Tierra was brought in for a corrective action for her excessive late arrivals, calls outs and a no show. She was initially was very defensive. She said that she had no transportation and couldn’t make many shifts and felt that we should have given her Grace for her situation. We then explained to her what it means to be on time in our environment. We also explained to her that she had other options of arriving to work besides a car. She didn’t seem to want to listen to our advice of other options. We then told her that she could have been proactive in the situation before it escalated and requested a change of schedule, so that she could have arrived on time. She kept mentioning that she is just now going to request a scheduling change to work
nights. She mentioned getting another job and possibly quitting altogether. I personally asked her how she expected to keep another job with her history and her reply to me was that,” They’re going to pay me more”. This is did not sit well with me and I told her that she basically had no respect for her position here because of what we paid her. She then tried to back track out of what she said. She had no excuse for the multiple times she showed up without a badge, except to say her mom had her badge in her car. She didn’t say a word when it came to her telling Kenny over the weekend that she worked the second Sunday of the month because we showed her proof that she had requested the 1st Sunday and she had been working them this entire year. She started to cry when she started to discuss supervisors and her attitude on the floor. She says that the reason she’s quiet and not really personable is because she can hear Tonya and other supervisors talking about her. She said their gossiping made her not trust any member of management. Tierra left and acted as if we should’ve given her more grace and that by correcting the scheduling issue now somehow should erase all the past.
- If all of the options were explored, and patient is given antibiotics and is treated without any pain or suffering than the treatment identifies with the ethnical principles of autonomy, non-maleficence, and veracity. In turn, Mrs. Dawson will be happy with the outcome of the procedure.
Nearly every aspect of law enforcement has a court decision that governs criteria. Most court rulings are the result of civil lawsuit towards a police officer and agency. However, currently, there is no law that mandates law enforcement driver training. When it comes to firearms, negligence by officers has resulted in a multitude of court rulings. Popow v. City of Margate, 1979, is a particularly interesting case that outlines failed firearms training by an agency. In this case, an officer chasing a suspect during a foot pursuit fired at the suspect, striking and killing an innocent bystander (Justia.com, 2017). The court ruled that the agency was “grossly negligent” of “failure to train” (Justia.com, 2017). As a result, nearly every agency requires annual firearms training and has written policy concerning the same. Officers must show proficiency in firearms use every year to maintain their certification. Many states even impose fines on officers for
The receptionist was on the phone for quite a long time before she could reach out to Ms. Patient. In the end, the receptionist just took Ms. Patient’s insurance without any clarification and made her wait for a while. Additionally, she was unable to focus on Ms. Patient and got distracted when another patient asked for indications. The receptionist clearly indicated unprofessionalism when she was unable to provide adequate information for the patient when she was disoriented. Also, the receptionist did not have any manners when she failed to excuse herself when another patient wanted to speak with her. Ms. Patient stated that she felt extremely vulnerable and lost when no one was able to help her understand what was going on. Therefore, the healthcare team in this case was unsuccessful in providing a caring and helpful environment for the
The claimant is a female (DOB 12/21/1977) who works as a Technical Customer Service Support Tier II Advisor who is claiming disability from 10/15/2017 onwards. The physical requirements of her job include multitasking; listening and talking to the customer, while typing to research issues, and to review and update the customer account information; and continuously using keyboard and mouse.
The eight-step module is a framework tool used to help analyze and assist you in thinking through an ethical dilemma. After Koch Industries acquired Georgia-Pacific, they immediately took steps to transfer its unique and highly ethical culture to their new “family member.” Tom Butz along with a few other Koch employees and Georgia-Pacific employees were in charge of getting the transition started immediately. Butz says “The key, was the commitment from leadership across the company to our vision for compliance and to building the desired culture.”(Travion & Nelson, 2011, p.247) There were some breakdowns in communication at the beginning that may have possibly led to the firing of some employees but I do not believe this can completely be the blame. They have to take responsibility for their own actions, when you deliberately go against something you have to be prepared for the consequences. Letting the employees go will benefit the company and other employees in the long run. I will begin my analysis by gathering facts and defining the ethical issues. Once the ethical issues are defined I will identify who these issues affect and think about the potential consequences. Then I will identify the obligations and reason for each one depending on the people involved. I will then ask myself what a person of integrity would do in this specific situation. And before making any decisions I will think creatively about any potential actions and check my gut feelings about the situation.
She talked to the nurse manager about the situation, however the nurse manager responded that the time frame for requesting off was too short and the schedule was made prior to the request. However, the nurse said she did notify the manager about her availability for the particular day. The nurse manager explained the policy to the nurse and recommended the nurse to communicate with other nurses who must be willing to change schedule for the particular day. The nurse communicated with other nurses about her situation and requested for favor for work for the particular day. One of the nurses agreed to change schedule with her and offered to work for the particular day.
The procedural steps taken in the film “A Civil Action” were not fabricated like in most movies. It started with a complaint sent to Mr. Fatcher. He tries to get the accusations dismissed utilizing rule 11, a civil provision; “No evidential grounds to bring this suit”, Mr. Cheeseman states. The judge disagrees and states that the rule is “old and ambiguous”, and motion is denied. The discovery process begins. Mr. Schlichtmann starts by utilizing the form of discovery called depositions, when he comes across a deponent, named Mr. Lover, who states that the barrels filled with the chemicals were being dumped out back of the factory; this is the first key find for Mr. Schlichtmann. Mr. Fatcher also goes through the process of discover, however
The single most common workplace in North America is the closed-plan office, with 5 -6ft panels separating workers into cubicles. The term cubicle comes from the Latin term “cubiculum” which means, “Bed chamber.” 1 It was used in English as early as 15th century for small chambers, and for small rooms or study spaces with partitions that didn’t reach the ceiling.
The Effectiveness of Small Group Instruction in Assisting Students in Learning New Objectives through Oral Learning
Miranda is being inconsiderate of her staff and their lives. Human Resources should constantly be involved with the lives of all the employees in all departments to ensure that they are happy with their work hours, pay, and how they are treated. This will ensure a positive and productive work environment where goals and profits are achieved.
Grace Reed was a call handler and worked at the County Medical Society Answering Service. Her job was to answer calls and communicate with patients and their doctors. She had been worked here for 18 months and developed excellent call handling skill, communication skill, training skill and as well as know how to schedule workers. When Grace was first hired, she had a very experienced trainer to train her and teach her the skill of handling calls. Grace was good at handling calls and most of the time she was able to handle extremely difficult calls. When suicide calls came in or calls that doctors didn’t want to talk, Grace was the person asked to handle them. Usually people only took 60 to 70 calls per day, but Grace was able to assist 100 to 120 incoming lines. She also helped others to handle calls and solve their problems; therefore, she had
Her attitude affected the overall mood of the department. It is important that Gene lets Kathy know that is not acceptable behavior and there are options available to her for getting help if needed. Gene does not want to lose an exceptional employee just because she is going through a hard time. However, if she does not change her behavior she could be transferred or even lose her job.
The 6 characteristics of direct clinical care as presented by Mary Fran Tracy are:” Use of a holistic perspective, formation of therapeutic partnerships with patients, expert clinical performance, use of reflective practices, use of evidence as a guide to practice and use of diverse approaches to health and illness management.1According to Mary Ann Lewis (2014)“Advanced practice nursing is broadly defined as nursing interventions that influence health care outcomes, including the direct care of individual patients, management of care for individuals and populations, administration of nursing and health care organizations, and the development and implementation of health policy.”1 Medicine differs from NP practice in that NP practice is protocol driven practice while medicine is non-protocol driven.2
The anger that was express was gathering strength and Edith did nothing to resolve the issue but simply brush the problem to the side, where she hoped that being away from the team will calm her discontent. On the contrary, this action caused Ana Maria’s fury to begin to boil over with burst of frustration, harsh language, and unprofessional etiquette on calls with clients. However, her frustration then began to affect my productivity because her negativity was intoxicating. I tried to speak with Ana Maria, and explain that she needs calm down and be professional because her negativity was beginning to spread. At that point, I also became part of the problem, she presumed that I was against her, and was also labeled as the enemy, which is the same view she has against Edith. Once I became Ana Maria’s enemy in her eyes, I effectively notified Edith, her supervisor, and informed her Ana Maria’s
2. Detection of Incidents: It cannot succeed in responding to incidents if an organization cannot detect incidents effectively. Therefore, one of the most important aspects of incident response is the detection of incidents phase. It is also one of the most fragmented phases, in which incident response expertise has the least control. Suspected incidents may be detected in innumerable ways.