Personal Issues Affecting Jennifer's Performance

2 Be able to present a reasoned case for changes in staffing resources, identifying personnel requirements

The senior director of Ottawa Valley Food Products, R.J. Jennings, is having issues with his replacement administrative assistant. His former assistant was very outgoing and willing to work long hours in order to please her boss and to get the work done in a timely manner. When she took an early retirement, the company hired a replacement assistant for Mr. Jennings. Over her time with the company the new assistant, Mary Gregory, was at times incapable of the workload she had been given, which her predecessor had no trouble with. Not only was Mary incompetent at times, she also seemed to have no sense of proper business etiquette.

Her boss, Ed, has recommended counseling due to decrease in motivation with job activities. After ten years on the job, he feels the alcohol and drugs are affecting performance levels with low motivation in performing every day job duties. Ed is concerned that she has fallen into depression due to breaking up with her boyfriend.

is very pleased with the quality of care she recived during her stay, after further conversation with her I noticed a couple of things that would have improved the quality of care. there was a dicrepancy in the care she received in two different units. while in delivery unit all the call bells were answered on time and the nurses checked on her frequently, same couldn't be said about the nursing care in the recovery unit. A couple of incidences stood out that could have been handeled in a different manner. First one was that when S.D. received her meal and she wanted to confirm that it was a vegetarian meal. The nurse said that she was sure the meal ddn't have any meat in it because that’s what her chart said. but this response didn't satisfy the ptient and she decided not to eat the meal. Second incident was more of a safety concern compared to the first one. S.D. was advised to call for help before going to the bathroom because of pain and swelling around her stiches. But during one instnace while she rang the bell, a nurse came in and told the patient that because her husband was sleeping in the room he could help her to get to the bathroom. This incidence raises a serious safety concern for the pateint. If an untrained healthcare professional such as her husband helped her get in and out of the bed, he could have pulled on the stiches and caused a potential

DMD Medical Supplies has positioned itself to capitalize on the future growth of the market by establishing a consistent relationship with both customers service and employee organization. As head office manager, it is my obligation to assure that all employees are able to work expeditiously at an advanced level. In the last three months, it has come to my knowledge that several employees have not maintained this standard. Furthermore because of this discretion, I have created the following proposal for employees Jack Synder and Ruth Disselkoen . The following g executives Frank Daley and Ralph Alane were assigned Jessica Hilo’s workload due to her medical absences. In order to maintain and orderly workload, I have assigned Jack Synder to

Sarah remains under the 48 hour attendance guidelines as she utilized 45.5 sick hours and 0 late punches during this review period. Sarah understands the importance of reporting to work each day and on time. In order for her to increase her overall rating in this dimension, she will have to improve in her overall attendance. Sarah can be counted on to complete her daily functions on time as many of her functions are time sensitive. Sarah does well notifying the shipping department in regards to “hot sheet” items. She emails the department as fills are entered into the system to speed up the shipping process. Another area that would improve in her rating is consistently printing cycle counts and running the variance report each day. When

A hospital employee violated several policies mandated in the Health Insurance Portability and Accountability Act. She failed to observe the minimum necessary requirement, did not follow the confidential communications requirements, and disclosed the patient’s treatment plan and medical condition. It also appeared that the hospital’s standard staff training procedures was not sufficiently evaluated.

Philly should have knocked on the door, before entering into patient`s room. She should have then greeted and introduced herself and the student nurse to Rudd. She should have then started the conversation by addressing him by his name. She should have also enquired about his pain. Philly should have finished her shift assessment and should have assured him that she will come back with the morning medications and then left the room. The behavior was very unprofessional.

She works to promote a positive working environment by being a loyal and committed worker. She manages different personalities in co-workers, supervisors and participants by being tactful and sincere in her communication. She welcomes new ideas, is willing to change. She develops new ideas and strategies as unique situations arise, especially with care plan request that may seem outside of policy. As an advocate, she writes up the details on challenging cases to be presented to LTSS, which are often approved in some fashion that benefits the participant. Sandra has received an email of commendation for excellent customer service and going above and beyond. She does not buckle under pressure, but will quickly assume a strong leadership role when action is needed. Sandra receives direction and feedback well from others. She informs supervisors, managers and co-workers of key issues needing attention as

Ellen felt really confortable working in the clinical care. She had a strong clinical staff, a devote kitchen crew and a volunteer coordinator that were really helpful for her. In the other hand, Ellen had some discomfort working with SAC and with an employee who showed signs of insubordination and unclear loyalties.

And finally, there is the issue of staff mismanagement. The supervisor, Keith Frazier, is only checking in with this department one to two times per week. Mr. Frazier is aware that Pat is making international phone calls. He is also aware that Pauline found a way for Pat to make these calls from the building’s elevator once he had the phone system modified to only allow internal calls. Mr. Frazier has also been fielding complaints from the accountants about not receiving their tax schedules in a timely fashion. However, he has failed to confront either of these issues. This lack of management can be attributed to the following:

Janice was confronted with problems where she had to make choices on how solve them. The first one concerned Mrs. Wemberly, s/p colon resection who was requesting for attention. Instead of sending Nurse Mark to see the patient, she decided to check on her which actually led to a better outcome after her talk with the patient. This particular instance showed that Janice prioritized and valued her patient first over the schedule meeting with the VP. If Janice didn’t

As with any meeting, the preparation of notes to discuss will be important to come with a resolution with the management and staff. Sarah should call a mandatory meeting with the staff. Once the meeting has started Sarah should first let the staff know that she appreciates all and everything that they do each and every day. I believe letting the staff know that they are appreciated is a good step as a manager when starting a meeting.

One: Lisa could report her concerns regarding the opposition of Randy and Dale to DFH Human Resources. This would not only prompt an investigation into the allegations regarding Carol’s impairment, but also bring the supervision issues to upper management’s attention. Advantages include documentation of both presenting problems and disadvantages entail generating additional conflict between the two agencies.

A new manager in her early 30s was running a small group of client service representatives to service an institutional clientele at a financial services firm. One of her new employees had become very difficult-she was demanding, acting entitled, was trying to pick and choose her work, and was creating resentment among colleagues. This was the manager 's first challenge in confronting employees whose behavior had become counterproductive. Knowing that she had to speak with the problem employee, but never