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DM ll

Pathophysiology & Clinical Findings of the Disease

  1. Review the lab findings and decide if the diagnosis is Type 2 or Type 1 Diabetes Mellitus.
  2. Explain the pathophysiology associated with your chosen diagnosis
  3. Identify at least three subjective findings from the case which support the chosen diagnosis.
  4. Identify at least three objective findings from the case which support the chosen diagnosis.

Management of the Disease

*Utilize the required Clinical Practice Guideline (CPG) to support your treatment recommendations.

  1. Identify two (2) "Evidence A" recommended medication classes for the treatment of this condition and provide an example (drug name) for each.
  2. Describe the mechanism of action for each of the medication classes identified above.
  3. Identify two (2) "Evidence A" recommended non-pharmacological treatment options for this patient.
  4. Utilizes the required Clinical Practice Guideline (CPG) to support the chosen treatment recommendations

Week 6 Case Study Template

Pathophysiology & Clinical Findings of the Disease

1. Based on the review of the history, physical and lab findings what is the most likely diabetes diagnosis for this patient?

2. Explain the pathophysiology associated with the chosen diabetes diagnosis.

3. Identify at least three subjective findings from the case which support the chosen diagnosis.

4. Identify at least three objective findings from the case which support the chosen diagnosis

Management of the Disease

*Utilize the required Clinical Practice Guideline (CPG) to support your treatment recommendations.

1. Utilizes the required Clinical Practice Guideline (CPG) to support the chosen treatment recommendations.

2. Identify two (2) “Evidence A” recommended medication classes for the treatment of this condition and provide an example (drug name) for each.

3. Describe the mechanism of action for each of the medication classes identified above.

4. Identify two (2) “ Evidence A” recommended non-pharmacological treatment options for this patient.

References

[Must be on a separate page and in APA format]

,

Preparing the Assignment

Requirements

Content Criteria

1. Read the case study listed below.

2. Refer to the rubric for grading requirements.

3. Utilizing the  Week 6 Case Study TemplateLinks to an external site. , provide your responses to the case study questions listed below.

4. You must use at least one scholarly reference to provide pathophysiology statements. For this class, use of the textbook for pathophysiology statements is acceptable. You may also use an appropriate evidence-based journal.

5. You must use the current Clinical Practice Guideline (CPG) for the Standards of Medical Care in Diabetes -Abridged for Primary Care Providers provided by the American Diabetes Association to determine the patient's type of diabetes and answer the treatment recommendation questions. The most current guideline can be found at the following web address:  https://professional.diabetes.org/content-page/practice-guidelines-resourcesLinks to an external site.  At the website, locate the current year’s CPG for use. 

6. Proper APA format (in-text citations, reference page, spelling, English language, and grammar) must be used.

Case Study Scenario

Chief Complaint

J.T. is a 48-year old male who presents to the primary care clinic with fatigue, weight loss, and extreme thirst and increased appetite.

History of Present Illness

J.T. has been in his usual state of health until three weeks ago when he began experiencing symptoms of fatigue, weight loss, and extreme thirst. He reports that he would like to begin a walking program, but he feels too fatigued to walk at any point during the day. Now he is very concerned about gaining more weight since he is eating more. He reports insomnia due to having to get up and urinate greater than 4 times per night.

Past Medical History 

· Hypertension

· Hyperlipidemia

· Obesity

Family History

· Both parents deceased

· Brother: Type 2 diabetes 

Social History

· Denies smoking

· Denies alcohol or recreational drug use

· Landscaper  

Allergies

· No Known Drug Allergies 

Medications

· Lisinopril 20 mg once daily by mouth

· Atorvastatin 20 mg once daily by mouth

· Aspirin 81 mg once daily by mouth

· Multivitamin once daily by mouth

Review of Systems

· Constitutional: – fever, – chills, – weight loss.

· Neurological: denies dizziness or disorientation

· HEENT: Denies nasal congestion, rhinorrhea or sore throat.  

· Chest: (-)Tachypnea. Denies cough.

· Heart: Denies chest pain, chest pressure or palpitations.

· Lymph: Denies lymph node swelling.

General Physical Exam  

· Constitutional: Alert and oriented male in no acute distress   

· Vital Signs: BP-136/80, T-98.6 F, P-78, RR-20

· Wt. 240 lbs., Ht. 5'8", BMI 36.5

HEENT 

· Eyes: Pupils equal, round and reactive to light and accommodation, normal conjunctiva. 

· Ears: Tympanic membranes intact. 

· Nose: Bilateral nasal turbinates without redness or swelling. Nares patent. 

· Mouth: Oropharynx clear. No mouth lesions. Teeth present and intact; Oral mucous membranes and lips dry. 

Neck/Lymph Nodes 

· Neck supple without JVD. 

· No lymphadenopathy, masses or carotid bruits. 

Lungs 

· Bilateral breath sounds clear throughout lung fields. Breathing quality deep with fruity breath odor

Heart 

· S1 and S2 regular rate and rhythm; – tachycardia; no rubs or murmurs. 

Integumentary System 

· Skin warm, dry; Nail beds pink without clubbing.  

Labs

Test

Patient's Result

Reference

Glucose (fasting)

132

60-120 mg/dL

BUN

20

7-24 mg/dL

Creatinine

0.8

0.7-1.4 mg/dL

Sodium

141

135-145 mEq/L

Sodium

141

135-145 mEq/L

Chloride

97

95-105 mEq/L

HCO3

24

22-28 mEq/L

A1C

7.2

Urinalysis

Protein

Glucose

Ketones

 

Negative

Positive

Negative

Oral glucose tolerance test (OGTT)

220 mg/dL

J.T. is diagnosed with diabetes. Review all information provided in the case to answer the following questions.

Case Study Questions

Pathophysiology & Clinical Findings of the Disease

1. Review the lab findings and decide if the diagnosis is Type 2 or Type 1 Diabetes Mellitus.

2. Explain the pathophysiology associated with your chosen diagnosis

3. Identify at least three subjective findings from the case which support the chosen diagnosis.

4. Identify at least three objective findings from the case which support the chosen diagnosis.

Management of the Disease

*Utilize the required Clinical Practice Guideline (CPG) to support your treatment recommendations.

1. Identify two (2) "Evidence A" recommended medication classes for the treatment of this condition and provide an example (drug name) for each.

2. Describe the mechanism of action for each of the medication classes identified above.

3. Identify two (2) "Evidence A" recommended non-pharmacological treatment options for this patient.

4. Utilizes the required Clinical Practice Guideline (CPG) to support the chosen treatment recommendations

ASSIGNMENT CONTENT

Category

Points

%

Description

Pathophysiology & Clinical Findings of the Disease

45

45%

The student:

· Identifies the likely diagnosis based on exam and lab findings. 

· Explains the pathophysiology associated with the chosen disorder.

· Supports the pathophysiology statement with at least one appropriate, scholarly reference (textbook is acceptable for pathophysiology statements only).

· Identifies at least three subjective findings from the case.

· Identifies at least three objective findings from the case.

(5 Required Elements)

Management of the Disease 

45

45%

The student:

· Utilizes the required Clinical Practice Guideline (CPG) to support the chosen treatment recommendations.

· Identifies two (2)“Evidence A” recommendedmedicationclassesfor the treatment of the condition and provides an example (drug name) for each.

· Identifies two (2) “Evidence A” recommended non-pharmacological treatment options for the condition.

· Describes the mechanism of action for each of the medication classes identified above.

(4 Required Elements)

90

90%

Total CONTENT Points = 90 pts

NR507 Week 6 Diabetes Case Study

NR507 Week 6 Diabetes Case Study

Criteria

Ratings

Pts

This criterion is linked to a Learning OutcomePathophysiology & Clinical Findings of the Disease

The student:  – Identifies the correct type of diabetes  – Explains the pathophysiology associated with the chosen disorder.  – Supports the pathophysiology statement with at least one appropriate, scholarly reference (textbook is acceptable for pathophysiology statements only).  – Identifies at least three subjective findings from the case.  – Identifies at least three objective findings from the case.  (5 Required Elements)

45 pts

All 5 required elements are present.

41 pts

1 required element is missing.

37 pts

2 required elements are missing

23 pts

3-4 required elements are missing.

0 pts

All 5 required elements are missing.

45 pts

This criterion is linked to a Learning OutcomeManagement of the Disease

The student:  – Utilizes the required Clinical Practice Guideline (CPG) to support the chosen treatment recommendations.  – Identifies two (2) “Evidence A” recommended medication classes for the treatment of the condition and provides an example (drug name) for each.  – Identifies two (2) “Evidence A” recommended non-pharmacological treatment options for the condition.  – Describes the mechanism of action for each of the medication classes identified above  (4 Required Elements)

45 pts

All 4 elements are present

41 pts

1 required element is missing

37 pts

2 required elements are missing

23 pts

3 required elements are missing

0 pts

All 4 required elements are missing

45 pts

This criterion is linked to a Learning OutcomeOrganization, spelling, grammar & APA format

The student:  – Uses the week 6 case study template for case study responses.  – Provides correct in-text citations for responses which match the reference page.  – Has minimal spelling, grammar & APA format errors.

10 pts

Case study template is used for responses AND In-text citations are correct which match the reference page AND There are 0-2 errors in spelling, grammar or APA format.

9 pts

Case study template is used for responses AND In-text citations are correct which match the reference page AND There are 3-5 errors in spelling, grammar or APA format.

8 pts

Case study template is used for responses AND In-text citations are correct which match the reference page AND There are 6-8 errors in spelling, grammar or APA format.

5 pts

Case study template is not used for responses OR In-text citations are incorrect or do not match the reference page AND There are 0-5 errors in spelling, grammar or APA format.

0 pts

Case study template is not used for responses AND/OR In-text citations are incorrect or do not match the reference page AND There are 6 or more errors in spelling, grammar or APA format.

10 pts

This criterion is linked to a Learning OutcomeLate penalty deductions

Students are expected to submit assignments by the time they are due. Assignments submitted after the due date and time will receive a deduction of 10% of the total points possible for that assignment for each day the assignment is late. Assignments will be accepted, with penalty as described, up to a maximum of three days late, after which point a zero will be recorded for the assignment. Quizzes and discussions are not considered assignments and are not part of the late assignment policy.

0 pts

Manual Deductions

0 pts

Manual Deductions

0 pts

DB: Student Assessment and Accountability

 Based on this week’s chapter and videos, please discuss the importance of evaluation in student learning.  When answering this question, be sure to address the following in your response:

  • Which kind of evaluation process would you utilize the most in your classroom (formative, summative, norm-referenced, or criterion-referenced), and how would you implement in your classroom?
  • How would you utilize authentic, portfolio, and/or performance assessments in your classroom?  Consider the age group you plan to work with and provide examples.
  • As an intentional teacher, why do you feel that assessment is important for student AND teacher accountability?

Be sure to include properly cited scholarly sources. 

https://www.youtube.com/watch?v=9l5m66Y607U%20

    reply

    There are many ethical and legal implications based on the scenario. However, the three main concerns are trust, patient safety, and malpractice. At the micro level, the medical assistant practiced outside her scope of practice, which can result in a malpractice lawsuit. The medical assistant does not have a license to prescribe medications. She gave a prescription without the provider's consent. In addition, the antibiotic can cause greater harm than good. The patient can build a resistance to the antibiotic if he or she does not need the antibiotic. At the meso level, the trust and work dynamic between the provider and medical assistant can change. As a provider, I would not feel comfortable working with a medical assistant who lied and used my name to give a patient a prescription I did not authorize. Lastly, at the macro level, the entire practice could be placed on probation or closed because of the malpractice of the medical assistant.

    The changes that I will recommend to prevent further episodes of the problem behavior is only having the provider refill prescriptions, or giving new prescriptions. The pharmacy or pharmacist needs to speak with the provider directly. Also, the prescriptions can be electronically sent and the provider will need a PIN or password to send the prescription.

    The medical assistant should be terminated or given a final warning. The medical assistant practiced outside their scope of practice and lied when giving a prescription. It is unacceptable and can create a problem for the patient, the provider, and the practice.

    The model that I would use to implement the change is the Plan-Do-Study-Act (PDSA) model. According to the Institute for Health Care Improvement (2022), the Plan-Do-Study-Act (PDSA) model is composed of four steps. Step 1: Plan and establish the objectives necessary to deliver the results. Step 2: Do, or implement new processes to test possible effects. Step 3: Study or measure the new processes and compare the results. Step 4: Act or analyze the difference to determine their cause. 

    Using the PDSA model allows you to have a plan, implement the changes, measure the changes, and determine whether the changes were effective or not. Being able to measure the changes and their effects allows you to either stick with the old plan or the new plan, or it highlights necessary changes. 
    A barrier to implementing the change process might be the electronic healthcare system used at the practice might not allow you to do e-scripts. However, a factor that facilitates that change process is verifying the prescriptions over the phone directly with the provider. 

      7-2 Natural Sci

       

      Prompt

      Your final project will be a personal reflection and action plan paper on one or two natural resources that you would like to focus on to make personal changes, from the general categories of animals, plants, water, air, soil, minerals, food, and energy sources. This assignment moves beyond recycling and packaging reduction to a real and significant lifestyle change regarding natural resource use.

      In addition to providing background information on your proposed personal changes, your action plan requires you to include how you would execute your plan. This will help to ensure that scope and feasibility for your plan exist.

      For example, if you were to get rid of all toxic cleaning supplies in your home, what steps would you need to take? What resources would you need? What costs would there be? How would you go about accomplishing these steps and goals?

      The following critical elements must be addressed in the final paper.

      1. Provide an introduction that describes the topic. Specifically:
        1. Define the scope of the topic. What are the natural resources involved? How were they created? How are they used and obtained?
        2. Briefly indicate the importance of this topic to:
          1. You personally
          2. American society
          3. The global community
      2. Section 1: History and Contemporary Viewpoint. Include and build upon your Section 1 submission (Background, Historical Awareness in America, Historical Awareness Globally) from Milestone Two by incorporating instructor feedback and by adding:
        1. A synopsis of the historical development of the topic from inception through modern‐day usages, both in American culture as well as the global culture, focusing on the most significant developments and contributors to the topic.
        2. A timeline of the most significant developments and contributors (e.g., scientists, activists) to the topic to provide a summary of the most important events and who was involved.
      3. Section 2: Local Real‐World Applications and Specific Steps. Include and build upon your Section 2 submission (Opportunities and Hurdles) from Milestone Two by incorporating instructor feedback and by adding:
        1. A synopsis of the opportunities for change and the hurdles that you will have to overcome.
        2. Outline an action plan of specific steps that you will need to take to make the change happen. All projects should include the following, plus any additional items that are project‐specific:
          1. The short‐ and long‐term costs to implement your change (for example, monetary, social, time, effort, etc.)
          2. The personnel and/or skills needed and availability (e.g., electrician, local politicians, HOA managers and members, construction crews, yard work)
          3. A timeframe (e.g., time necessary for planning stage, implementation stage, most limiting time‐based action items, etc.)
          4. Local laws and regulations (e.g., local and state water laws, HOA regulations, organic designation laws, etc.)
      4. Section 3: Global Significance, Impact, and Applications. Compare and contrast local (i.e., local to you) versus global application of your chosen topic as well as the global significance and impacts for this type of change locally and globally. Depending on your topic selection, this may include comparisons to both a developed country and a developing country or between two widely differing areas of America. Specifically:
        1. Describe two key differences between your chosen comparison communities (i.e., your own and another). They might concern the cost of making a change, skilled personnel needed and availability, or differences in local laws and regulations. For example, in California there may be many local regulations/laws that have to be addressed before you could disconnect your home from city water and sewage to use your own water‐recycling system, whereas in a city in Pakistan there may be no regulatory oversight.
        2. Describe two key similarities among your chosen comparison communities (including your own). For example, in both California and Pakistan, finding skilled labor and the right equipment for an in‐home gray water recycling system might be difficult.
      5. Conclusion
        1. Summarize the use of natural resources and environmental impacts relevant to your selected topic.
        2. Describe what skills and resources are required to address this topic.
        3. Reflect on how your knowledge of the topic has changed over the course of your research, ensuring that you address instructor feedback.

      Milestones

      Milestone One: Topic Selection and Paper Outline
      In Module Two, you will submit your chosen topic to the instructor and provide an outline of the three required sections of the final paper, including potential references, for instructor approval. The topic may come from the list provided in the Milestone Two Rubric document, or it can be self‐designed. This milestone will be graded with the Milestone One Rubric. Formative feedback received from the instructor should be applied to subsequent work. The final paper will not be accepted without topic approval.

      Milestone Two: History, Contemporary Viewpoint, and Real‐World Applications
      In Module Five, you will submit a document with two sections: Historical Development and Real‐World Applications. In the first section, you will summarize your research on the historical development of the topic from inception through modern‐day usages—both in our American culture as well as the global culture (comparing to as many other cultures as necessary, but at least one). You may select the most significant developments and contributors to the topic. In the second section, you will explain the real‐world application of your chosen topic in your current location. This milestone will be graded separately using the Milestone Two Rubric, and feedback will be provided for revisions to the final paper.

      Final Submission: Final Paper
      In Module Seven, you will submit your final paper. Include an introduction outlining the topic and what the reader can expect within each of the three sections. The paper should consist of the introduction, the three sections of research you conducted over the course of the term, and a conclusion, which will be a reflective analysis of what you learned from the research you conducted. The final project should be cohesive and polished and take into consideration feedback provided by the instructor throughout the term. This submission will be graded using the Final Project Rubric.

      What to Submit

      Written components of project must follow these formatting guidelines when applicable: title page, double spacing, 12‐point Times New Roman font, one‐inch margins, and a references page in APA style. The final paper should be cohesive and polished and take into consideration feedback provided by the instructor throughout the term. The paper should be at least 10 and no more than 15 pages, excluding the cover sheet and references page. You must incorporate at least 10 scholarly resources, using two to four resources per section. Proper APA formatting is expected for all elements of the document, including references.

        Core HR Functions

         

        Hiring, compensation, and performance appraisal policies and practices are critical HR functions and play an important part in defining an organization as a whole. Making sound choices in these areas builds a foundation for an organization's success. In this assignment, you prepare a presentation for hospital department managers focused on specified processes and practices topics.

        Scenario

        Imagine that it has become apparent that staffing changes will be required in the wake of the merger. The VP of HR has decided that it would be good to create a presentation for department managers that outlines approaches to facilitate some of these changes.

        Preparation

        PowerPoint Essentials

        Visit the following LinkedIn Learning resources if you have not mastered the essentials of PowerPoint.

        Instructions

        Create a PowerPoint slide presentation (approximately 5 minutes to deliver orally), for departmental managers, that does the following:

        1. Analyzes two areas of critical importance for collaboration between HR and managers when making staffing decisions.
        2. Recommends a process and elements for creating effective job descriptions.
        3. Explains two prominent considerations for developing fair and competitive compensation and benefit plans.
        4. Justifies your recommendation for an appropriate employee performance appraisal methodology.

        Additional Instructions

        • Resources: Use four sources to support your writing. Choose sources that are credible, relevant, and appropriate. Cite each source listed on your source page at least one time within your assignment. For help with research, writing, and citation, access the library or review library guides.
        • PowerPoint: 6-8 slides, not including the required title, purpose conclusion, and references slides. Include detailed speaker's notes to elaborate upon complex ideas or issues. A viewer should be able to get a solid understanding of your presentation by viewing the slides and the notes.
        • SWS: This course requires the use of Strayer Writing Standards (SWS). The library is your home for SWS assistance, including citations and formatting. Please refer to the Library site for all support. Check with your professor for any additional instructions.

        The specific course learning outcome associated with this assignment is:

        • Propose HRM policies 

          MICROECONOMICS

           

          Economic Debate #4- Sweatshops

          Economic Debate- Sweatshops

          For our last economic debate, we are going to discuss sweatshops and the idea of “exploiting the poor in other countries.”

          Microeconomics largely deals with the study of how individuals make choices and what impacts those choices have, so use that knowledge to think about the debate on eliminating sweat shops and not trading with any country or overseas business that uses child labor.

          Advocates of these laws often argue that the richest country on Earth, the United States, should not pay such low labor rates to citizens from other countries because it only exploits the poor and their resources.  We often see this thinking in arguments for those refusing to use/purchase from Amazon, Apple, Nike, and many other brands.  The idea is that if we stop buying from these companies, they will realize they should use fairer practices when dealing with international employees. 

          Opponents argue that sweatshops are not inherently evil, and in many cases, are great alternatives to what citizens in those countries would have otherwise been able to choose.  The most common example is the young boy who would have most certainly had to join the local militia for wages can now work in a factory for the same he would have earned risking his life.  Or the young lady who may have been forced into unimaginable circumstances can now earn a decent income without much hardship.  A central tenet of this thinking is that Americans often misunderstand how “low wages” has a completely different meaning in various parts of the world.  

          I’ve attached a few resources to give you deeper insight to the debate on sweat shops and child labor. Be sure to check out the videos embedded in the articles/websites below. Also, you are not bound to the resource I have provided. If you do your own research, that is fine as long as you are using reputable sources. 

          Using your understanding of economics, answer the question:

          Do you think sweat shops and child labor should be avoided when Americans make purchasing decisions?  Should we implement laws requiring American companies to “do better” overseas?

          Remember, if we are thinking like economists, the word “greed” should not factor into our discussion.  “Self-Interest” exists, which means that we expect each person to make the most rationale decision that will benefit them.  

          So, given this discussion and the attached material, in 175 words or more, tell which approach you would implement if you were the sole decision maker.  Be sure to include the BEST arguments from both sides in your discussion, but ultimately, you should choose one side. (You may offer a third solution if interested, but it should be very clear where you stand on the issue). 

          https://fee.org/articles/banning-sweatshops-only-hurts-the-poor/Links to an external site.

          https://www.aei.org/carpe-diem/defense-sweatshops-theyre-often-best-fastest-way-poor-escape-poverty/Links to an external site.

          http://faculty.polytechnic.org/gfeldmeth/sweatshop.pdfLinks to an external site.

          https://towardfreedom.org/story/archives/activism/bernie-sanders-on-ending-child-labor-300

            week 7part 1

            Respond to the following:

            • Who can be found guilty of a business crime, and what does mens rea and actus reus mean?
              • Using the Strayer Library, research an example of a business crime committed in the last two years and discuss who was held criminally liable.
            • If management can be liable for crimes committed in the workplace, what US Constitutional protections exist to protect them?
              • Can management monitor and listen to employees while at work, or is this a Fourth Amendment or tort invasion of privacy violation?
                • Explain, given your understanding of the [Taylor v City of Saginaw] lawsuit in the reading.

            Be sure to respond to one of your classmates' posts. Please provide answers to the discussion questions that are researched, informed, and substantiated by citing sources following Strayer Writing Standards.

            here is one of the response to help

            Business crimes encompass a range of illegal activities conducted within or through corporate structures. Understanding who can be found guilty, the meanings of mens rea and actus reus, and the constitutional protections for management are crucial for navigating the legal landscape of corporate conduct. This analysis delves into these aspects, provides a recent example of a business crime, and examines the implications of monitoring employees in the workplace with reference to the [Taylor v City of Saginaw] lawsuit.
            Individuals and entities within a business can be found guilty of business crimes. These crimes can be attributed to employees, managers, executives, and even the business entity itself. When an individual within a corporation commits a crime within the scope of their employment and for the benefit of the corporation, both the individual and the corporation can be held liable. This includes cases where management or executives orchestrate or approve the illegal activities.
            Mens rea, or "guilty mind," refers to the intent or knowledge of wrongdoing that constitutes part of a crime. It indicates that the accused had a certain mental state or intention to commit the crime. Actus reus, or "guilty act," involves the physical act of committing the crime. For a person to be found guilty of a business crime, both mens rea and actus reus must be present. This means that the accused must have engaged in a voluntary action (actus reus) with a wrongful intent or state of mind (mens rea).
            Using the Strayer Library, a significant business crime case in the last two years involved the company Theranos and its founder, Elizabeth Holmes. In 2021, Elizabeth Holmes was charged with multiple counts of fraud for misleading investors, doctors, and patients about the capabilities of her company's blood-testing technology. Holmes and former COO Ramesh "Sunny" Balwani were found criminally liable for deceiving stakeholders into believing that Theranos could run comprehensive tests with just a few drops of blood. This case exemplifies how top executives can be held accountable for business crimes, particularly when they knowingly perpetuate fraudulent activities.
            Management can be held liable for crimes committed within the workplace. However, the U.S. Constitution provides several protections, particularly under the Fifth and Fourteenth Amendments, which ensure due process and protection against self-incrimination. These amendments safeguard individuals from being deprived of life, liberty, or property without due process of law and protect against forced self-incrimination during criminal proceedings.
            The issue of whether management can monitor and listen to employees at work without violating privacy rights is complex. The Fourth Amendment protects against unreasonable searches and seizures, which can extend to workplace privacy. However, this protection is balanced against the employer's right to ensure productivity and prevent misconduct.
            In the case of (Taylor v City of Saginaw), the court addressed the issue of whether chalking tires to enforce parking regulations constituted an unreasonable search. The court ruled that chalking tires is a search under the Fourth Amendment and must be reasonable. This decision highlights the importance of balancing governmental or managerial actions against individual privacy rights.
            In the workplace context, while employers have the right to monitor employees, they must do so within legal bounds. Monitoring must be justified, such as for security or productivity reasons, and employees should be informed of such practices. Excessive or intrusive monitoring could be seen as a violation of privacy rights under the Fourth Amendment or tort law.
            Understanding the legal framework surrounding business crimes, including the elements of mens rea and actus reus, is essential for navigating corporate legal issues. Recent cases like the Theranos fraud illustrate the serious consequences for executives involved in criminal activities. Constitutional protections provide a necessary balance to ensure due process and protect against unwarranted invasions of privacy. Employers must navigate the fine line between necessary monitoring and respecting employee privacy rights to avoid legal repercussions. The principles established in cases like [Taylor v City of Saginaw] provide valuable insights into these legal balances and their implications in the workplace.

            References:
            Strayer University Library
            Marianne M. Jennings. 2021. Business: Its Legal, Ethical, and Global Environment. LEG500 Canvas Course room.
            Taylor v. City of Saginaw, No. 19-1035 (6th Cir. 2019)

              Managing Difficult Conversations

              , you will complete a draft of the first two sections of your summative assessment. Read the transcripts provided for you for this case analysis. The transcripts can be found in the Final Project Case Study.

              For additional details, please refer to the following documents:

              Milestone One Guidelines and Rubric.html

              WCM 620 Milestone One Guidelines and Rubric

              For this milestone, you will complete a draft of the first two sections of your final project based on the final project case study.

              The following critical elements must be addressed:

              1. Overview: Summarize the pattern of facts leading up to this interpersonal conflict, identifying the stakeholders in the conflict.
              2. Conflict Analysis: In this section, you will analyze the transcripts provided and determine how stakeholders’ self-perception and communication practices influenced the conflict. Be sure to address the following:
                1. Assess how the stakeholders’ self-perception influenced the conflict. Provide specific examples to support your assessment. In other words, how might the involved stakeholders’ self-perceptions be at odds with how others see them?
                2. Describe the communication practices, implicit or explicit, that were used. What implications did they have for the conflict?
                3. Assess how communication practices might be changed to de-escalate the conflict. Provide specific examples to support your assessment.

              What to Submit

              Your paper should be 2 to 3 pages in length with double spacing, 12-point Times New Roman font, and APA formatting.

              Milestone One Rubric

              Criteria Proficient (100%) Needs Improvement (70%) Not Evident (0%) Value
              Overview: Pattern of Facts Summarizes the pattern of facts leading up to this interpersonal conflict, identifying the stakeholders in the conflict Summarizes the pattern of facts leading up to this interpersonal conflict, identifying the stakeholders in the conflict, but summary is verbose or contains inaccuracies Does not summarize the pattern of facts leading up to this interpersonal conflict 23
              Conflict Analysis: Stakeholders’ Self-Perception Assesses how the stakeholders’ self-perception influenced the conflict and provides specific examples to support assessment Assesses how the stakeholders’ self-perception influenced the conflict and provides examples to support assessment, but assessment is cursory or contains inaccuracies, or examples are not specific or relevant to argument Does not assess how the stakeholders’ self-perception influenced the conflict 23
              Conflict Analysis: Communication Describes the communication practices, implicit or explicit, that were used and their implications for the conflict Describes the communication practices, implicit or explicit, that were used and their implications for the conflict, but description is cursory or contains inaccuracies Does not describe the communication practices, implicit or explicit, that were used and their implications for the conflict 23
              Conflict Analysis: De-escalate the Conflict Assesses how the communication practices might be changed to de-escalate the conflict, providing specific examples to support assessment Assesses how the communication practices might be changed to de-escalate the conflict, providing examples to support assessment, but assessment is cursory or contains inaccuracies, or examples are not specific or relevant to argument Does not assess how the communication practices might be changed to de-escalate the conflict, providing examples to support assessment 23
              Articulation of Response Submission has no major errors related to citations, grammar, spelling, syntax, or organization Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas 8
              Total: 100%

              ,

              WCM 620 Final Project Case Study

              Company Overview ABC Corporation is an electronic device company selling cellular phones and tablets. It is a global company with both sales and service departments. The technology industry is highly competitive, so ABC Corporation focuses on after-sales service levels in order to ensure it has repeat customers. It has eight call centers worldwide and each call center handles a multitude of customer issues. There is an extremely high expectation that the call centers resolve customer issues in a timely fashion and to the customer’s satisfaction. The call center managers are focused on ensuring their center is the best and that their center handles the most calls, has the highest-rated customer evaluations, and wins the most recognition for performance. Customer service is at the heart of the ABC Corporation’s mission. Employees Thomas is the call center manager and runs a tight ship. Thomas has been recognized for having the most productive unit in the organization year after year. Thomas is very proud of his unit and the recognition it receives and he holds his employees to very high productivity standards. Although customer service is critical to the organization, Thomas does not transfer that same mentality to his employees. Janet is a call center supervisor, one of 10 in the call center. She has been working for Thomas for some time and follows his lead with respect to managing the center and the employees. She tends to focus on her work, rarely takes a break, and is completely dedicated to the success of the center. Michael is a customer service representative and has been with ABC Corporation for two years. He likes his job but gets frustrated when others do not work as hard as he does. He is the first to know how hard one has to work to be successful in this call center. The calls come in nonstop, you always have to be polite, and the customers can be very upset at times. He prides himself on not only surviving this environment, but succeeding. Kathy is also a customer service representative. She has been with ABC Corporation for five years but at this call center for about six months. She enjoys her job but feels like the environment in this call center is competitive and hostile at times. She is always nervous that she will lose her job. Her performance has always been good but she finds success more of a struggle since joining the new call center run by Thomas. Kathy and Kareem became friendly since they started in call center at about the same time. Kareem was hired as a customer service representative after an interview process that proved he could manage the workload, had a pleasant phone voice, and had a desire to please the customer and represent the company well. Kareem is of Indian descent and is a practicing Muslim. His religion requires that he pray five times a day. This involves a series of movements and recitations from the Quran and there are various standing, bending, and prostrating postures. Kareem worked for ABC Corporation for eight months before being terminated.

              Case Study Overview Over the duration of Kareem’s employment, Kareem’s number of calls dropped and he was often missing from his workstation. Michael noticed Kareem sitting on a mat, talking to himself, and making strange movements with his body often throughout the day. Michael thought this was odd and could not believe how often Kareem was away from his workstation; he reported this to his supervisor, Janet. Kathy also saw Kareem leaving his workstation but since they were friends, she asked him about it. He told her he was a practicing Muslim and was required to pray five times per day. He also told her that before he prays, he has to wash his hands, face, arms, and feet to be physically pure in order to spiritually pray. She thought this was fascinating. Janet then began to focus her attention on Kareem’s performance and the times he was absent from his desk. She determined it was excessive and spoke with Thomas. Thomas kept an eye on Kareem’s performance closely after discovering the performance deficiencies. After a few weeks, Thomas made the decision to terminate Kareem’s employment for unproductive work time, excessive breaks, and not meeting performance standards. Kareem was very upset and decided to consult with an attorney as he felt that he was treated unfairly by being terminated. Kareem’s attorney sent a letter to ABC Corporation’s employee relations department and you, the ER representative, are tasked with investigating this concern.

              Complainant Transcript

              ER Rep: Hi, Kareem. How are you doing today? Kareem: Fine, thank you. ER Rep: Well, first, let me thank you for meeting with me today to share your concerns. I appreciate that you are willing to discuss your concerns with me. I am here as a neutral party to objectively investigate your concerns. Now during this process, you should know it may be necessary for me to speak with others to gather additional information. It’s very important that I gather all sides of the story before making any decisions. So now that I’ve explained my role to you, do you have any questions or concerns before we get started? Kareem: No. ER Rep: Good. I also want to assure you that I will maintain confidentiality and only discuss this information with those who have a direct need to know. I would also encourage you to keep the contents of this investigation confidential to protect the integrity of the investigation. Do you have any concerns about your ability to keep this confidential? Kareem: No, I understand, thank you. ER Rep: Great. OK. So, as we talk today, I will be looking for complete and truthful information and any specific detail you can provide me regarding dates, times, or examples that will help me better understand your concerns. I’ll also be taking notes on my laptop as we talk so that I can accurately record what you are telling me. OK, that was a lot of me talking. Let’s shift gears, and you tell me what happened during your employment with ABC Corporation. Kareem: Well, I am just really upset by what happened. I really loved my job and thought I was doing a good job; I was really caught off-guard. ER Rep: OK. I’d like to understand what you mean when you say that you thought you were doing a good job and were caught off-guard. Tell me what specifically has made you feel that way. Kareem: Well, I thought I was doing a good job and I would get good feedback from my customers and Janet told me from time to time I was doing a good job. My numbers were good compared to the other reps and no one told me anything different. ER Rep: Did Janet ever have any performance conversations with you? Kareem: No, she really just said things in passing like “Good job, Kareem” or “You did a nice job with that customer.” I never had any formal performance conversations since I started.

              ER Rep: What about Thomas? Did he ever give you any feedback? Kareem: No, he is really intimidating. He watches over the call center like a hawk. He is very focused on all of us customer service reps taking as many calls as possible and keeping our numbers up. This call center wins awards every year for productivity. At times, getting my call numbers in was sort of hard for me since I have to take many breaks throughout the day. ER Rep: Why did you need to take so many breaks throughout the day? Kareem: I am Muslim and, as part of my faith, I have to pray five times a day. I would simply sneak away from my desk and go to a hidden corner of the service center and complete my ritual. ER Rep: Did you ever tell anyone what you were doing or that you needed to do this daily? Kareem: Well, no, I did not want to ask for any type of special treatment; I really thought I could sneak away and pray. I just hoped no one noticed. ER Rep: Did anyone notice? Kareem: I don’t think so. I do know that Michael walked past me a few times and gave me strange looks. I just assumed he did not know what I was doing. He never asked me about it. ER Rep: Did you ever approach Michael to tell him what you were doing? Kareem: No. ER Rep: So then what happened, how did you get terminated? Kareem: Well, I felt like after Michael saw me a few times praying, things started to change. ER Rep: How so? Kareem: I noticed that Janet was watching me more closely; she asked me once where I was going when I went to pray and it was not a lunch hour or 15-minute break time. I also felt like Thomas was walking past my cube more, standing and observing more and just paying more attention. ER Rep: Did you speak to Janet or Thomas about how you felt? Kareem: No. I just put my head down and worked. I just did not want to draw attention to myself.

              ER Rep: Ok, so then what happened? Kareem: I got called into Thomas’s office and I was told that my numbers were not up to standard for a customer service rep and that I was taking excessive breaks and my time away from my desk was causing too much unproductive time at work. ER Rep: Did you say anything to Thomas or Janet? Kareem: No, I was so shocked and so upset that I left as fast as I could. ER Rep: Did you talk to anyone about what happened that day? Kareem: No, I just left. I was so embarrassed and I was so proud of having this job and then just disappointed for being terminated. ER Rep: Ok, Kareem, thank so much for telling me what happened. Is there anything else that you want to share with me? Anything else you can think of that pertains to your situation? Kareem: No, I think that is it. ER Rep: Ok, I will be looking into your concerns and will follow back up with you by the end of the week. If you do think of anything else you can share with me, please call me. Kareem: Ok, I will. Thank you for taking the time to talk to me.

              Alleged Interview 1 Transcript (Janet)

              ER Rep: Hi, Janet. How are you doing today? Janet: Fine, thank you. ER Rep: Well, first, let me thank you for taking the time to meet with me today. I appreciate that you are willing to discuss a situation at ABC Corporation with me. I am here to objectively investigate some concerns raised by a former employee. But, before we get into specifics, it’s very important that I gather all sides of the story before making any decisions. So now that I’ve explained my role to you, do you have any questions or concerns before we get started? Janet: Well, what is this all about? Am I in trouble? ER Rep: I am here to look into a situation regarding the termination of an employee here at ABC Corporation. It is Kareem; he reported to you for about eight months. Janet: Ok, well I remember Kareem but Thomas fired him, not me. ER Rep: Oh, I understand, but it will be helpful as I look into this situation that I get your side of the story. Janet: Alright, but you are not going to tell anyone what I say, are you? This makes me very nervous; everyone is out for themselves here and I cannot lose this job! ER Rep: Ok, that is good to know and I’m glad you asked. I want to assure you that I will maintain confidentiality and only discuss this information with those who have a direct need to know. I would also encourage you to keep the contents of this investigation confidential to protect the integrity of the investigation. Do you have any concerns about your ability to keep this confidential? Janet: No, I understand. Thank you. ER Rep: Great. OK. So, as we talk today, I will be looking for complete and truthful information and any specific detail you can provide me would be appreciated. I’ll also be taking notes on my laptop as we talk so that I can accurately record what you are telling me. OK, that was a lot of me talking. Let’s shift gears; what can you tell me about former employee Kareem? Janet: Ah, yes, I remember Kareem. He was not here for long, maybe eight months.

              ER Rep: OK. What can you tell me about his performance?

              Janet: Well, I thought he was doing a good job and I would get good feedback from his customer service call recordings. His numbers were fair. ER Rep: Janet, did you ever have any performance conversations with Kareem? Janet: No, he was not really here long enough. I think there were a few times I made comments to him in passing like “Good job, Kareem” or “You did a nice job with that customer.” I never had any formal performance conversations with him. ER Rep: Is that standard process to not have any performance conversations with employees? Janet: Well, we really only conduct performance evaluations once per year. ER Rep: Even for new employees? Janet: Yes, we don’t have any different processes for new employees. ER Rep: What about Thomas? Did he ever give Kareem any feedback? Janet: Not that I know of. ER Rep: So what led to Kareem’s termination? Janet: Well, I began to notice that he was missing from his workstation several times a day and his numbers were dropping. ER Rep: Did you speak with Kareem about this? Janet: No, I did not, but Michael, another customer service rep, reported to me that he saw Kareem in the bathroom washing his hands and feet and that he also saw him on a mat in the corner of the service center making strange movements with his body and speaking softly. ER Rep: Ok, so when Michael reported this, did you talk to Kareem about it? Janet: No, I reported it to Thomas. You know, this is a high-productivity environment. We have to work. We don’t have time for conversations. The expectations are very high. And I don’t know what Kareem was doing but it will not be tolerated here; the focus is on productivity. ER Rep: Can you tell me about your conversation with Thomas about Kareem? Janet: Well, I just reported to him what Michael told me and what I had observed and he said he would monitor Kareem and handle it.

              ER Rep: Ok, so what happened next?

              Janet: I started watching Kareem more closely. I asked him once where he was going when he left his desk and it was not a lunch hour or 15-minute break time. He did not say anything; he just kept walking. I also noticed that Thomas hovered a bit around Kareem’s cube and was observing him as well.

              ER Rep: So when did you and Thomas decide to terminate Kareem for his performance?

              Janet: Well, we really didn’t. Thomas does not really talk to any of us. He is kind of intense and when he makes his mind up about something, we all go along with it. So, Thomas called me into his office and said that he had made the decision to terminate Kareem and he asked me to be there to witness the conversation since I was Kareem’s supervisor.

              ER Rep: What did you say to Thomas?

              Janet: Nothing. You don’t question Thomas; you do what he says. So I stayed and he called Kareem in the office and terminated him. I must admit, I felt bad that this was happening. Maybe if we talked to Kareem, he could have improved… Well, I don’t know.

              ER Rep: Did Kareem say anything?

              Janet: No, he seemed shocked and upset and he got up and left as fast as he could.

              ER Rep: Did you and Thomas talk after Kareem left?

              Janet: No, Thomas just excused me and I went back to work.

              ER Rep: Ok, Janet, thank so much for giving me your account of the situation. Is there anything else that you want to share with me? Anything else you can think of that pertains to Kareem?

              Janet: No, I think that is it. Again, I really need this job, but I think maybe we could handle these things differently. But who am I to say?

              ER Rep: Ok, Janet, is there anyone else who worked closely with Kareem or was friends with Kareem who may be able to help us with investigating his concerns?

              Janet: Well, hmm. I think he was friends with Kathy. She transferred to our center from another one at about the same time Kareem came to work here.

              ER Rep: Ok, thank you. I will be looking into this situation this week and will give you an update by the end of the week. Thank you so much for your time.

              Janet: Ok, thank you.

              Witness Interview 1 Transcript (Michael)

              ER Rep: Hi Michael. How are you today? Michael: Good, thanks. How are you? ER Rep: I am fine; thanks for asking. As we talk today, I will be looking for complete and truthful information and any specific detail you can provide me regarding dates, times, or examples that will help me to better understand the situation. I’ll also be taking notes on my laptop as we talk so that I can accurately record what you are telling me. I wanted to talk to you today about a former coworker of yours, Kareem. Michael: Yeah, I remember Kareem. I haven’t seen him in a while though. ER Rep: Ok, what do you remember about Kareem? Michael: Well, I did not know him well, but he seemed nice enough. ER Rep: Michael, do you have any information about Kareem’s performance or work habits? Michael: I don’t know. He seemed to perform well; I heard him on the phone with customers and he seemed pleasant and he was able to resolve the customer’s issues from what I could tell. ER Rep: Ok, anything else you can share? Michael: Well, yes, I noticed that he left his workstation often. A few times, I saw him in the bathroom when I went in and he was washing his hands and feet. Seemed odd to me but who am I to question someone else’s bathroom habits? ER Rep: Michael, was there anything else you observed? Michael: Well, I also found him in the corner a few times during the day kneeling on a mat with his face down and his forehead resting on the mat and he was talking to himself. ER Rep: Did you know what he was doing? Did you ever ask him about it? Michael: No, I didn’t think it was any of my business. I guess he was doing some form of praying. I don’t know. ER Rep: Michael, did you ever report this to Janet?

              Michael: I did. You know, this is a really tough environment and I work really hard to be successful. You can’t just be leaving your workstation to go to the bathroom and wander around the center. That is just really not cool. And I don’t care why he was doing it, so I felt like I had to tell Janet what I saw. ER Rep: So what exactly did you share with Janet? Michael: I just told her that I saw Kareem on several different occasions sitting on a mat in the corner of the center with his eyes closed and his hands clasped praying. I also told her that I had seen him in different positions and talking to himself on the mat. I told her about seeing him washing his hands and feet in the bathroom as well. I just thought she should know. ER Rep: Thanks, Michael, for your information. Anything else you can think of that I should know about Kareem? Michael: No, I think that is it. ER Rep: Ok, Michael, well if you think of anything else, please let me know. Also, I would ask that you keep this conversation confidential as we are investigating some concerns here at ABC Corporation. Can you commit to this? Michael: Yeah, sure, of course. ER Rep: Thanks again for your time. I appreciate it. Michael: No problem.

              Witness Interview 2 Transcript (Kathy)

              ER Rep: Hi Kathy, how are you today? Kathy: Good, thanks. How are you? ER Rep: I am fine, thanks for asking. I wanted to talk to you today about a former coworker of yours, Kareem. Kathy: Oh yes! I remember Kareem. I miss him. We were friends and then one day he was gone. ER Rep: Ok, as we talk today, I will be looking for complete and truthful information and any specific detail you can provide me regarding dates, times, or examples that will help me to better understand the situation. I’ll also be taking notes on my laptop as we talk so that I can accurately record what you are telling me. Kathy: Um, ok. What is going on? ER Rep: Well, let’s just start at the beginning. What do you remember about Kareem? Kathy: Well, he was very nice. We kind of bonded since we started at about the same time. I transferred from another call center and Kareem asked me for my help quite a bit in the beginning. ER Rep: Kathy, you said Kareem asked you for help. What can you tell me about Kareem’s performance or work habits? Kathy: He really wanted to succeed. He was so hard on himself when he made a mistake. He got the hang of it and then he seemed to perform well. I heard him on the phone with customers and he seemed pleasant. From what he told me, his numbers were good too. ER Rep: Ok, anything else you can share? Kathy: Well, yes, Kareem was very religious. He had to pray five times per day. ER Rep: Ok, can you tell me more? Kathy: Well, from what he told me, he had to leave his workstation often. He would go into the bathroom to wash his hands, arms, face, and feet. Then he would go and pray on a mat. He said it was a way of reminding him of God throughout the day. I thought it was pretty cool. ER Rep: Kathy, was there anything else you observed?

              Kathy: No, but I worried about his religious practice since it took him away from his cubicle quite a bit and I didn’t want him to get into trouble. ER Rep: Did you express your concerns to Kareem? Kathy: Well, in a roundabout kind of way. I told him to be careful because I did not trust the leaders around here. You just never know what might happen. ER Rep: What does that mean? Kathy: It is a really intense environment and employees are expected to be at their cubicles and answering customer calls all day. Productivity standards are really important to Thomas. I have seen people come and go here for the littlest things. ER Rep: Do you have any specific examples? Kathy: No, just what I have heard and sometimes seen. One day you are here and the next you are not. It is ruthless. ER Rep: Thanks Kathy for your information, anything else you can think of that I should know about Kareem? Kathy: No, I think that is it. I miss Kareem and I don’t know why he left, he seemed happy here. ER Rep: Ok, Kathy, well if you think of anything else, please let me know. Also, I would ask that you keep this conversation confidential as we are investigating some concerns here at ABC Corporation. Can you commit to this? Kathy: Oh, yes, of course! ER Rep: Thanks again for your time, I appreciate it.

              Alleged Interview 2 Transcript (Thomas)

              ER Rep: Hi, Thomas. How are you doing today? Thomas: Fine, thank you. What is this meeting all about? I am a busy man and don’t have time for this nonsense. ER Rep: Well, first, let me thank you for taking the time to meet with me today. I appreciate that you are busy but let me assure you this is very important. We need to discuss a situation at ABC Corporation. My role in this situation is to objectively investigate some concerns raised by a former employee. But, before we get into specifics, it’s very important that I gather all sides of the story before making any decisions. Do you have any questions or concerns before we get started? Thomas: No. Let’s just get to it already. ER Rep: Ok, we will. I would appreciate your patience today and we will get through the conversation as quickly as possible. I also want to let you know that I will maintain confidentiality and only discuss this information with those who have a direct need to know. I would also encourage you to keep the contents of this investigation confidential to protect the integrity of the investigation. Do you have any concerns about your ability to keep this confidential? Thomas: Nope, got it. ER Rep: Great. OK. So, as we talk today, I will be looking for complete and truthful information and any specific detail you can provide me would be appreciated. I’ll also be taking notes on my laptop as we talk so that I can accurately record what you are telling me. OK, what can you tell me about former employee Kareem? Thomas: Kareem? I don’t know any Kareem. ER Rep: He was an employee that worked in your call center for about eight months. You terminated him about three weeks ago and he has hired an attorney to potentially sue you for wrongful termination because of religious discrimination. Thomas: What?! Well, that is ridiculous. ER Rep: OK. Well, think about it for a moment. His name is Kareem; I have his personnel file here. What can you tell me about his performance? Thomas: Ah yes, he was the boy we fired for poor performance.

              ER Rep: Yes, that is him. What specifically about his performance? Thomas: Well, Janet, one of the call center supervisors, told me she began to notice that Kareem was missing from his workstation several times a day and his numbers were dropping. ER Rep: Do you know if Janet spoke with Kareem about this? Thomas: No, I don’t know. I trust her to manage her employees appropriately and to my expectation. ER Rep: Ok, so when Janet reported this, did you talk to Kareem about it? Thomas: No, he is Janet’s and she knows what to do. I don’t have time for those types of conversations. I run the best call center in this company and we work hard. We need to do our jobs, work the phones, and get our numbers up. It’s as simple as that. ER Rep: Ok, so did you observe Kareem or look into his performance numbers? Thomas: Well, I decided I would monitor Kareem and check things out. I have no patience for underperformers and my customer service reps need to be at their desks at all times except for designated lunch or break times. ER Rep: What did you discover? Thomas: I started watching Kareem more closely. I hovered a bit around Kareem’s cube and was observing him as well. ER Rep: So when did you decide to terminate Kareem for his performance? Thomas: Well, I saw him leave his workstation several times over the course of the day. And his numbers were dropping. I have no tolerance for this and Kareem knows the expectation. So, I called Janet into my office and said that I had made the decision to terminate Kareem. I asked her to be there to witness the conversation since she was Kareem’s supervisor. ER Rep: Did you ever have a conversation with Janet about why Kareem was leaving his workstation and why his numbers were dropping? Thomas: No, of course not. I could care less. All I care about is the productivity of this center and if I have an employee who is not cutting it, then that employee must go. ER Rep: So what happened next?

              Thomas: We called Kareem into the office and told him he was taking excessive breaks, was not productive because of those breaks, and his numbers were down. ER Rep: Did Kareem say anything? Thomas: No, he did not, so I excused him and he left. ER Rep: Did you and Janet talk after Kareem left? Thomas: No, Janet and I went back to work. ER Rep: Ok, Thomas. Thank you so much for giving me your account of the situation. Is there anything else that you want to share with me? Anything else you can think of that pertains to Kareem? Thomas: No, I think that is it. We have very high standards here and some people can’t hack it. Kareem could not handle the work so we let him go. ER Rep: Ok, I will be looking into this situation this week and will give you an update by the end of the week. Thank you so much for your time. Thomas: Ok.

              • WCM 620 Final Project Case Study
              • Complainant Transcript
              • Alleged Interview 1 Transcript (Janet)
              • Witness Interview 1 Transcript (Michael)
              • Witness Interview 2 Transcript (Kathy)
              • Alleged Interview 2 Transcript (Thomas)
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