How to start my essay about bullying online
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Cyberbullying Torture School bullying is any form of psychological, verbal or physical abuse produced between schoolchildren repeatedly over a certain period of time. Statistically, the dominant type of violence is emotional and occurs mostly in the classroom and playground of schools. The protagonists of cases of bullying are usually boys and girls in the process of entering adolescence, with a slightly higher percentage of girls in the profile of victims. All of them seek social isolation and their marginalization imposed by these blocking behaviors. Included in this group of actions is to mess with the victim to make him cry. Harassment Groups bullying behaviors that consist of harassment and psychological harassment actions that show disdain, disrespect and disregard for the dignity of the child. Social manipulation Groups such bullying behaviors that aim to distort the child's social image and "poison" others against him. With them, it is about presenting a negative image, distorted and negatively charged of the victim. The inks are charged against everything that the victim does or says, or against everything he has not said or done. No matter what you do, everything is used and serves to induce the rejection of others. Coercion Groups those bullying behaviors that claim that the victim takes actions against their will. Through these behaviors those who harass the child pretend to exercise a domain and total submission of their will. The fact that the victim does these things against his will provides those who force or twist that will different benefits, but above all social power. Those who harass are perceived as powerful, above all, by others who witness the victim's breakdown. Frequently, coercion implies that the child is the victim of harassment, abuse or unwanted sexual behavior that must be silenced for fear of reprisals against oneself or their siblings. Social Exclusion Groups bullying behaviors that seek to exclude the bullied child from participation. The "you no" is the center of these behaviors with which the group that harasses socially segregates the child. Intimidation Groups bullying behavior that seeks to intimidate, intimidate, torment or emotionally consume the child through intimidating action. With them, those who harass seek to induce fear in the child. Its indicators are actions of intimidation, threats, intimidating physical harassment, harassment at the exit of the school. It may be the case that the absence in class of an adequate climate of coexistence may favor the appearance of bullying. The responsibility in this regard oscillates between the figure of some professors who have not received specific training in matters of mediation in conflictive school situations, and the diminution of their profile of authority within today's society. Experts have also concluded that violence in the media has an effect on real violence, especially among children. In conclusion, television with a high risk of violence affects children, in the sense of wanting and trying to be like them. 1.-The harasser can begin to set potential targets for harassment while the group members are positioned against possible attacks.. 2.- Soon the harasser goes on to perform small intimidations that are not effectively dealt with by the victim, while the spectators either support or disregard the first attacks. 3.-The physical aggression begins, with the victim suffering certain consequences. Prevention can be done at different levels. Primary prevention would be the responsibility of parents, society as a whole and the media. Finally, a tertiary prevention would be the help measures to the protagonists of school bullying cases. The following are examples of school torture practiced by children to annoy or assault their peers: Stomp These exercises are favored by the formation of lines, typical in the displacement of school children. You can step on the heel of the victim, eventually causing his fall. Another variety is to step on the side of your shoes, so that the natural rhythm of walking will cause the foot to stand on the ground. A last variant consists of kicking vigorously the heel of the victim to unbalance or simply annoy. The anecdotal character of these mishaps facilitates their accidental justification. The executor approaches and asks the chosen victim: "Would you like a hertz donut?" Typically, corporal punishment is alternated with less painful sensations to prolong, as far as possible, the narrative of the trap-story. They usually use adhesives that guarantee the repetition of the joke. It is so called because generally the buttocks of the effector are neither tanned nor have hair, and it is usually practiced from the immunity of the school bus or a moving vehicle. It may constitute a criminal offense. Cyberbullying is willful and involves recurring and repetitive damage inflicted through the medium of the electronic text. Standler harassment is intended to cause emotional distress, concern, and has no legitimate purpose for the choice of communications. Cyberbullying can be as simple as continuing to send e-mails to someone who has said they do not want to stay in touch with the sender. Cyberbullying can also include threats, sexual connotations, pejorative labels. This information is obtained mainly from computer forums. They can create their own websites, social networking pages, blogs or fotologs for this purpose. As long as the forum where you are staying is not eliminated, you can perpetuate the harassment for months or years. And even if the web is deleted, everything that is published on the Internet remains on the network. In this way they know the result of defamatory emails, and they find out which are the most credible rumors of those that do not create any results. Most try to implicate third parties in the harassment. Often the victim is unaware of the existence of these facts, due to the silence of the witnesses. Even the harasser can say that the victim already knows these photos videos, to try to prevent any witness from informing him; thus increasing suspicion and creating a false paranoia in the victim. The cyberbully may claim that the victim is harassing him. They can try to damage the victim's computer by sending viruses. Repetition is the key of online harrassment. An isolated online attack, even when it may stress, can not be defined as cyberbullying. The 'cyberbullying' is a type of psychological harassment that can be perpetrated anywhere and anytime without the need for the harasser and the victim to coincide neither in space nor in time. For example, the abuser can send a threat from hundreds of kilometers at midnight and whoever receives it will do so the next morning when he opens his email.
Leadership notes »Section 8. Creating a plan to develop leadership Section 2. Service leadership: accepting and maintaining the call to service Section 3. Leadership styles Section 4. Team building: How to expand the foundation for leadership Section 5. Developing a community leadership body: A model for in-service learning Section 6. Recognizing the challenges of leadership Section 7. Encouraging leadership development throughout life Section 8. Maintaining ethics in the community leadership Section 11. Creating a plan to develop leadership Section 2. Service leadership: accepting and maintaining the call to service Section 3. Leadership styles Section 4. Team building: How to expand the foundation for leadership Section 5. Developing a community leadership body: A model for in-service learning Section 6. Recognizing leadership challenges Section 7. Encouraging leadership development throughout life Section 8. Maintaining ethics in leadership Section 11. Consider the following dilemma: You are the director of a community social services organization, which has branches in several towns. The state's budget crisis threatens to reduce its financing by 30%. The head of the state funding agency suggests that you simply close one of the sites. This means that the organization must dismiss some staff members committed to the cause and deny services to the community and the group of people who trusted the initiative. In addition, perhaps most important, all this means that you must decide to work among several communities with which you have committed. Now think of another situation: You find out through a contact in a foundation about the possibility of a grant that would be perfect if you collaborate with another organization. At the same time, he realizes that his organization could apply for the subsidy without partners and keep a larger amount of money than he would have if he had requested accompanied. In that case, the service he would provide would be a bit narrower, but still he could help the people with whom he works and the financing would help him with his administrative expenses. The decisions they make, as well as the way they do it, determine whether or not they are ethical leaders. Whether you are running a small organization, you are in charge of a group within an organization or a large agency or institution or you just have some kind of informal leadership in daily life, the dilemmas can not be avoided. This section is about ethical leadership: what it is, why it is important and how to practice it. We can not study ethical leadership without knowing what ethics is. If you ask 100 people or 100 philosophers what they understand by ethics, you will get 100 different answers. The difficulty in defining ethical behavior goes back to prehistory and serves as the cornerstone of both Greek philosophy and the major religions. Ethical behavior, in its simplest terms, is knowing what is right. The difficulty lies in defining "what is right". Different individuals, cultures and religions define it in different ways. The treatment of women and attitudes regarding slavery in different cultures and at different times in history provide the perfect examples of how "right" may vary. Many people define ethics and morals as equals, but it is useful to make the distinction between them. However, morality can be the basis of an ethical system. Ethical leadership, at least for this section, falls into the second category. Even the meaning of "ethics" can be interpreted in several ways, for example: Situational philosophy. What is right in one situation may be wrong in another. What a culture conceives as correct is ethical for it. No one has the right to judge the ethics of that culture except in its own terms. Many professionals have their own codes of ethics and members of these professions are expected to comply with them. Members of such professions should behave ethically in practice if they adhere to the code of their profession. Ethics based on values. Here it is assumed that each person has a set of values that govern their life. The individual behaves ethically if their actions coincide with their values. In a more extreme case, Hitler's value system, which many Germans adopted, glorified "Aryan supremacy" and ended with the death of millions of people. Although the law is a set of rules, Acting legally is not the same as acting ethically. Many of the actions that are not illegal can be unethical according to most standards. In the same way, breaking an illegal law, such as sitting in a segregated dining room, could be very ethical. Ethics is based on equity. The ethical behavior is that all are treated with equity. Ethics is based on a set of coherent and generally accepted principles. There are some problems with each of these concepts, the main one is as follows: Define precisely what is correct and what defines it. At the same time, most of these ideas about ethics also have strengths, and these can also be incorporated into the ethical framework that is not easy to establish, but that covers a wide range of situations. This is not intended to be a perfect definition. For example, what constitutes the legitimate needs and standards of society has been debated for centuries and is constantly changing as societies evolve. Therefore... if the definition of ethics can be not entirely clear, how can we ensure that our decisions and actions are ethical? So, it seems that there are many answers to this question like so many people who want to answer it. The answers consist of four questions about any decision or action taken: A child behind: Would he do it if there were children watching him? Front page of a newspaper: Would you like to see it published on the first page of the local newspaper? Golden Rule: Would you like to be the recipient of the action or decision? Rule on universality: Would it be okay if everyone did the same? If you can answer "Yes" honestly to all those questions, then it is very possible that the decision or action is truly ethical. Ethical leadership really has two elements. First, ethical leaders must act and make decisions ethically, as ethical people should do in general. Ethical leadership can be visible or invisible. The visible part is in the way in which the leader works and treats others, in their public behavior, in their statements and in their actions. The desire to encourage and receive serious comments and different opinions and to challenge their own ideas and proposed actions. Stimulate leadership in others. Make the consideration and discussion of ethics and questions and ethical issues part of the group's culture, organization or initiative. Maintain and expand the competence that is due to those who trusted the leader to take the organization in the right direction and with effective methods. Accept responsibilities and be responsible. Perhaps the most important thing is to understand the power of leadership and use it well, share as much as possible, never abuse and exercise it only when it is beneficial for the individuals or the organization with which you work, the community or society. Most people tend to agree that leaders should have ethical behavior, but there are many good reasons why maintaining ethical leadership is logical. Ethical leadership shapes the ethical behavior of the organization and the community. Leaders are role models. If you want an organization or initiative, and those who work in it, behave ethically, then everything will depend on the model of ethical behavior of the leader. A leader and an organization that has a reputation for behaving ethically can be a model for other organizations and also for the community. Ethical behavior establishes trust. In the end, leadership is based on trust. People will follow an ethical leader because they know they can trust him to do the right thing according to his vision. Ethical leadership provides credibility and respect, both for the leader and for his organization. Ethical leadership can motivate collaboration. Other organizations They may have more desire to collaborate with the leader and their organization if they know that they always work ethically. Ethical leadership creates a good environment within the organization. If there is strong opposition or if a position is strongly supported, ethical leadership allows the organization to be the moral authority. This is very important if the opposition is also ethical. The organization may look very small compared to the other if the ethical standards are not up to the standards of the opposition, which will discredit the cause and alienate the allies. Ethical leadership is the right way to do things. Everyone has an obligation to themselves, to the organization, to the community and to society to develop a coherent ethical system that seeks to make the world a better place. Leaders, for the reasons mentioned and for leadership responsibility, have a particular obligation in this regard. Ethical leadership can afford dignity. Because a leader and his organization know that they always consider ethics in their decisions, actions and interactions, they can sleep peacefully and in the morning wake up without having to question their own integrity. In this case, they respond easily. Any person in a leadership position should exercise ethical leadership at all times, regardless of whether the position is formal or informal, intentional or involuntary. There are times when ethical leadership is more difficult than in other circumstances, for example, when options must be taken or when the correct option is clear but uncomfortable. In fact, ethical leadership is the most important in difficult times because there are many things at stake. However, the difficulties can vary greatly depending on the level and responsibilities of the leadership in question. Some directors of community organizations, for example, must face the same life and death decisions as national leaders. Decisions also have ethical and human consequences, although the consequences are in a smaller scope. Ethical leadership is a part, and not the whole, of the definition of good leadership. Being an ethical leader is a full-time job, it is not something that can be done and left when you want. A person may or may not be an ethical leader, but if he is, he must be an ethical leader at all times. For example, in most cultures and societies it is defined as heroic to put the common good above personal interests. Therefore, this section is not only for those who identify themselves as leaders. Here we will present some general guidelines for ethical leadership and then we will look specifically at what it means to be an ethical leader. General guidelines for ethical leadership. A philosophy or a coherent ethical framework does not appear overnight. It develops over time through experience, background, what has been learned and the actions of the models to imitate. In other words, the ethical framework is built on everything that makes one what he is. That does not mean that the personal record should include many lessons on ethics, or even role models that show highly ethical behavior. For some, ethical standards are opposed to those they saw or experienced. For others, it is born of religious or cultural learning or academic learning as in philosophy, history, psychology or literature. For most of us, an ethical framework probably incorporates a combination of these factors as well as others. An ethical structure is needed because it provides a guideline for making ethical decisions. It is like building a house from the plans instead of building it with conjectures or assumptions, block by block. Many situations or problems do not allow simple or even satisfactory solutions. It is very likely that the first situation at the beginning of this section, may negatively affect someone, regardless of the decision made. A coherent ethical framework may not provide a clear decision, but it does indicate the factors that must be taken into account and help differentiate the most important ones. This process can provide a set of options that will not seem acceptable at all. Three necessary characteristics of a useful ethical framework are: Internal consistency. Each of the principles that are counted on should correspond to the others, instead of contradicting each other. It should indicate what to do, rather than what not to do. It should be re-examined constantly and adjusted as the person's ethical reasoning evolves. First, if the leader does not believe in the ethical stance of the organization, he should not accept the work. The clear exception is when the leader is hired to change the ethical framework or the culture of the organization. In that case, the new leader is expected to try to model and import a different set of ethical standards and behaviors to restore the integrity of the organization. Here it is assumed that for ethical leadership, the vision and mission of the organization should be the most important in any decision making. An ethical leader does nothing to compromise the philosophy or vision and mission of the organization. For example, the leader should not accept funds that require the organization to do something contrary to their interests or ethical standards. An ethical problem may arise when a donor whose philosophy or vision of the world differs from that of the organization to which he donates money. One way of looking at it could be that it would not be ethical to accept money from that source. Some might think that the money is being accepted by unethical means or cheating, others that the funds will be put to good use. The "correct" answer depends on the ethical standards of the organization. In the same way that the personal ethical framework must be reexamined constantly, all those who have an interest should regularly discuss both the ethics of the organization and that of the people. Only seriously discussing ethical doubts and being willing to analyze one's assumptions can help develop a person's ethical understanding. Before it was mentioned that the ethical framework is formed from learning and experience. If that comment is taken to its logical conclusion, the ethical framework continues to grow with the learning and experience that the person acquires and that process, if ethical doubts are examined thoroughly, will last a lifetime. A person should be able and willing to explain their ethical framework and ethical decisions, in addition to maintaining them. In addition, he has the responsibility to defend what he believes in, instead of just talking about it. In the world, the best intentions are useless if they only remain as intentions. Maintaining an ethical philosophy or point of view does not constitute ethical leadership. That philosophy or point of view must be taken to action, both in general and particular instances. Everyone in the organization or community should practice it, and have the opportunity to do so, when appropriate. That can mean questioning a decision or an action, starting one, being a role model in a situation or maintaining the integrity of the organization. It is necessary to remember that the leader is a role model regardless of whether he chooses it or not. People will follow their example of what the organization should look like, what organizational culture is about, what constitutes ethical behavior. Do not forget this and you must act according to this principle. An ethical leader should encourage others to take leadership roles, and to be their mentor when they do so. This encourages the development of ethical leaders within the organization or community, which improves their functioning and provides more resources when there is a problem or crisis. Also, form a new group that can assume greater responsibility as time passes, which will relieve tensions to the current leader, and that can take over leadership when he leaves. One of the real tests of ethical leadership is to make the decision about what is best for the organization when it is not for the leader. Sometimes, it can be difficult to distinguish between the good of the organization and what is good for the leader. Leaders, especially in organizations of small communities, sometimes have to be careful not to sacrifice themselves beyond what is useful. In many ways, putting the general good before the staff can be thought of as the definition of ethical leadership, since it explains many of the other components. You just have to be willing to put your ego and your own interests aside and do what is best for the organization and for the people for whom you are responsible. All people in the organization should be accustomed to analyzing the ethical implications of a given decision or action and deciding if those implications should influence their approach and how. Everyone should be part of decision-making, at least in the areas that directly affect them, and they should have at least the power to do their jobs well and without interference. The power over is the ability to control other human beings and use them to achieve their own ends. The power for is the ability to meet one's goals without the need for power over others. Power does not imply any of this. In the context of ethical leadership, it can be seen as both personal power and the ability to gather other resources that allow a person to perform their work. Obtaining and exercising this type of power requires working on personal improvement and wishing to share power. Ethical leaders care about power for: in fact, that is the only one they see. Any authority is only legitimate to the extent that it makes it possible to meet the goals. Power is a means to achieve positive goals designed to benefit a large number of people, not just the leader. In total, ethical leaders motivate and mentor who will be leaders, share power when appropriate under the assumption that sharing will accelerate the development of new leadership and increase the chances of success. Power is a positive force in its philosophy, it is used to achieve goals that lead to healthy communities and a better quality of life. The proper and shared use of power and not its abuse is a basic characteristic of ethical leadership. In addition to understanding and making ethical decisions is a serious matter, ethical leadership also includes maintaining one's perspective and sense of humor. Leaders are human and need to stay that way. Once a leader begins to protect the territory from their leadership, their effectiveness, as well as their claim to ethical leadership, will diminish. Rushworth Kidder describes the moral dilemma as the choice, not between good and evil, but between two rights. Deciding what is most important in a situation where something is gained while losing something else that can be just as important is a real challenge for ethical leadership. Sometimes, two right things also create two incorrect things. The same applies when the opposite decision is made and services are cut, some people may benefit, some are affected. Decisions such as these require the application of the ethical framework, as well as a dose of human sensitivity. This seems very obvious to include here but is one of the most important parts of ethical leadership. That means being open in the deals you have with them, informing them of the actions that are being taken and that may affect them, being a good and reliable collaborator, etc. If people know the leader for being a honest and fair person, that reputation will be linked with the organization and the other organizations will want to work with it. Although collaboration is usually desirable, we do not want to indicate that it is an obligation to do so at every opportunity, particularly if it does not benefit the group or organization or if it will involve other entities that would prefer not to work. Refusing to collaborate simply for reasons of territoriality or not admitting that an organization can do a good job is not usually the position of an ethical leader. It is necessary for the leader to establish and maintain communication channels with everyone with whom he works. The use of nonverbal communication to indicate attention and respect Maintain or improve active auditory skills. Strive to communicate clearly, either orally or in writing, so there are no misunderstandings. Find out how others perceive one as a leader, the organization and other groups, and use that learning to correct the behavior if necessary. Strive constantly to improve the understanding of interpersonal relationships. Strive constantly to improve self-knowledge. You must know the different cultures in the community and feel comfortable with them; In addition, you must learn to know the individuals by their cultures. and also be willing to hire them. It also means using diversity creatively by encouraging people to learn and valuing the traditions and vision of others... and also being willing to discuss them openly when there is a conflict or disagreement. One of the obligations of the director of a community organization is to "take charge of the criticisms and send the praises." The leader is responsible for what happens during his leadership. An ethical leader must assume the responsibility that the position entails, be it formal or informal and must be prepared to face directly the consequences of his decisions and actions. Taking responsibility and working to correct mistakes and improve unacceptable performance is part of the leader's job, as well as making sure that the organization's relationships are ethical for all. Blaming others, even when they have made the mistake or failed in their work in specific situations, does not take away from the leader the general responsibility of making sure that those things do not happen and simply makes him look like a coward. Even if it had been true, they should have known, it was their responsibility and the jury blamed them for it. People need leaders to be competent: It is the reason why they are trusted, the reason for their leadership, in the first place. It is the responsibility of the ethical leader to maintain and improve his competence, so that he can continue to direct the organization in the right direction and for those he directs to continue trusting in his leadership. Part of that responsibility is recognizing and admitting things that are not good, and either improving them or delegating them to someone who is. Another aspect of the competition is not to be responsible for something for which you can not take charge or tasks for which you will not have time or resources. Maintaining and improving competition can be achieved in many ways. Organizations, particularly community organizations, need to grow and change as they mature. Ethical leaders recognize if they have already done everything they could or if the organization, to move forward, must change the person at the helm. The disease of the "Founder" is the name given to the unfortunately known refusal of the leader to recognize that the organization he founded needs to grow beyond its influence. Organizations and other groups, like children, need to take on more and more responsibilities as they mature. As we have indicated several times in this section, ethical leadership does not end, it is practiced all the time and during extra hours. Cincinnatus, a Roman from the 5th century BC, went from plowing his field to being the dictator who saved a Roman army in danger of defeat. Cincinnatus quickly defeated his enemy, resigned his dictatorship only after 16 days and returned to his farm... but he remained a leader despite everything, simply because people saw him like that. He was recognized as a leader, and according to the Roman writer Livy, he was called again 20 years later to become a dictator when he was over 80 years old. Ethical leadership does not end; nor should efforts be made to continue the exploration and practice of ethical leadership. Leadership is a privilege and a responsibility that demands a lot from those who practice it, either formally or informally. Among the main demands of this role is the need to be ethical, both in personal life and in leadership. Ethical leadership demands that a leader have a coherent ethical framework to guide their decisions and actions all the time, not just in particular situations. Like so many other important tasks, the maintenance of ethical leadership is an ongoing task and, like some others, it can last a lifetime. A Powerpoint presentation summarizing several styles of leadership. Workforce Management, a management journal.
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