire 3 Eligibility Requirements 4 410(a) Maximum • Code §410(a) limits maximum age and service condition plan can impose – Generally one year of service – Age 21 • Plan can’t impose higher service requirement – Even if plan would pass coverage 5 Two Years of Service • The law allows a plan to use a two-year eligibility condition • But pay the price – Full and immediate vesting • Exception: Can’t use two-year rule for elective deferrals • Can be years of service without an intervening break in service (first exception to rule that all service counts) 6 Entry Date • EE generally enters plan on entry date after satisfying eligibility requirements • Maximum entry date is earlier of: – First day of the first plan year beginning after the date requirements are met, or – Date that is six months after the date requirements are met • Roughly 182 entry dates – but January 1st and July 1st meet the maximum 7 Employment on Entry Date • Plan can require employment on entry date as condition to enter • If EE comes back after entry date, -
Professional Development 101: the Basics Full Course Content
Professional Development 101: The Basics Full Course Content Contents CHAPTER 1 – INTRODUCTION ................................................................................................................... 3 WELCOME ............................................................................................................................................. 3 WHAT IS PROFESSIONAL DEVELOPMENT? ........................................................................................... 3 CHAPTER 2 – PROFESSIONAL DEVELOPMENT OFFERINGS ....................................................................... 4 OFFERINGS ............................................................................................................................................ 4 TYPES OF OFFERINGS ............................................................................................................................ 4 TECHNICAL ASSISTANCE ........................................................................................................................ 5 DISTANCE LEARNING ............................................................................................................................. 6 ACTIVITY 1: PROFESSIONAL DEVELOPMENT OFFERINGS.......................................................................... 6 QUESTIONS ........................................................................................................................................... 6 ANSWERS ............................................................................................................................................. -
Rules for Shared Parental Leave
FEATURE Rules for shared parental leave By Alan Pitcaithley, practice management consultant arents will soon be legally their child’s first year. This will have an impact Written notice entitled to share statutory on employers and there are, therefore, precise To use these rights, eligible parents (Table leave following the birth procedures to be followed. 1) must give their employer proper written or adoption of a child. This The mother would normally be able to notice; in fact, three different notices. ‘shared parental leave’ will take up to 52 weeks’ maternity leave. Shared First, the mother must give notice to end apply to eligible parents of parental leave allows a mother to turn her her maternity leave and change over to shared Pbabies due, or children placed for adoption, maternity leave into shared parental leave. parental leave. Second, both parents must give on or after 5 April 2015. It allows employees The actual amount of shared parental leave their employers a notice of entitlement letter to break their absence from work into available depends on how much maternity that sets out their basic eligibility (Table 2). separate blocks and to share some of the leave is taken. Finally, each must provide a notice of leave leave with their spouse or partner. Potentially, Since a mother must take at least two letter that specifies the actual dates that the eligible parents, in the first year of a child’s weeks’ compulsory maternity leave following employee wishes to take as shared parental birth or adoption, will be able to dip in and the birth of their child, there could be up to leave. -
2019-2020 Professional Development Catalog
Professional Development Catalog 2019/2020 Fiscal Year EEO/Diversity and Professional Development Office (559) 243-7172 SCCCD 2019/2020 PROFESSIONAL DEVELOPMENT CATALOG TABLE OF CONTENTS TOPIC PAGE STRAND ONE Equal Employment Opportunity (EEO) & Sensitivity/Diversity Training Equal Employment Opportunity for Hiring Committees ……………………………………………. 5 Diversity/Cultural Awareness/Sensitivity Series…………………………………………………………… 5 STRAND TWO Classified Professionals Classified Professional Steering Committee ……………………………………………………………… 6 Leadership State Center Academy ……………………………………………………………………………. 6 Mega Conference …………………………………………………………………………………………………….. 6 Classified Professional of the Year ……………………………………………………………………………. 7 Achievement Recognition Award ………………………………………………………………………………. 7 STRAND THREE District Ops, IS, and Public Safety…………………………………………..……………………………………………. 7 STRAND FOUR SCCCD Management & Leadership Development Management Development Academy (MDA) …………………………………………………………… 8 LEAD (Leadership, Exploration, and Development) Program ……………………………………… 8 District-wide Management Meeting …………………………………..……………………………………… 9 STRAND FIVE Orientation Programs New Employee Orientation ………………………………………………………………………………………. 9 STRAND SIX Liebert Cassidy Whitmore (LCW) LCW Workshop………………………………………………………………………………………………………….. 9 SCCCD 2019/2020 PROFESSIONAL DEVELOPMENT CATALOG TABLE OF CONTENTS CONTINUED TOPIC PAGE STRAND SEVEN Compliance and Safety – Required Training Sexual Harassment & Discrimination for Management………………………………………………10 Sexual Harassment & Discrimination -
Cyberbullying and Ohio Schools: a Social Justice Framework to Understand and Create Change Lorri A
Cyberbullying and Ohio Schools: A Social Justice Framework to Understand and Create Change Lorri A. Gerwig-Parker Donna Tromski-Klingshirn Rebecca Kolssak Joshua D. Miller Wright State University Abstract In 2019, 36.5% of students, age 12-17, reported that they were cyberbullied at some point in their life. Cyberbullying is a growing problem within Ohio. Self-mutilation, attempted suicide, and death have been linked to victims of cyberbullying. Within Ohio, there are also legal implications for schools to consider. Using Bronfenbrenner’s ecological systems framework, different types of cyberbullies, bullying practices, and proposed solutions for cyberbullying can be addressed in a more comprehensive manner within the schools. Ultimately, schools can be the vanguards for social justice, creating the cultural shift to end cyberbullying and its devastating effects on victims. Keywords: cyberbullying, school administration and faculty, adolescents, social justice, ecological model Cyberbullying, also known as e-bullying or digital harassment, has grown from a technological possibility to a universal problem among communities of young people within the past two decades. Adolescent populations have both high rates of victimization and potentially severe consequences to their mental and physical health. Hinduja and Patchin (2019) indicated that 36.5% of adolescents ages 12 to 17 in the United States reported being cyberbullied at least once. Further, according to Pacer’s National Bullying Prevention Center (2019) only 33% of adolescent victims -
Defamation, That Is, Comments Or Statements That Tarnish Or Destroy a Person’S Reputation in the Minds of Others
You Can’t Say That!! continued Hilary Findlay, a lawyer, and Rachel Corbett, a risk management consultant, are founders and directors of the Centre for Sport and Law. They are regular contributors to Coaches Report. In the last issue of Coaches Report, we wrote about defamation, that is, comments or statements that tarnish or destroy a person’s reputation in the minds of others. We identified the three elements that make a communication defamatory: A written or spoken communication must be made to a third person. The communication must convey a defamatory meaning or be capable of being interpreted in a defamatory manner. The defamatory meaning must be about the person bringing the allegation. We cited the case of Pliuskaitis v. Jotautas,1 in which a board member of a swim club was found by the court to have made a number of defamatory comments about the club’s coach. We explained that there is a very low threshold for a finding of defamation. In other words, it is not difficult to prove the three elements of defamation described above. Once defamation is established, the question becomes, Are the circumstances such that a defamatory communication may be legally justified or allowable? These are called “defences” to a claim of defamation and they are the focus of this article. We will also pick up the case of Pliuskaitis v. Jotautas and look at the defences put forward by the board member and see whether or not they were successful. There are four defences to a finding of defamation: consent, fair comment, justification, and qualified privilege. -
Rehabilitating a Federal Supervisor's Reputation Through a Claim
Title VII and EEOC case law have created an almost blanket protection for defamatory statements made in the form of allegations of harassment or discrimination in the federal workplace. In this environment, federal supervisors would do well to exercise caution before resorting to the intui- tive remedy of a defamation claim. Although there are some situations where an employee may engage in action so egregious that a claim of defamation is a good option, one cannot escape the fact that supervisory employment in the federal workplace comes with an increased risk of defamatory accusations for which there is no legal remedy. BY DANIEL WATSON 66 • THE FEDERAL LAWYER • OCTOBER/NOVEMBER 2014 Rehabilitating a Federal Supervisor’s Reputation Through a Claim of Defamation ohn Doe is a supervisor for a federal and demeaning insults he was alleged to have yelled at Jane agency. As he was leaving the office one Doe, and sex discrimination for his refusal to publish her work. Outraged at the false accusation, John immediately called Jnight, a female subordinate, Jane Doe, Jane into his office and asked her how she could have lied. Did stopped and asked why her work product she not know it was illegal to lie about that type of behavior? Jane responded by accusing John of retaliation. A week after had not received approval for publication. the incident, while speaking to a coworker, John Doe discov- He attempted to explain that he had already ered that the coworker had overheard the entire conversation documented his critique via e-mail and that between John and Jane and would swear to the fact that Jane was lying about what was said.