Katherine D Case Summary

The underlying issues in both cases are racial discrimination. For Cheryl Boulden in the affirmative action case the issue is being “an African American woman among the good ol’ boys in Indiana.” She was recruited because of race and her permanent handicap was seen as an asset for a diversity program lacking any. Yet these qualities made her a target of racism. Susan Finn’s ethnic discrimination presents a dilemma of how to deal with a contract physician’s abusive behavior “toward Hispanics and female staff as well as patients” (Reeves, 2006, p. 79). While the issues of racial and gender discrimination is not unusual, the failure of these agencies to address multiple complaints is.

Mrs. Debra Mogul contacted this Agent, in reference to the Subject. Mrs. Mogul reported she has a hearing on November 13, 2016 and inquired if the Subject was compliant with his probation. Ms. Mogul further stated she wondering if she should extend the Protective Order against the Subject, because she was fearful. It was explained, that the Subject is compliant with his supervision. However, if she felt like it was needed to extend the Protective Order it was her call.

Hi Suzanne! Our thoughts on determining the main issue in this case were incredibly similar. Although Matthew had written an approved, standards-based lesson plan, he became so distracted by his students' enthusiasm that he completely disregarded his original plan. As an educator, it is incredibly important to create impromptu, creative moments; however, those moments must be meaningful and align with the lesson objective. The state and national standards provide an appropriate framework for doing so. It provides the educator with the minimum expectation of what students should be learning. This helps the teacher to align his or her lessons with the standards. Although the standards provide a framework, I believe it is up to the educator

1. - Mental illness: Jennifer stated to feel better, however she is still struggling with her back flashes and the pain associated with it.

There are jobs that operate 24/7 and require you to work shifts and be unsupervised. Often the supervisor does not know whether the work is being done. To say the least, whether the employee is actually at work. Also, when the performance appraisal is due, the supervisor has not adequately monitored, made judgments, and provided feedback to the employee about their performance on that shift because the supervisor does not work during those hours (Davis, Capozzoli, Parks, 2009).

Alyson Taylor is an Apraxia advocate after her personal experiences with the disorder. In the mid-ninties, she was diagnosed with Apraxia at three-years-old. There was very little known about this speech disorder and, consequently, her parents were very limited in resources and information. She attended speech therapy for thirteen years at her public school as well as a local college that offered speech therapy, California State University of Northridge (CSUN). There was such a deprivation of Apraxia knowledge that Alyson was actually CSUN’s first case study for Apraxia of Speech to help further the school’s Apraxia knowledge and treatments for future generations.

Judith Drew acquired alleged debt originally from First USA Bank. The alleged debt was primarily for personal, family, or household purposes. The debt was primarily for personal, family, or household purposes. The debt was charged off the alleged account by First USA Bank, NA and sold to Georgia Receivables, Inc. Drew was then contacted by Frederick J Hanna & Associates, P.C. This firmed attempted to collect the debt.

Lena Scott had been looking for a job for weeks befoe she stumbled across the Ashcroft security agency. When she met the very alpha males that rna the agency she was struck by their good looks and kindness. Then she found out how much trouble she was in. The men quickly explained to her that she was in trouble. Trouble caused by her fromer lovers. Trouble tht she had nothing to do with, but was being blamed for. As the relationship progressed she found herself living and working with tht three large men. Her days were filled with learning the security business and her night we in the arms of her three lovers. While the men the men were madly trying to find out who was after her she started receiving terrifying emails and the intensity

In this case Kerrie has been charged with reducing the operating cost of her department. She must reduce the expenses of the department by 15% or 75 million dollars. Kerrie uses her other department senior managers to come up with ideas for this down size.

On November 6, 1980, Doe responded to the taunts of a fellow student in precisely the explosive manner anticipated by his IEP. He choked the student with sufficient force to leave abrasions on the child’s neck, and kicked out a school window while being escorted to the principal’s office afterwards. Doe admitted his misconduct and the school subsequently suspended him for five days. Thereafter, his principal referred the matter to the Student Placement Committee (SPC) with the recommendation that Doe be expelled. On the day the suspension was to end, the SPC notified Doe’s mother that it was proposing to exclude her child permanently from SFUSD and was therefore extending his suspension until such time, as the expulsion proceedings were completed. The Committee further advised her that she was entitled to attend the November 25 hearing at which it planned to discuss the proposed expulsion. After unsuccessfully protesting these actions by letter. Doe brought this suit against a host local school officials and the state superintendent of public education. Alleging that the suspension and proposed expulsion violated the EHA. He sought a temporary restraining order cancelling the SPC hearing and requiring school officials to convene an IEP meeting.

The case starts off by noting saleswoman Mary Jones was the tenth most successful rep in the country. Her first appointment was scheduled for 9:00 AM. She did not account for traffic, or plan to arrive 15 minutes early as is good practice for a salesman, leading to her arriving tardy. Companies already feel as if they are burdened by having to meet with sales people they don’t want to hear, and if they are forced to wait on them it will only increase their frustration. Royal should have employee guidelines in place to reassure both their employees, and their clients on what they can expect. During her meeting with the hospital, she objected to the teams request when asked that she be excused so they could discuss a decision, calling for a second

We are pleased to announce that Sheryl Johnson has accepted the position of Operations ASP. In this role, she will report to Troy Harding, Retail Operations Manager.

In regards to educational decision-making, the mother reported that Ethan attended Mazel Day School when he was two years old. She indicated that it was a full day program. The teacher recommended services and early intervention. She indicated that Ethan was evaluated and determined to need special services as part of the early intervention program. He was given occupational therapy, speech therapy and counseling. He was subsequently placed in special education. Services were provided at the home, she indicated that she present for all sessions. The father met the speech and occupational therapist once. He did not inquire to learn skills needed to help the child. The mother reported that he was not involved.

Kerrie Peterson is one of the general managers of Access, one of the Fortune 100 companies in the field of financial services. After a meeting with the CEO and fellow general managers, Kerrie held an urgent meeting with her senior management team regarding the impact of the recession that the company and the economy is facing. The recent financial review has shown a dismal effect on the profits and before it gets any worse, the business leaders of the company have agreed to reduce operating expenses by 15% at the end of the year.

As a General Manager at Access, Kerrie was tasked to reduce her workgroup’s operating cost by 15% by the end of the year (Gurley & Tavakoli, n.d.) . Subsequently, Kerrie consulted with her Senior Leadership team for input, asked for recommendations, and after carefully considering her options, elected to reorganize the account management team (Gurley & Tavakoli, n.d.). Kerrie’s decisions not only positioned her workgroup to achieve the cost reduction target, enhance customer experience, and improve account manager productivity, but they also created risks that must be mitigated in order to achieve the cost reduction goal.