You will respond to two case scenarios in this module. Both are drawn from real situations I've been involved in through some capacity though some details have been changed to preserve privacy for the parties involved.

These are both related to discipline and termination. In each case you are a leader with ultimate authority to decide if you terminate or not, as well as how to handle all details related to the termination. You should answer:

1. Do you terminate this person? Why or Why not?

2. If you don't terminate, what alternative would you do and why? What are the possible draw backs to this option?

3. If you do terminate, what are the possible risks? Do you offer any kind of severance package and if so, how much? To help with this consideration assume each employee makes $50,000 a year.

You may want to review the lecture on termination before writing your reply but you don't have to - if you opt to reply before reviewing the lecture I'd like to see you include some commentary in your feedback to peers that reflects an understanding of concepts from that lesson. Also remember, with regard to the concept of a severance package that you may be fully justified in your termination decision but even if that is the case, there are very real time and cost considerations to defending your position against any future appeals or litigation the employee may pursue.

Scenario 1:

Jane works in a position where being on time is extremely important; being even a minute late has a significant impact on her colleagues and with repeated incidents costs your company a good deal of money over time through overtime and other ripple effects.

She has been employed for about three years. She did fine the first year and is no longer a probationary employee. In her second year she started having issues with being late; she'd often come in 2 or 3 minutes late but sometimes up to 5 minutes late. Her supervisor coached her on this and while she agreed to do better, did not seem to see the big deal about being late because "it's only a few minutes", despite her supervisor explaining how it impacts others.

The tardiness improved briefly after the first coaching but did not take long to regress to the point where Jane had 5 more tardies in a two month span. This led to her being suspended for one day without pay. She was irate about the suspension but agreed to do better. She did do better for a few more months but eventually started to regress again. She was coached again when the supervisor saw this happening and she corrected for a few weeks but then was 4 minutes late again for one shift. She was suspended for 3 days this time. At each stage her attitude continues to be poor about the issue of being on time but she gives cursory promises to do better. She has opined that she is being picked on for this issue, that it isn't a big deal she is late now and then, and has a few peers who encourage her to feel victimized by management for being "harassed" over such a trivial matter.

Her performance aside from the tardiness is mediocre; there isn't anything you can take corrective action about per se and certainly nothing to discipline over but she really does the bare minimum and her peers view her as little more than a "warm body" with regard to her value to the team.

After the 3 day sanction she did well for four months but regressed again to the point of being late twice in a one week span. Her supervisor coached her again about this, got the same tepid promise, and she was five minutes late a week following the coaching session.

Using the questions at the top of this module as a guide, what do you do now?

Scenario 2

Bill is an employee who has been with you for 7 years. He has many strengths and has been able to provide some real added value to your unit and agency at times. He's also had some emotional and health problems at times that have impacted availability to work and you suspect, at times, has impacted performance. That said, Bill has never identified a specific medical condition that requires workplace accommodations and overall Bill has been pretty vague about his health situation.

With regard to work, Bill has had significant problems with organization and has a reputation with his peers for not being reliable. At times it has impacted his clients as well which has led to some coaching situations. He typically responds with some defensiveness when coached but after a day or two will come back and identify where the feedback has value and with some specific changes he'll make to remedy it. The changes do seem to work to a modest degree but are rarely long lasting and really only scratch the surface of the overall issues with organization and reliability.

One day you get a report from some informal channels that Bill was cited for driving with a suspended license. His job requires him to be insured through the agency policy and does involve some driving on occasion, though it isn't a main feature of his position. You are concerned so you check into it further and find that Bill has not had a valid license for over three months. This was no reported to you nor his supervisor at any point and he drove to work during that span. He never drove an agency vehicle with a suspended license but drove during the course of work hours and for work purposes.

Further compounding factors, it turns out that Bill was ticketed for driving while suspended at a time in day where he reported being on duty, working. He was not in the midst of doing any work related activity while driving, per his own report he was returning from a personal errand. You investigate this issue further and discover through a combination of his own report and time stamps on your surveillance cameras that there were at least 40 hours in the last two weeks he reported being at work but in fact was not working. He did not have any excuse other than struggling with organization and acknowledging he needs to do better.

Though your video feed does not go back farther than two weeks colleagues familiar with Bill offer their opinion that he has likely been fabricating hours on his time sheet for some time. There are no punch clocks in your workplace - employees are expected to be professional and honest about their time worked.

With regard to not having a license to drive, Bill states it is related to a medical condition and that he has been appealing it through the DOT. He says he didn't know it was suspended because he appealed the decision but documentation he provided did have clear statements that he was not to drive while the DOT considered the appeal. The documentation did confirm the basis for the suspension was a medical situation that rendered driving potentially dangerous. Your insurance company says that any employee with a suspended license cannot be insured for three years subsequent to that happening.

Based on these alarming facts, considering this employee has NEVER been disciplined, and replying to the questions posed at the start of this module, what do you do now?

As an entrepreneur running a business that is experiencing stalled growth, you want to institute exit strategies. Critically discuss the possible business exit strategies that you know that can be used by your company if you decides to leave the business?

“The balance score card is a well-known tool for evaluating performance of a business organization”.

Critically discuss the performance management indicators that can be used to measure performance of the organization of your choice using the balanced scored method?

(Maximum words 3000)

If you fail to discuss and apply legal concepts from the text and only write posts based on personal/business/professional experience, you will not receive full class participation

What privacy or publicity concerns might a company have about the discovery process in traditional litigation?

Hi,

I have research about IKEA Company and I need below information,

1. Is the evaluation and control process appropriate for a corporation that emphasizes creativity? Are control and creativity compatible? Explain.
2. How can corporate culture be changed? Give examples.?
3. How is the cellular/modular structure different from the network structure? Give at least three differences.?

Discuss the relationship between customer expectations and customer satisfaction. What might cause expectations to be higher or lower? How is the zone of tolerance a useful diagnostic tool in terms of developing strategies aimed at improving customer satisfaction?

Blue River Home Care is a for-profit home care agency affiliated with Blue River Hospital, a private 60-bed hospital. The agency is an early adopter of telehealth services that are now integrated into the home care plans of patients with chronic diseases. The telehealth technology integrates data from portable monitoring devices, including spirometers, blood pressure cuffs, digital weight scales, and videophones. After eight years, the agency is beginning to reap the benefits of investing in the telehealth infrastructure, which both enhances the quality of delivered services and reduces costs. Specifically, regular patient monitoring enabled by technology has reduced the staff's travel time and costs; has made scheduling home care visits more efficient; and, in many cases, has led to proactive interventions to prevent adverse events. So far, it is too early to tell if rehospitalization rates for home care patients with chronic conditions will be reduced, but given that the technology enables early detection of symptoms, such reductions seem likely. Currently, the agency's administration is looking for ways to keep pace with emerging technologies, which would give it a competitive advantage. The leaders are examining the integration of a personal health record (PHR) and a health social network into the existing telehealth infrastructure. This social network would allow patients to access and manage their personal health information, enable them to find and connect with others with similar conditions for support and sharing, and let family members and caregivers participate in virtual support groups. The agency has held informal meetings with its healthcare providers regarding this plan. Some clinicians like the communication and information opportunities that the plan will offer patients and their caregivers, but other clinicians have some concerns, including the following: The health social network might propagate unreliable or wrong information. PHR integration could pose privacy (and thus liability) risks. Patients may not use the health social network. Physician compensation could be negatively affected by the online patient–clinician interaction. Older patients, and those who have no experience with technology, may find it difficult to enter, manage, and find health information (especially to improve health literacy). These reactions are indicative of the diverse views and attitudes of healthcare providers, administrators, patients, and family members toward consumer health applications. Solutions and Considerations Following are factors that Blue River (and other healthcare organizations) should consider and discuss when proposing and implementing an integrated PHR and health social network: Communication between patients and their formal and informal caregivers will greatly improve. This, in turn, may lead to better health outcomes because such a system would form or strengthen the social support for patients, serve as an early detection tool for new health or medical events, facilitate care coordination across various caregivers and care networks, and increase the patient's feeling of independence. The viewpoint of each stakeholder group should be solicited and taken into account. The potential benefits of an integrated PHR and health social network may be offset by problems introduced by the new technology. Although more information may be available to patients, they may not know how to interpret it for decision-making purposes. Most patients lack medical knowledge, so they could misunderstand health research findings, notes, discussions, and other information. The same holds true for family members who have access to their loved one's PHR and social network profile. Different approaches to integrating the PHR and health social network should be tried. For example, before patients are allowed to own, manage, and control their data, the organization should first develop a web portal that lets patients access, annotate, and share their information. This may address the patients’ desire to play a more active role in their own healthcare. The technology will introduce new privacy and information reliability issues. Specifically, family members’ access to their loved one's information and the ability of the social network's members to view each other's profile or pages could breach a patient's privacy and confidentiality. In addition, if the patient is in charge of the PHR, the reliability of information may be compromised and affect the provider's clinical decision making. The organization must assess the usability and compatibility of system interfaces, regardless of whether the system or software was purchased from a vendor or created for the organization's use. The system cannot be difficult to operate or navigate, especially for frail or elderly people (who represent most of Blue River's patients) or those who have little or no experience with technology. User-friendliness must be maximized to enable and encourage access to the system. Initial and ongoing training and customer support must be offered whenever feasible. Because the proposed integrated PHR and health social network is intended to facilitate frequent communication among members of the network and allow patients to get involved in the decision-making process, the organization should build an IT infrastructure that supports these functions. To gain institutional support, leadership must demonstrate that the new system will yield concrete benefits to the organization and its staff (e.g., increased marketability and competitiveness, improved quality of care, enhanced efficiency) without placing an undue burden or additional tasks on the staff. Furthermore, leadership must show evidence that the proposed system has proven effective in other clinical settings or similar organizations. Case Study Discussion Questions Name some of the challenges in ensuring continuity of care for patients with chronic conditions. How can emerging technologies solve or at least ease these challenges? List some of the benefits of integrating a PHR with a health social network for patients with chronic illness, their caregivers, and the organization. Name the specific effects that adopting e-health and social media applications will have on the structure and strategies of a healthcare organization. How might the adoption of an integrated PHR and health social network change the interaction and relationship between patients and health professionals?

From a competitive advantage standpoint, list two of Samsung's biggest competitors and explain the (i) business strategy, (ii) future objectives, (iii) assumptions, and (iv) capabilities for each competitor

identify and explain how the different elements of both the External and Internal Environments impacted Silver Lake, Ltd., both for good and for bad.

hi

I have search on IKEA Company and I have to write about below information

Evaluate the performance of the main activity of IKEA (performance of principal product/service). What type(s) of criteria do you use to evaluate this performance?

“How can the Organizational Behaviour concepts and theories you have learnt in the course make you more effective at school, home, work, and/or in other arenas of life? Use your personal and everyday examples to illustrate your reflections.” About 1000words

Using the information given in the master schedule below, answer the following:

1. Determine the Projected Ending Inventory in each week as well as the Available to Promise quantities in weeks 2, 4, 6, and 8.
2. What does a negative projected ending inventory value mean? How does it differ from a negative available to promise value?
3. Which do you think would be easier for a manger to deal with – a negative projected inventory value or a negative ATP? Why?

What are some online collaborative tools that the united arab emirates and GCC countries are using to increase productivity? (Relate to the COVID-19 crisis, how the countries are using virtual tools for studies and work)

important notes:

-please add citations and apa references. Do not plagiarize

-Write this as paragraphs

• During the course of performing a root canal on Dawn, Dr. Toth, an oral surgeon, gets an implement stuck in Dawn’s tooth, and it breaks. Dr. Toth cannot extract the broken piece of the implement from Dawn’s tooth, so he leaves it there. He completes the root canal and does not disclose to Dawn that he has left part of a dental implant embedded in her tooth. Dawn’s other dental work, including the placement of a crown on the tooth with the implement in it, is then completed. Two years later, Dawn begins to have significant problems with the tooth on which Dr. Toth performed the root canal. Dawn has a serious infection that requires the removal of not only the tooth that Dr. Toth performed the surgery on, but also the teeth on either side of it. She misses a significant amount of work to have the dental work performed and suffers a considerable amount of pain. Does Dr. Toth’s conduct meet the requirements of a negligence claim? Explain why or why not.
  

• Jason’s neighbor has a large sycamore tree located near the fence between the two properties. The tree drops leaves and sycamore balls in Jason’s yard each fall. Jason has repeatedly asked his neighbor to trim the overhanging branches so his yard will not receive the litter from the tree, but the neighbor refuses to cut back the tree. While the neighbor is on vacation, Jason drills holes in the trunk of the tree just below ground level and also drills through any roots with which he comes into contact. Discuss why the neighbor may have a cause of action against Jason if the tree dies.