The ties are off It wasn't a snap decision. In fact, Reid Johnson had thought about it on and off for the past decade. His home was noisy and busy with four kids, the youngest in primary school and eldest in the final year of high school. Work was busy too. As Telstra's director of customer service, Johnson had nine direct reports and a 250-strong customer service team to manage. An opportunity at work changed everything. Telstra was about to launch a programme giving men the chance to change the way they worked. The programme included working a four-day week and taking Fridays off. Basically, moving from full-time to part-time work. Johnson found that he was now able to take a more active role in parenting and sharing in taking kids to school, sports and social activities. He was able to create more space to support his wife, who was currently studying. Although his boss was a big supporter of the arrangement, Johnson admits there was an undercurrent of resentment in the workplace, the odd joke about men working part-time and the occasional Oh thanks for turning up' comment. He also had to overcome self-doubt, and believe that it was not going to impact his career and that he could make it work. Transitioning was important, so for three months he had someone in his team acting in his role on Fridays who would only ring him when absolutely necessary. Johnson only received four calls in 14 months. (Taken from Nankervis et al 2020, page 196). Task: Drawing cues from the above case study, discuss the benefits and problems flexible work arrangement would have for (a) the organisation, and (b) for the employees