Second Subjective Assessment of Academic Writing (SWAYAM Course)

1. MANAGING HARASSMENT AND
BULLYING
SUBMITTED BY –
NAME - MEGHNA MOTWANI
APPLICATION NO. - 8dbc3eb0e4fb11e9b8c45f67228c2923
AFFILIATION - BANARAS HINDU UNIVERSITY

2. ACKNOWLEDGEMENTS
• I would like to thank Government of India for SWAYAM and H.N.B.
Garhwal University (A Central University) Srinagar Garhwal
(Uttarakhand) for introducing the course- ‘ACADEMIC WRITING’
on this online platform and for providing me with this valuable
opportunity to learn and enhance my knowledge on this particular
subject. I would also like to thank the whole team of Academic
Writing to help solve all my queries and making me learn what
academic writing really is, how it is done, and why is it important.
• I would also like to thank my professors of Banaras Hindu University
for their great guidance and making me aware about this course and
how will this help us in near future.
• Last but not the least, the efforts of my friends and family and moral
support are also acknowledged.

3. What is harassment--?
Where one person or persons
engage in unwanted conduct in
relation to another person which
has the purpose or effect of
violating that person's dignity or
creating an intimidating, hostile,
degrading, humiliating or
offensive environment for that
person’

4. WHAT IS HARASSMENT?
Harassment covers a wide range of behaviors of an offensive nature.
Harassment is a form of discrimination. It includes any unwanted
physical or verbal behaviour that offends or humiliates you.
Generally, harassment is a behaviour that persists over time.
Serious one-time incidents can also sometimes be considered
harassment.
Harassment occurs when someone
makes unwelcome remarks or jokes about your race, religion, sex,
age, disability or any other of the grounds of discrimination;
threatens or intimidates you because of your race, religion, sex,
age, disability or any other of the grounds of discrimination;
makes unwelcome physical contact with you, such as touching,
patting, or pinching.

5. EXAMPLES OF HARASSMENT
• A colleague repeatedly makes fun of your
hijab
• A manager regularly makes inappropriate
comments about your physical appearance
• An employee threatens your safety following a
heated discussion
• A supervisor rubs your shoulders despite your
repeated objections

6. What is bullying--?
Bullying is offensive, intimidating,
malicious or insulting behavior
involving the misuse of power that
can make a person feel vulnerable,
upset, humiliated, undermined or
threatened.

7. Bullying Definition
• Repeated, persistent and aggressive behaviour
intended to cause fear, distress, or harm to
another person's body, emotions, self-esteem
or reputation.
• the repeated use of threats or violence in an
attempt to harm or intimidate others.

8. EFFECTS OF HARASSMENT AND BULLYING
I. On Mental health :-
• Stress
• Anxiety
• Panic attacks
• Trouble sleeping
• High blood pressure

9. EFFECTS OF HARASSMENT AND BULLYING
II. On Job performance
• Trouble in decision
making
• Loss of self esteem
• Lower productivity
• Incapacity to work
or concentrate

10. INFORMAL ACTION
 The victim approaching the alleged bully / harasser and asking them
to stop the behavior.
 With support of colleagues, trade union or manager.
TIPS TO FACILITATE EFFECTIVE INFORMAL
PROCEEDINGS
 Manager training.
 Advisory services.

11. INFORMAL ACTION
• This is often the easiest and fastest way with which a complaint can
be resolved. This type of action will usually be suitable in instances
where the behaviour has not been repeated or isn’t serious in
nature.
• Informal measures may include:
• The victim approaching the alleged bully/harasser and asking them
to stop the behaviour.
• Approaching the alleged bully/harasser with the support of a
colleague, trade union rep or manager.
• Asking a manager to approach on their behalf.
• The employee should be notified that under informal proceedings
the managers role is solely one of support and assistance and
that disciplinary action can only take place if there is a formal
investigation. Written records should be kept of the complaint and
any action taken in order to assist in any future proceedings that
may arise if the behaviour doesn’t stop.

12. Tips to facilitate effective informal
proceedings
• Manager Training
• It is important that managers are equipped with
the necessary skills in order to deal with bullying
and harassment complaints successfully. Not all
managers will have this skill set and so conflict
resolution training should be delivered in order to
increase the chance of the complaint being dealt
with at an early stage before intensifying.

13. Tips to facilitate effective informal
proceedings
• Advisory Services
• If practicable, it will be beneficial to set up an
advisory service to assist in resolving issues at an
early stage and without formal proceedings.
These advisors can offer expert advice on the
different options available to the victim and help
decide what their next steps should be. This
should help to negate the need for entering into
formal proceedings in a greater number of
instances. It should be noted that these advisors
should be kept completely separate from formal
investigation or disciplinary measures.

14. FORMAL ACTION
 Dealing with the complaint.
 Investigating the complaint.
 Communicating the decision.
TIPS TO FACILITATE EFFECTIVE FORMAL
PROCEEDINGS
 Gathering information.
 Training.
 Disciplinary action.

15. FORMAL ACTION
Formal action is to be taken if the behaviour in question is so
serious in nature that informal proceedings are insufficient.
• Dealing with the complaint
• Once the complaint has been received by the manager he/she
should arrange a meeting with the alleged victim and let them
know they have the right to be accompanied to this meeting.
This meeting will be used to gather more information on the
complaint.
• The manager should also meet with the alleged harasser to
outline the nature of the complaint made against them and give
them a chance to respond to this allegation. They should be
advised that they may face disciplinary action, which they have
the right to be accompanied to, and that they should avoid
contact with the alleged victim until the matter is resolved.

16. FORMAL ACTION
• Investigating the complaint
• The investigating manager should try and gather
as much information as possible in order to
establish the facts of the allegation. Any meetings
with witnesses should be private and confidential
and detailed records should be kept. Once
information is gathered the manager may wish to
meet with the alleged victim again in order to
clarify information.

17. FORMAL ACTION
• Communicating the decision
• Having obtained all the information possible, the
investigating manager should consider whether the
facts support the complainant’s case and, if so, what
disciplinary action needs to be contemplated, based on
the company’s disciplinary policy, or whether other
action is warranted. A written report of the
investigation and its findings must be prepared.
• Both parties should be informed of the decision in
writing and it should be considered: what disciplinary
action should be taken (if any), whether a transfer is
appropriate and whether any counselling is required.

18. Tips to facilitate effective formal
proceedings
• Gathering information
• In many cases the case may hinge on one person’s
word against another’s and so it can be difficult to
make a final decision. In these cases any other relevant
information could be vitally important in deciding
whether, on the balance of probabilities, it is more
likely that the alleged behaviour happened than did
not happen. Extra information that could be useful is
previous knowledge of the alleged perpetrator’s
behaviour, any previous incidents involving either or
both parties, or the behaviour or demeanour of the
complainant or the alleged harasser/bully before,
during or after the incident is deemed to have taken
place.

19. Tips to facilitate effective formal
proceedings
• Training
• Bullying and harassment complaints need to be
handled sensitively and so it is important that those
involved in carrying out the formal procedures have
been given adequate training. All managers should
have a comprehensive understanding of the legislation
surrounding bullying and harassment as well as the
policies and procedures in place in their own
organisation. In order to handle the situation with care,
it should be ensured that those involved in the
investigation process have been trained in interview
skills.

20. Tips to facilitate effective formal
proceedings
• Disciplinary Action
• If the investigation finds that an offence has been
committed, it must be decided what the appropriate
course of disciplinary action is to be. In deciding this
action it should be considered, among other things, the
context in which the conduct occurred, whether the
perpetrator had a history of previous misconduct and
the level of harm caused. If the perpetrator is
disciplined but not dismissed, measures should be
taken to both protect the victim in future and ensure
there is no repeated misconduct. Detailed guidance on
disciplinary procedures can be found in the Labour
Relations Agency’s Code of Practice on Discipline and
Grievance.

21. REFERENCES
Links:
•https://www.chrc-ccdp.gc.ca/eng/content/what-harassment-1
•https://www.collinsdictionary.com/amp/english/bullying
•http://www.duhaime.org/LegalDictionary/B/Bullying.aspx
•https://www.legal-
island.com/articles/uk/features/hr/2017/june/bullying-and-
harassment-in-the-workplace/

22. FEEDBACK OF THE COURSE
• In spite of being the vital requirement in academic & research career
there is no comprehensive set up of learning academic writing in the
knowledge domain. This course aims to fill this gap by providing the
fundamental knowledge required for effective and result oriented
academic writing.
• Academic Writing course content is really easy to understand,
Presentation is worth it, Interaction and discussion forum is
outstanding and rest is done through webinar which is really
amazing, easy and effective learning through recorded modules
and pdfs provided. I will surely recommend this course on this
platform if one is willing to take it. It is a foundation course and the
application of this knowledge completely depends on an individual
learner and his or her area of research.