7a. Which management approach is aligned with Octavios implementation of teleworking? a. systematic management

b. human relations

c. systems theory

d. blue ocean strategy

e. bureaucracy

7b. Which management approach fits Melveens treatment of her sales team?

a. human relations

b. blue ocean strategy

c. systems theory

d. systematic management

e. bureaucracy

7c. Which management approach is aligned with Gerquettas approach to implementation of teleworking?

a. human relations

b. blue ocean strategy

c. systems theory

d. systematic management

e. bureaucracy

7d. Which management approach is aligned with Aleksanders implementation of teleworking? a. human relations

b. blue ocean strategy

c. systems theory

d. systematic management

e. bureaucracy

7e. Which management approach views an organization as one system in a series of subsystems and that each subsystem is a component of the whole and thus is interdependent with other subsystems?

a. human relations

b. blue ocean strategy

c. systems theory

d. systematic management

e. bureaucracy

This activity is important because as a manager, you will be leading employees used to learning and working in virtual environments. There has been increased demand for employers to provide tools for employees working from home. Telecommuting increased dramatically in 2020 due to COVID-19 with the number of workers in the bottom income quartile working from home increasing to 40%. The U.S. government began promoting working from home with the Telework Enhancement Act of 2010 , which required federal agencies to develop a telework plan and encourage its use. The goal of this activity is to demonstrate your understanding of how the classical and contemporary approaches to management relate to the increase in teleworking. Review the text material on the classical and contemporary approaches to management, and then read the following short case. When you have finished reading the case, answer the questions that follow. A large Chinese travel agency, Trip.com Group Limited, experienced a 13\% performance improvement among call center employees who were randomly assigned to work from home for nine months. Similarly, positive results were recorded at a large Italian utility in an experiment permitting greater choice in working from home, and its employees reported lower stress and higher life satisfaction. Eager to experience higher productivity and a happier workforce, the CEO of a regional travel agency sent an email to all managers at the corporate headquarters to embrace teleworking. The decisions of several managers follow: Octavio Torres, HR manager in corporate, decides to let anyone on the payroll team telecommute. He has IT install software on their laptops that measures keystrokes, emails sent, and records workers conversations via camera while they work at home. Artificial intelligence software flags suspicious keystrokes and conversations for later review by a manager. Gerquetta Moore, another HR manager in corporate, also decides to let her HR generalists telecommute. She does not use any tracking software to measure productivity but instead holds weekly video calls in which she shares the vision for their department and solicits reports on her team's successes and challenges. Melveen Ozeki's sales team has telecommuted for two years and she focuses on having her team members learn about new markets, and develop skills and experience to diagnosis stagnant markets so team members spend more time on high potential customers and products likely to lead to higher revenues. Aleksander Price, Chief Operating Officer, emphasized a structured, formal network of relationships among specialized positions in an organization and created a team to develop rules and regulations to standardize behavior of telecommuting employees. He believes that authority should reside in the position and not with an individual employee