Responding Management Assistants: A Case Study

What happened was Roxy Leger, needed to take additional time off after the pregnancy of her son. As the bookkeeper of the firm, the company believed that she had been provided this when she took maternity to leave prior to giving birth. Under the policies that company had in place, they gave all employees approximately three days for maternity leave. The problem began after Leger came back to work and demanded that she is given more time under the law. This created a hostile atmosphere between executives and herself. This resulted in Leger facing tremendous amounts of harassment from managers about her pregnancy and the extra time that she needed (which led to her termination from the company). ("HCS Staffing Ordered to Pay $148,000," 2012)

CM spoke to Sergio Paredes, CMO Court Liaison regarding an update on Dre’quan (youth) OOH treatment status. CM informed Mr. Paredes that the Clinical Director at Daytop is still reviewing the referral documents and Daytop have not contacted CM regarding an update on youth’s status yet. Mr. Paredes provided CM with Honoria Forte (Youth’s Attorney) for CM to follow-up with attorney regarding this matter.

Cassie (Program Manager, Employee Health) emailed Don Foster FML Denial letter informing Officer Foster his request for FMLA was not approved. Ms. Miles informed Officer Forster their was no enough information contained in the application for it to be approved. He was offer the option to request non-FML leave of absence. Officer Foster never attempted to call or contact Ms. Miles to provide a response. The FML letter was emailed to Officer Foster's immediate supervisor, who attempted to contact him to ensure he received the FML and leave of absence letter. Officer Foster did not answer nor did he return SSM Kaylor's phone

A hospital employee did not observe minimum necessary requirements when she left a telephone message with the daughter of a patient that detailed both her medical

Once we completed the assessment, her paperwork was over to the Medical Team, where a representative from the team contacts the client to schedule an appointment to complete a different assessment. The Medical Team sends someone out to relieve the caregiver from their duties. Mrs. Johnson from the Medical Team called Mrs. Smith several times to set up an appointment but she never returned her calls. Finally, after several attempts, an appointment was scheduled.

The employer claimed that there was no discriminatory decision in replacing the employee on maternity leave. He stated that the employees statutory maternity leave began on September 8th, and ended on March 8th. In early march, the employer tried to make contact but did not receive a response, then in April, the employee on maternity leave made contact with her employer, requesting a letter stating that her maternity leave was extended to May 21st. The employer responded informing her that another person had filled her position. The Equality Officer in this case determined that the employee did have a prima facie case of discrimination. The Officer noted that there was not a resignation by the Employee and pushed for the fact that there was

In an effort to amicably resolve this matter, Ms. Shark has directed our office to engage in settlement negotiations. Ms. Shark requests either one of the following: (i) approval of Ms. Shark’s request for disability between March 27, 2015 through April 28, 2016 as advised by Ms. Shark’s physician(s) and removal of any “unapproved absences” and subsequent negative connotations from her personnel file or (ii) provide the requested disability accommodations so Ms. Shark

Tracee Cameron, Aggrieved Party (AP) believes she was discriminated against based on Disability (Mental ) and Reprisal by Florence Long, Chief of Social Work when after AP had been off of work for over a year on medical leave. She met with Ms. Long on 11/8/2016 and had a meeting with Ms. Long and Sarah Moreau; Reasonable Accommodation Specialist, about returning to work. The AP provided a doctor notes that stated she could return to work under a new supervisor and starting on part time position. During the meeting Ms. Long, reported that there are no part time positions available and she would not assign the AP to another supervisor.

Most of the incumbent’s assignments are recurring and originate from DHS/ICE and OPR on a daily basis via email sometimes with very strict deadlines. When the incumbent receives his work assignments from DHS/ICE and OPR, he uses discretion to prioritize his tasks as needed. The incumbent is responsible for implementing, coordinating and overseeing segments of OPR Joint Intake Case Management Systems (JICMS) and associated administrative tasks, and providing administrative and operational support to management, supervisors and employees. Further,

Situation: A 57 year old woman was admitted to CCU with chronic chest pain. Once the patient arrived and was being assessed she began having severe chest pain. An EKG was obtained and showed multiple changes. Following protocol the physician on call was contacted. The physician told Judie to call the fellow. Judie then tried to contact the fellow for orders but he did not answer so she called the physician back. The physician was very aggravated with Judie because he was not on call and it was the fellow’s responsibility to be giving the orders. After yelling at Judie for calling him back she told him she didn’t care who was on call and that she does not have time to call around to a bunch

The purpose of this report, is to determine whether or not I should hire Jill for the position of “floating” Administrative Assistant, to work any of the three shifts; day, night, or graveyard when the regular assistant is absent. Jill has been diagnosed with having multiple sclerosis, which is currently in remission. The director of operations is telling me not to hire Jill, because if she becomes ill in the future, her medical condition may impact the firm financially. Jill states, “She is currently not suffering from any symptoms and is able to perform her duties, but will need two hours off monthly from 3:00p.m. to 5:00p.m. to make doctor visits.” Jill never gave the dates she would need off only the time frame. The director’s advisement is based on the firm’s new policy. This policy requires all employees to take a medical exam, after a job offer has been made. The policy was put in place because the firm was having problems, with new hires that they discovered had health problems. As a supervisor I will comply with the director’s directive, while ensuring that all federal guidelines for hiring anyone with a disability are being upheld. This will be being done to avoid the firm receiving any future lawsuits.

I previously worked for an information technology company that required technical skills. As a technological assistant I became aware of the digital divide developed a sense of responsibility in developing youth and adults in computer usage, basics, and general education. My role was to bridge the digital divide and teach skills necessary for education, job, and other functional purposes. I established a personal relationship training in computer usage with many and sensitivity to their needs in bettering themselves by developing these computer skills that taught me to understand my role better in the community. I received my certification in Microsoft Word, Excel, and PowerPoint. This sets me apart by allowing me to professionally train others

I would like to apply for the QUIC Front Office Assistant position that was made available through the Queen’s MyCareer portal. QUIC is Queen’s International Center that promotes a university environment that is culturally inclusive and sensitive, as well as globally well-versed. I am a firm believer in the importance of a multi-cultural environment built upon knowledge, respect, and understanding, especially as our world becomes more of a cultural mosaic through means such as globalization. Due to the reflection of my personal values within QUIC, I have decided to apply for this position with the intent to use my administrative and customer service experience in a job that I believe I will thoroughly enjoy.

During this reporting, there were multiple communications with physical therapy and the physician office to determine if Mr. Nissan Nissan returned to the physician office and if he was cleared to return to his treatment after his hospitalization. Mr. Nissan’s son never responded to written correspondence and his daughter never replied to my phone messages. Care Matrix reported he was back in therapy. I questioned this as he had not returned to his PCP for clearance since his hospitalization and I requested physical therapy reports as the only documentation report is the evaluation April 2017. The manager reported he was hospitalized for pneumonia and she would reach out to Mr. Nissan regarding returning to his primary care and pain

CDP attempted to reschedule an individual session with PO. PO stated that she has to complete a three day of work crew for DOC violation. An individual session was scheduled for 10-21-2015.