Respond to two classmates posts with at least 300 words each, APA style, cite all references, NO PLAGIARISM

POST 1:

Acting ethically and responsibly is something that all managers and high level executives should be doing. As stated by Bazerman (2011) “The vast majority of managers mean to run ethical organizations, yet corporate corruption is widespread.” This is true in the example I have chosen for this weeks discussion. FIFA, which is soccer’s international governing body was investigated for institutional corruption, this lead to the arrest of multiple of high level executives and the charging of more. FIFA even though it is not a corporation in the traditional sense, it is still considered a big business.

Some of these executives and managers did not act ethically and according to law, these people were charged with taking bribes and receiving money that totaled over 150 million dollars, these bribes were for endorsements as well as world cup bids. By doing this the reputation of FIFA as the governing body suffered a great hit, more regulations are being enacted and people are labeling them as a corrupt organization. This was a very big case not only because it involves a large worldwide organization but also because it brings into question the integrity of some countries representatives as well as put into question all the decisions made by this organizations, these allegations bring into question the decision of the locations of the two next world cups: Russia and Qatar. There is also claims that these two counties bribed the officials in order to be selected as the headquarters for the next two world cups. As for the people involved, it lead to people being arrested as well as having them be banned for life from having anything to do with FIFA as well as fines being imposed.

If I worked for this organization and I knew the managers and executives were not doing things according to the law or ethically, I would try to inform someone above them in the chain of command and try to inform them of what is going on in their organization, in this case I would have concerns because due to the wide spread or corruption in the organization you can not be sure who is involved and who is not involved. If this did not work, I would try to contact some sort of law enforcement in order to let them know what is going on. By doing this I will have some concerns about my career, being labeled a whistle blower can be something that might stop me from getting a job in the future, also if the managers and executives do not get in trouble or are allowed to keep the position I would most likely lose my job, but I would rather be know as a whistle blower than corrupt.

References:

Bazerman, M.H., & Tenbrusel, A. E. (2011). Ethical breakdowns. Harvard Business Review, 89(4), 58-65

Perez, E., & Prokupecz, S. (2015, December 03). FIFA arrests: U.S. charges 16 FIFA officials. Retrieved October 17, 2017, from http://editions.cnn.com/2015/12/03/sport/fifa-corr…

Rebecca R. Ruiz and Victor Mather. (2015, September 25). The FIFA Scandal: What’s Happened, and What’s to Come. Retrieved October 17, 2017, from https://www.nytimes.com/2015/09/26/sports/the-fifa…

POST 2:

A case I have experienced where the manager did not act ethically was the Director of my department before the previous director. Several years ago, my department had a director that was rough around the edges, not personable, and did the minimal. As time went by our workloads were noticeably increased. Eventually, the workloads began reaching unsafe levels (and we work in a hospital). This was troubling to many of my coworkers, but everyone was afraid of our director and afraid to speak up. I was one of our director’s “favorites”, but I was not going to stand by while workloads increased to unsafe levels. I talked to my coworkers in what little free time we had to build my case. I came in early to talk to night shift, or stayed late to catch them. It soon became clear to me that increased workloads were the least of our problems. One of my coworkers revealed to me that they work more weekends than anyone else – believing it was because they had a formal disagreement with this director several months prior. Another coworker disclosed that if I went back and looked at all the old schedules, almost everyone except this employee had “paid time off” all over the schedules except for this employee because their requests kept getting denied and they believed it was because they, too, had a formal disagreement with this director. This was obvious retaliation, so I built my case. I knew the director was close to our CEO, and I also knew that I was one of her “favorites” and this whistle blowing could lead to trouble for me. Colquitt, et al. define whistle blowing as an ethical behavior “which occurs when former or current employees expose illegal or immoral actions by their organization” (Colquitt, 2013). Having no idea what my whistle blowing would lead to for me or this director, I stuck to my plan. The action I took, since I knew this director was not aligning their actions to the values and policies of the organization (and possibly the law), was the writing of a two-page email to the CEO. I carbon copied the other two officers and the director of human resources on it to ensure it was taken seriously. I mentioned the increased workloads to unsafe levels, and the possible retaliatory actions this director took against two employees. The next day, I was called to the CEO’s office and was questioned with the HR director present. The day after that, our director was suspended for a week while corporate HR flew in from corporate headquarters and interviewed me and other key staff members. A week later, the director was let go. It was a huge relief, but left a void in the department. A coworker and I kept the department afloat until we got a new director.

All these years later, I am pretty sure the increased workloads to unsafe levels was not what got this director in trouble – it was the retaliation. “Research has consistently demonstrated that the desire for retaliation is common upon experiencing an offensive interpersonal encounter, particularly if the encounter threatens one’s self image” (El Kharzazi, Siwatu, & Brooks, 2015). Retaliation is prohibited by law under the Equal Employment Opportunity Act, and includes making work more difficult for employees (U.S. Equal Employment Opportunity Commission, n.d.). Corporate HR may not have found enough evidence for these employees or the company to take legal action against this director, but they must have found enough, per our own policies, to move forward with the termination of this director. The scary part of all this is that if she had not increased our workloads to save a penny and increase her chances of getting her end-of-year bonus, these retaliatory misdeeds may have never been brought to the attention of our CEO.

References

Colquitt, J. L. (2013). Organizational behavior: Improving performance and commitment in the workplace (3rd ed.). New York, NY: McGraw-Hill.

El Kharzazi, R. J., Siwatu, M., & Brooks, D. R. (2015). Retaliation – Making it Personal. Retrieved from U.S. Equal Employment Opportunity Commission: https://www.eeoc.gov/laws/types/retaliation_consid…

U.S. Equal Employment Opportunity Commission. (n.d.). Facts About Retaliation. Retrieved from EEOC.gov: https://www.eeoc.gov/laws/types/facts-retal.cfm

Collaboration is everywhere, especially in the health care industry. It is important to learn how to work and communicate in a collaborative environment. As you progress through your program, you will experience learning teams in your courses. Learning teams provide you with valuable experiences that will prepare you for working collaboratively in the health care industry.

Navigate to the University Library homepage.

Locate the Learning Team Toolkit on the upper right side of the homepage.

Create a 7- to 10-slide Microsoft^® PowerPoint^® presentation that identifies the Learning Team resources provided by the University and the importance of working effectively in a team.

Include the following in your presentation:

Slide One: Title Slide

• Title of presentation
• Your name
• Course abbreviation and course number
• Due date
• Your facilitator’s name

Slide Two: Introduction

• Describe what the Learning Team Toolkit is.
• Provide screenshots of the Learning Team Toolkit.

Slides Three and Four: Review the Learning Team Charter

• Explain the importance of the Learning Team Charter.
  • Why is it created?
  • Why is it important in collaborative environments?
  • How can it be used during team conflicts?
  • Why is it important to communicate with your faculty?

Slides Five and Six: Review the Learning Team Evaluation

• Explain the importance of the Learning Team Evaluation form.
  • Why is it important to rate the members of your team?
  • Why is it important that your faculty know how you would rate your team members?

Slide Seven: Learning Team Toolkit Resources

• Explain the resources available in the Learning Team Toolkit.

Slide Eight: Importance of Team Work

• Explain the importance of team work in education and the workplace.
  • Identify some strategies you would use when working in a team.
  • Identify effective communication you would use when working in a team.

Slide Nine: References

• Cite 3 peer-reviewed, scholarly, or similar references.
• Format your references according to APA guidelines.
• Note: Speaker notes are to be provided for each slide.

The Unit 9 assignment provides you with an opportunity to integrate all of the concepts covered in this class. You will have the opportunity to examine different aspects of family and youth advocacy. The role of an advocate and different fields of advocacy will be explored. Your goal in this assignment is to create a hypothetical case from one of the groups listed below. Once you have created the case, you will examine the issue of need and develop a program to meet the needs of the family or youth in question.

Begin by choosing a population to create a hypothetical case about. The areas you may choose from are; Adoption services, Foster Care services, Juvenile Delinquency services, PDD/Autism services, Substance Abuse services, Educational services, Grief services, or Mental health services. You may choose only 1 of the above groups to base your case on.

Develop a case that includes a general description of the population and a 1-2 page summary of the child or family’s history that needs addressed. The history should address any pertinent information that relates to the need for an advocate. Make sure to take cultural considerations into account. Include the following required case study information in your essay:

• Fictitious Client Name
• Client’s Age, Gender, and Race
• Client’s Family Structure
• Reason for Referral
• Presenting Problems
• History or Episodes of Client Problems

Evaluate the best way to develop advocacy services for your scenario and create a 3-4 page proposal discussing the interventions you want to pioneer. Justify the need and the models or methodologies you are going to employ based on the reading in chapter 1 and/or researching the literature.

Explain any legal and ethical considerations that are relevant to your case and how the program you have designed adheres to those legal and ethical guidelines.

Case #4: Sara

Sara is a 32-year-old G1P1001. She presents to your office for a 6-week postpartum check following a normal vaginal delivery of a healthy baby girl. Sara had an 18-hour labor with Pitocin augmentation and delivered a 7 pound 2 oz. girl with a second degree laceration repaired with sutures. Sara spent 2 days in the hospital and was discharged home with her infant and husband. Over the last few weeks, Sara has called the office multiple times with questions about breastfeeding and her sutures healing. Upon walking into the exam room to see Sara, you see her baby in the stroller crying and Sara sitting on the exam table crying into her hands.

Complete the following chart:

MN577 Unit 9 Pregnancy Case Review Chart

Description of the case chosen:

Make sure to address all sections. Do not leave any section blank.

Include relevant subjective and physical objective findings.

Identify appropriate diagnostic and laboratory testing needed.

List at least three differential diagnoses with rationales for choosing.

Identify usual medications, treatments, or patient education needed.

Determine referrals for collaborative care.

Summarize the case study and include any further research, diagnostics, procedures, or follow-up needed.

Provide evidence-based references.