answer the following questions given on this case study

CASE INCIDENT 1 The Pursuit of Happiness: Flexibility The management team at Learner's Edge, an online con- basc increased 20 percent, meetings were reduced by tinuing education company, decided to adopt a ROWE 50 percent, and expenses decreased 12 percent (Wooten (results-only work cnvironment) policy, developed by used the savings to give everyone a raise). Best Buy employees and summarized in its slogan, "Work It scems that cveryone should be happy with this ulti- whenever you want, wherever you want, as long as the work mate degree of job flexibility. Employees worldwide do gets done." Kyle Pederson was one of only three Learner's seem to increasingly value flexible work environments, Edge employees who showed up the first day of the ROWE with roughly two of three workers of all ages wanting to cxperiment. And the second day, and the third. work from home, at least occasionally. However, the ben- "For almost a month, everyonc cleared out," Pederson cfit may not be as great for some people. In a recent study, said. "It was just me, my co-founder and our cxccutive di- 62 percent of respondents believed that GenX individuals rector all wondering, 'What on earth have we donc?" bencfit most from flexibility arrangements, 35 percent be- Clearly, employces were testing the outer limits of work- lieved Gen Y individuals benefit most, and only 3 percent placc flexibility. Thankfully, it paid off. Learner's Edge re- bclicved baby boomers benefit most ported "better work, higher productivity" after the initial Rescarch correlates job satisfaction most strongly with phase of the program. It seems employees knew the ways the nature of the work itself, not the location where it is they work best. In fact, some of Pederson's employees have performed. Thus, while as employees we say we want flex- returned to the office, while others gather at Starbucks or ibility, what actually makes us satisfied is often something over dinner...whatever gets the work done. clse. Then there are the costs of such work arrangeinents. Suntell president and COO, Veronica Wooten, whose Employers such as Yahool's Marissa Mayer have thought risk-management software firm adopted the ROWE pro- that flexible workers become detached from the organi- gram a few years ago, is also a fan of the flexible workplace. zation, communicate less, are less available, and lose the "We made the transition, and started letting go and let- benefits of teamwork. Employees have concerns about ting people make their own decisions," Wooten said. As long periods of working away from the office: Will out of a result of workplace flexibility, the company's customer sight mcan out of mind to their employers? For ROWE or any flexible arrangement to work, organi- Questions zations need to create clear job descriptions, set attainable 3-14. Do you think only certain individuals are attracted goals, and rely on strong metrics to indicate productivity. to flexible work arrangements? Why or why not? Managers need to foster close connections and communi- 3-15. How might flexible work place more pressure on Gite meaningfully to keep flexible workers cngaged in the managers to organize their employees? company, its culture, and its processes. Most importantly, 3-16. How might flexible work affect a company's employees need to get the work donc, no matter where bottom line? and when they do it