Scott is a licensed physical therapist who works for a national rehabilitation company. The rehabilitation facility in which Scott works is located in an urban Southwest city. He has worked at this facility for 4 years and until recently was satisfied with his working environment and the interactions he shared with his coworkers. In addition, Scott received personal fulfillment from helping his patients recover from their disabilities and seeing them return to productive lives. Last year the health system went through reorganization with some new people being brought in and others reassigned. Scottâ€™s new boss, George, was transferred from one of the systemâ€™s Midwest facilities. Almost immediately upon taking his new position, George began finding fault with Scottâ€™s care plans, patient interactions, etc. Scott began feeling as if he couldnâ€™t do anything right. He was experiencing feelings of anxiety, stress, and self-blame. Although his previous performance evaluations had been above average, Scott was shocked by his first performance review under Georgeâ€™s authorityâ€”it was an extremely low rating. Scott began trying to work harder, thinking that by working harder he could exceed Georgeâ€™s expectations. Despite the long hours and addressing Georgeâ€™s critiques, George continued to find fault with Scottâ€™s work. Staff meetings began to be a great source of discomfort and stress because George would belittle Scott and single him out in front of his colleagues. Scott began to feel alienated from his family, friends, and colleagues at work. His eating and sleeping habits were adversely affected as well. Scottâ€™s activities held no joy for him and the career that he had once loved and been respected in became a source of pain and stress. He began to call in sick more often and started visualizing himself confronting and even hurting George, which created even more guilt and anxiety for Scott. As time went on, George encouraged Scottâ€™s coworkers to leave Scott alone to do his work. The perception of the coworkers became more sympathetic to Georgeâ€™s point of view. Scottâ€™s coworkers mused that perhaps Scott really was a poor worker and that George knew better due to his position as the supervisor of the rehabilitation department. Eventually, Scottâ€™s coworkers began to distance themselves from him, in order to protect their own interests. They began to see Scott as a outsider, with whom it was unsafe to associate. In an effort to resolve the situation, Scott spoke to George directly, stating his feelings and expressing an interest in how they might improve the situation. Rather than making the situation better, what George perceived as Scottâ€™s insubordination served to enrage George, and the personal attacks against Scott intensified. Feeling frustrated and helpless, Scott then decided to take his problem to the Human Resources Department (HRD). A human resources manager listened to Scottâ€™s complaints and suggested that Scott return with documented evidence of what Scott perceived to be Georgeâ€™s mistreatment. In an effort to help ease the situation, the HRD manager discussed the issue with George, which only stirred the flames of Georgeâ€™s anger and his negative behavior toward Scott. As a last resort, Scott decided to go to Georgeâ€™s boss, Rebecca. Rebecca met with George to get his side of the story. George portrayed Scott as an unproductive employee with no respect for authority. The result was a strong letter of reprimand in Scottâ€™s file for insubordination. What would you do if you were Scott? Rebecca? Rehabilitation Centerâ€™s CEO? Use specific terminology and concepts from Chapter 3 reading.
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