Why This Website
Stutz Artiano Shinoff
& Holtz v. Maura
Larkins defamation
SDCOE
CVESD
Castle Park
Elementary School
Law Enforcement
CTA
CVE
Stutz Artiano Shinoff
& Holtz
Silence is Golden
Schools and Violence
Office Admin Hearings
Larkins OAH Hearing
Stutz Artiano Shinoff
& Holtz v. Maura
Larkins defamation
SDCOE
CVESD
Castle Park
Elementary School
Law Enforcement
CTA
CVE
Stutz Artiano Shinoff
& Holtz
Silence is Golden
Schools and Violence
Office Admin Hearings
Larkins OAH Hearing
California mother
arrested for
encouraging son to
fight
By the CNN Wire Staff
March 23, 2011
A California mother was
arrested this week after she
was captured on video
encouraging her son to pummel
another boy, police said.
The woman can be heard
yelling "Beat him down. Body
slam him," as the two boys
swing wildly at each other in the
scuffle that leaves one bloody.
At one point in the video,
circulated on the internet, the
woman offers pointers to her
son on how to win the fight. She
also assures the combatants
they have permission to fight in
her yard and that she will not
call the police.
Police say they have arrested
the woman, identifying her as
Jennifer Zuniga, 33, of the
central California city of Ceres.
She faces child endangerment
and contributing to the
delinquency of a minor charges,
police said.
"Jennifer can be heard and
seen in the video yelling and
encouraging her son to batter
the other juvenile. Jennifer is
heard yelling a barrage of
profanities and enticing the
fight," Ceres Police said in a
statement.
The video was posted on
YouTube and police say they
learned about it from a tipster.
Police also credited a man who
witnessed the fight and can be
seen on the video stopping it.
"This man (challenges) Jennifer
Zuniga's actions and stopped
the assault before someone
was seriously injured," the
police statement said.
At the end of the video, the man
is seen getting in between the
brawling boys.
"Lady, you're letting them fight
like this? What kind of example
are you, lady?" the man asks.
"I don't care," the woman replies.
arrested for
encouraging son to
fight
By the CNN Wire Staff
March 23, 2011
A California mother was
arrested this week after she
was captured on video
encouraging her son to pummel
another boy, police said.
The woman can be heard
yelling "Beat him down. Body
slam him," as the two boys
swing wildly at each other in the
scuffle that leaves one bloody.
At one point in the video,
circulated on the internet, the
woman offers pointers to her
son on how to win the fight. She
also assures the combatants
they have permission to fight in
her yard and that she will not
call the police.
Police say they have arrested
the woman, identifying her as
Jennifer Zuniga, 33, of the
central California city of Ceres.
She faces child endangerment
and contributing to the
delinquency of a minor charges,
police said.
"Jennifer can be heard and
seen in the video yelling and
encouraging her son to batter
the other juvenile. Jennifer is
heard yelling a barrage of
profanities and enticing the
fight," Ceres Police said in a
statement.
The video was posted on
YouTube and police say they
learned about it from a tipster.
Police also credited a man who
witnessed the fight and can be
seen on the video stopping it.
"This man (challenges) Jennifer
Zuniga's actions and stopped
the assault before someone
was seriously injured," the
police statement said.
At the end of the video, the man
is seen getting in between the
brawling boys.
"Lady, you're letting them fight
like this? What kind of example
are you, lady?" the man asks.
"I don't care," the woman replies.
Adult bullies
Career Coach: Dealing with bullies in the workplace
By Joyce E. A. Russell
Washington Post
May 27, 2012
An estimated 14 million Americans are being bullied at work, according to Gary and Ruth
Namie’s 2011 book on workplace bullying, with women targeted more often. In firms around
the world, bullying is recognized as a significant health and safety issue and one of the
most common causes of workplace related stress, psychological injury, or even suicide. It is
particularly problematic during tough economic times when abused employees feel they
don’t have the option to leave their firms.
There are varying definitions of bullying. In a 2005 article on “Workplace Bullying and
Harassment,” by Hadyn Olsen, it is defined as “unwanted and unwarranted behavior that a
person finds offensive, intimidating or humiliating and is repeated so that it has a
detrimental effect upon a person’s dignity, safety and well-being.”
While bullying might constitute harassing behaviors, it may not be based on a person’s
gender or race, but rather on the bully’s abuse of power. As Olsen noted, some people are
situational bullies and engage in shouting, verbal abuse, intimidation, tantrums, vicious
gossip, sabotage and aggression. Others are chronic bullies who are always picking on
someone because of their own dysfunctions — maybe they are deceitful and manipulative,
lack empathy or are addicted to power.
Bullying is often hidden within company cultures, and sometimes even protected by
employers and employees. Some people, especially those in leadership positions, may turn
a blind eye and label it as simply a personality clash among employees. Some call this a
culture of collusion, in which people generally accept the behavior and say things like,
“That’s how this place is, everyone experiences it,” or “You have to be thick-skinned to
work here.”
I have known some leaders who have told employees to just “tough it out.” This is not
helpful and enables bullies to continue, while painting those who complain as weak and
whiny. Such attitudes can also create an atmosphere of fear that intimidates people from
speaking up.
The role of the leader
A firm’s leader must take a strong stance against bullying. First, he or she must act as a
good role model. Second, a leader cannot ignore offenses – otherwise it appears the
behavior is condoned.
Dealing with the issue is important because employees, who don’t have the power or
personality to push back, may end up leaving the firm. More importantly, the harmful
behavior is unnecessary, unwarranted and unreasonable and just needs to be stopped.
Period.
A leader must be connected enough to his/her staff to gauge morale and behaviors.
Unfortunately, some can be detached and not have good insights about what employees
are experiencing. Because many bullies don’t act up in front of their bosses, it is important
for leaders to collect feedback from colleagues or subordinates to identify inappropriate
behaviors.
Then there are other leaders who know what is going on, but ignore it — thinking it will go
away. They wait until the bullying results in a crisis before they take action. Or they ignore it
because the bully has power in the firm or delivers results. It takes a confident strong
leader to be able to make sure his/her staff is not being bullied by anyone, and then to take
action if they see that behavior occur.
Leaders must confront the bully, indicating what specifically they saw (e.g., “you called that
person worthless and stupid”) rather than making vague statements (e.g., “you’re not nice
to others”). Make sure the bully understands the bullying behaviors must stop. Further,
decide what other actions to take (along with HR) such as documenting the behaviors or
encouraging the bully to get counseling.
Organizational policies
and practices
As they do to thwart harassment, organizations should create a culture of respect and have
anti-bullying policies in place. Firms should have a zero-tolerance policy, and outlaw
tantrums, screaming, intimidation, threats and any repetitive behavior that undermines
colleagues.
Further, there should be processes in place so that employees can bring up concerns and
complaints. When issues are raised, senior leaders must be sure to hear all the evidence
and treat it confidentially while collecting the data. I have heard many stories of leaders who
have inappropriately broken confidences which led to more bullying. It might be valuable to
rely on an HR professional, mediator or another trained person to listen to the complaints.
People come to a workplace to work, not to be exposed to harassing or bullying behaviors.
Bullying can have dire consequences for the health of employees and the firm. It is the
leader’s responsibility to create a workplace that is not only free from harmful behaviors,
but one that encourages respect among all employees, regardless of personality,
performance, status or power.
By Joyce E. A. Russell
Washington Post
May 27, 2012
An estimated 14 million Americans are being bullied at work, according to Gary and Ruth
Namie’s 2011 book on workplace bullying, with women targeted more often. In firms around
the world, bullying is recognized as a significant health and safety issue and one of the
most common causes of workplace related stress, psychological injury, or even suicide. It is
particularly problematic during tough economic times when abused employees feel they
don’t have the option to leave their firms.
There are varying definitions of bullying. In a 2005 article on “Workplace Bullying and
Harassment,” by Hadyn Olsen, it is defined as “unwanted and unwarranted behavior that a
person finds offensive, intimidating or humiliating and is repeated so that it has a
detrimental effect upon a person’s dignity, safety and well-being.”
While bullying might constitute harassing behaviors, it may not be based on a person’s
gender or race, but rather on the bully’s abuse of power. As Olsen noted, some people are
situational bullies and engage in shouting, verbal abuse, intimidation, tantrums, vicious
gossip, sabotage and aggression. Others are chronic bullies who are always picking on
someone because of their own dysfunctions — maybe they are deceitful and manipulative,
lack empathy or are addicted to power.
Bullying is often hidden within company cultures, and sometimes even protected by
employers and employees. Some people, especially those in leadership positions, may turn
a blind eye and label it as simply a personality clash among employees. Some call this a
culture of collusion, in which people generally accept the behavior and say things like,
“That’s how this place is, everyone experiences it,” or “You have to be thick-skinned to
work here.”
I have known some leaders who have told employees to just “tough it out.” This is not
helpful and enables bullies to continue, while painting those who complain as weak and
whiny. Such attitudes can also create an atmosphere of fear that intimidates people from
speaking up.
The role of the leader
A firm’s leader must take a strong stance against bullying. First, he or she must act as a
good role model. Second, a leader cannot ignore offenses – otherwise it appears the
behavior is condoned.
Dealing with the issue is important because employees, who don’t have the power or
personality to push back, may end up leaving the firm. More importantly, the harmful
behavior is unnecessary, unwarranted and unreasonable and just needs to be stopped.
Period.
A leader must be connected enough to his/her staff to gauge morale and behaviors.
Unfortunately, some can be detached and not have good insights about what employees
are experiencing. Because many bullies don’t act up in front of their bosses, it is important
for leaders to collect feedback from colleagues or subordinates to identify inappropriate
behaviors.
Then there are other leaders who know what is going on, but ignore it — thinking it will go
away. They wait until the bullying results in a crisis before they take action. Or they ignore it
because the bully has power in the firm or delivers results. It takes a confident strong
leader to be able to make sure his/her staff is not being bullied by anyone, and then to take
action if they see that behavior occur.
Leaders must confront the bully, indicating what specifically they saw (e.g., “you called that
person worthless and stupid”) rather than making vague statements (e.g., “you’re not nice
to others”). Make sure the bully understands the bullying behaviors must stop. Further,
decide what other actions to take (along with HR) such as documenting the behaviors or
encouraging the bully to get counseling.
Organizational policies
and practices
As they do to thwart harassment, organizations should create a culture of respect and have
anti-bullying policies in place. Firms should have a zero-tolerance policy, and outlaw
tantrums, screaming, intimidation, threats and any repetitive behavior that undermines
colleagues.
Further, there should be processes in place so that employees can bring up concerns and
complaints. When issues are raised, senior leaders must be sure to hear all the evidence
and treat it confidentially while collecting the data. I have heard many stories of leaders who
have inappropriately broken confidences which led to more bullying. It might be valuable to
rely on an HR professional, mediator or another trained person to listen to the complaints.
People come to a workplace to work, not to be exposed to harassing or bullying behaviors.
Bullying can have dire consequences for the health of employees and the firm. It is the
leader’s responsibility to create a workplace that is not only free from harmful behaviors,
but one that encourages respect among all employees, regardless of personality,
performance, status or power.
San Diego
Education Report
Education Report