1. Did Len Fulkner handle the situation with Harry Boecker correctly? Why or why not?

Skyline Machine Shop is a medium-sized firm located in San Jose, California. It employs almost 1,000 workers when business is good. Skyline specializes in doing precision machining on a subcontract basis for several large aerospace companies. Skilled machinists are always in short supply, and therefore command high salaries and generous benefit packages.
Recently, one of the plant foremen, Len Fulkner, paid a visit to Skyline’s HR manager, Jamie Trenton, to discuss a problem at work.
Fulkner: You know, Jamie, I’ve been around the barn a time or two. I’ve seen all kinds of people-type problems over the years. But I guess maybe I’m over the hill—53 is no spring chicken you know! The other day I ran into a situation like I’ve never seen before, and I need your help.
Trenton: What happened Len?
Fulkner: Well, last Thursday one of my best machinists, Harry Boecker, began acting really weird. He seemed to be in a daze, couldn’t seem to concentrate on the part he was milling, and began dropping tools and engineering drawings all over. At first I thought he’d been drinking. But I smelled his breath and couldn’t smell anything. When I asked him what was wrong, he mumbled something about “coke.”
Trenton: What did you do?
Fulkner: I called a taxi and sent him home for the rest of the day. I didn’t know what else to do, but I knew he was a danger to himself and to others, so I had to get him out of the plant. I hope I did the right thing. I’m really worried about the guy, Jamie.
I’d hate to lose a good machinist like that, but I don’t know the first thing about drugs or how to handle workers who have been taking them. Can you help me?
The next day, Trenton had a meeting scheduled with the president of Skyline. She had been thinking for some time about recommending an employee assistance program (EAP) to the president, and her conversation with Fulkner convinced her that now was the appropriate time. Quite a few other firms in the San Jose area had instituted EAPs—
seemingly with some success. However, Trenton knew that Skyline’s president was skeptical of “follow-the-leader” approaches to employee benefits.