Triệu chứng:
-Sốt cao trên 38 độ
- Viêm long đờm hô hấp, đau họng, ho khan hoặc có đờm
- Có thể đau đầu, đau cơ, mệt mỏi, nôn, tiêu chảy.
- Viêm phổi nặng, thậm chí suy hô hấp cấp và suy đa tạng.
Cách phòng:
- Đeo khẩu trang
- Tăng cường rửa tay, vệ sinh cá nhân, súc miệng - họng bằng các thuốc sát khuẩn
- Tránh tập trung đông người.
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Mentoring is a relationship between an individual with potential and an individual with expertise. The role of the mentor is to guide the professional development of the mentee. Knowledge, experience and organizational perspective are shared candidly within a context of mutual respect and trust.
Mentoring relationships are multidimensional. They may be within or between professional ranks.
Ideally, a mentor should be someone outside the structure of performance review. An academic advisor may be a mentor, but mentors are not limited to academic advisors. When an advisor is a mentor, the conflict of commitment inherent in review requirements (e.g., examinations) needs to be recognized.
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The Responsibilities of a Mentor are:
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The Responsibilities of a Mentee are:
The benefits of mentoring will not be achieved, and may even be negated, if you do not follow the rules. There is a real danger of this, particularly if you:
Avoiding the Pitfalls
The responsibility for maintaining the mentoring relationship rests with you as the mentor. If you do not make every effort to do so, some of the pitfalls might occur. It is important, therefore, to give some consideration to avoiding them. Here are a few suggestions:
http://www.howtobooks.co.uk/business/coaching-mentoring/mentoring-uk.asp
Mentoring is essentially a practical exercise and you will find that your skill as a mentor will get better with practice. No two situations are identical and what works within one relationship will not necessarily work for another. There are very few instances when you can apply a standard answer to any particular problem, and thus there are no right or wrong solutions you will be able to apply universally. Nevertheless, there are certain good practices that will help you to tackle the role in a positive manner. Likewise, there are several bad practices to be avoided.
In order to undertake the role of mentor you will need to communicate with your mentee on an ongoing and regular basis. The way in which you prepare for and carry out mentoring meetings can have an important bearing on the relationship. Your approach to the meetings and the logistics used to set the scene for such meetings can be instrumental in the way in which your mentee views you and the process. You will need to consider how to deal with issues that will arise. These may be work related, personal, technical or professional, and each type may need a different approach.
One of the most important ways in which you can assist your mentee to achieve their objectives is by networking. It is extremely unlikely that you will be able give help and advice on all the issues that will arise. However, your experience may well have enabled you to build up a network of contacts that you can use to increase the options open to you. You can also use such networking to enable the mentee to develop and widen their own contacts.
You will find that, if you are to build up a good relationship with your mentee to such an extent that they will come to trust you, you will need to find ways of maintaining contact with them at all times, not just when there are problems. The ways in which you do this will vary and must be in a style that is comfortable for both of you.
No matter how much you work at the mentoring process there will often be times when conflict will arise with third parties who also have a relationship with your mentee. For you to be successful you will have to learn how to deal with these external relationships. Both you and your mentee will have to understand the roles of these other people and you will need to be able to deal with any circumstances that arise without breaking the rules of confidentiality or having an adverse effect on a situation.
http://www.howtobooks.co.uk/business/coaching-mentoring/mentor-skills.asp
There are a variety of situations in which mentoring is used. They are listed with a brief explanation of each.
1. The Education Mentor
Mentoring is now used frequently in schools and in institutes of higher education. At the higher-education level, mentoring schemes exist to help student teachers in their final year of training and in their first year after qualifying. Some universities use mentoring schemes to help newly appointed lecturers to settle into their roles.
2. The Induction Mentor
Many organisations designate a well-experienced member of staff to help new employees in the early stages of employment, until the new employee feels confident in their new environment.
3. The Training Mentor
A training mentor is an experienced person, who is available to help new employees and those with changed responsibilities as they acquire new skills and adapt to change. They are there to get the best out of training. It is important not to confuse this role with that of the departmental trainer or training instructor, whose job it is to teach the new skills and routines that have to be learned.
A training mentor may also help trainees undertaking a formal practical training programme to get the best out of their work.
4. The Professional Qualification or Vocational Qualification Mentor
The professional qualification mentor is a role that may be required by a professional institute. Their function is to guide a student towards qualification. In contrast, the vocational qualification mentor is concerned with helping an individual to prepare for and acquire a National Vocational Qualification. Their role is to guide the individual through their training and the gathering and presentation of their portfolio of evidence of experience, by which they can prove their competence at the required standard.
5. The Mainstream Mentor
This is very much a general mentoring role and, in those organisations with a broad mentoring policy, will be the most common. The role of the mainstream mentor is to act as a guide, adviser and counsellor at various stages of career development, through whatever transitions occur or may be anticipated.
6. The Board-level or Executive Mentor
There is no reason why mentoring should be confined to staff at the beginning of their careers or who are developing within a profession or an organisation. Directors at board level can benefit from the service of a mentor. This is not uncommon and, frequently, a senior individual (possibly from outside the organisation) will provide support to directors and executives on strategic matters, career development and other issues associated with change.
http://www.howtobooks.co.uk/business/coaching-mentoring/business-mentor.asp
Mentoring is about one person helping another to achieve something. More specifically, something that is important to them. It is about giving help and support in a non-threatening way, in a manner that the recipient will appreciate and value and that will empower them to move forward with confidence towards what they want to achieve. Mentoring is also concerned with creating an informal environment in which one person can feel encouraged to discuss their needs and circumstances openly and in confidence with another person who is in a position to be of positive help to them.
The need or even the necessity to achieve is present in all stages of life. At school and higher education there are standards to attain and examinations to be passed. If we have a hobby or a spare time interest, it is likely that we will be keen to get to grips with it as quickly as possible. When we start work we need to know the ins and outs of our job and what we are expected to do. In time, we may wish to consider the career prospects that exist in our current job and what we might aspire to. On a personal level, we may have set goals for achievement in the medium and long term. Clearly, we need help, advice and support in many aspects of life.
There are many sources of help that are linked to the attainment of goals. The formal structures within education, for instance, are designed to help students to complete their studies successfully. In the world of work, most organizations have systems of training and in-service development. Frequently, these are linked, and rightly so, to formal strategies for training and development, supported by processes of appraisal and performance review. Many of these approaches, however, have a common element - they take place in-house within the line management structure. Formal training and development structures are intended to be supportive and helpful. It is a fact of life, however, that some people do find it difficult, and possibly embarrassing, to discuss matters of a personal nature and their true career development intentions with those with whom they are in a line management relationship. In such cases, some other type of help and support is desirable.
Mentoring is an approach to people development that introduces an independent and objective source of help outside and independent of the line management relationship. It is being introduced, increasingly, into many different organizations and circumstances. Common examples are found during formal periods of training, in preparation for vocational or professional qualifications, in the introduction of new employees to new jobs and, at the opposite end of the structure, to help senior members of staff to prepare for their next posts. Mentoring also features within the academic sector - in the staff development processes of some colleges of further and higher education - and is also being used in schools to foster the development of gifted schoolchildren.
Whatever the circumstances, mentoring is an exclusive one-to-one relationship, is completely confidential and can be a useful complement to other staff development tools.
http://www.howtobooks.co.uk/business/coaching-mentoring/role.asp
Employee training system under which a senior or more experienced individual (the mentor) is assigned to act as an advisor, counselor, or guide to a junior or trainee. The mentor is responsible for providing support to, and feedback on, the individual in his or her charge.
There are many perspectives on the definition of mentoring, especially since the relatively recent popularity of personal and professional coaching. Traditionally, mentoring might have been described as the activities conducted by a person (the mentor) for another person (the mentee) in order to help that other person to do a job more effectively and/or to progress in their career. The mentor was probably someone who had "been there, done that" before. A mentor might use a variety of approaches, eg, coaching, training, discussion, counseling, etc. Today, there seems to be much ongoing discussion and debate about the definitions and differences regarding coaching and mentoring.
