How to manage a school successfully pdf

The BON has been serving the public for more than 100 years since its establishment in 1909 by the Legislature to regulate the safe practice of nursing in Texas. The Board: protects the public from unsafe nursing practice, provides approval for more than 200 nursing education programs, issues licenses to more than 27,000 nurses per year by examination to new graduates and by endorsement to licensees from other states seeking a Texas license, as well as providing nursing practice and education guidance to more than 350,000 currently licensed nurses practicing in the State of Texas. We welcome your feedback as how to manage a school successfully pdf fulfill our mission to protect and promote the welfare of the people of Texas by ensuring that each person holding a license as a nurse in the State of Texas is competent to practice safely. The BON issues licenses to graduates of approved nursing education programs seeking licensure by exam and to nurses licensed in other states seeking Texas licensure by endorsement.

All nurses are required to renew their licenses on a biennial basis with evidence of required continuing nursing education. The BON provides a variety of information to customers including verbal, written and electronic information. BON are available upon request for a minimal fee. The BON website development team has added helpful tabs at the top of the page to assist stakeholder groups in quickly locating information specific to their needs. For more information on these and other topics, use the search field at the top right corner of the page. To protect and promote the welfare of the people of Texas.

2013 by the Texas Board of Nursing. Information for schools regarding head lice, head lice infestation, and pediculosis. Information for schoools regarding head lice, head lice infestation, and pediculosis. Centers for Disease Control and Prevention. Note: Javascript is disabled or is not supported by your browser.

For this reason, some items on this page will be unavailable. Nits may persist after treatment, but successful treatment should kill crawling lice. Head lice can be a nuisance but they have not been shown to spread disease. Personal hygiene or cleanliness in the home or school has nothing to do with getting head lice. Such nits are usually not viable and very unlikely to hatch to become crawling lice, or may in fact be empty shells, also known as ‘casings’. Nits are cemented to hair shafts and are very unlikely to be transferred successfully to other people.

The burden of unnecessary absenteeism to the students, families and communities far outweighs the risks associated with head lice. Misdiagnosis of nits is very common during nit checks conducted by nonmedical personnel. The informational materials on this web site are in the public domain and can be printed for further copying and distribution. What is Transformation, and Why Is It So Hard to Manage? Back to all Free Resources         View PDF Version Dean Anderson Linda Ackerman Anderson Knowing which type of change your organization is undergoing is critical to your success. Three types exist, and each requires different change strategies, plans and degrees of employee engagement. Knowing which type of change your organization is undergoing is critical to your success.

A very common reason for failure in change is leaders inadvertently using approaches that do not fit the type of change they are leading. Is this happening in your organization? You will need to understand the type of change you are in to know whether typical project or change management approaches can work for you. Developmental change is the simplest type of change: it improves what you are currently doing rather than creates something new. Improving existing skills, processes, methods, performance standards, or conditions can all be developmental changes.

Specific examples include increasing sales or quality, interpersonal communication training, simple work process improvements, team development, and problem-solving efforts. The organization simultaneously must dismantle and emotionally let go of the old way of operating while the new state is being put into place. Examples include reorganizations, simple mergers or acquisitions, creation of new products or services that replace old ones, and IT implementations that do not radically impact people’s work or require a significant shift in culture or behavior to be effective. Transformation, however, is far more challenging for two distinct reasons. First, the future state is unknown when you begin, and is determined through trial and error as new information is gathered. This means that your executives, managers and frontline workers alike must operate in the unknown—that scary, unpredictable place where stress skyrockets and emotions run high.

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