Emma worked at the same retail store throughout college. She established a reputation for taking initiative, providing excellent customer service, and being a team player. Not only did she pitch in to help other team members with their closing responsibilities, she often agreed to switch days off with co-workers when needed, and stayed late to make sure everything was done if the store was short staffed. During the time that Emma worked as a retail associate, she received glowing reviews. She graduated last May with a degree in merchandising and was promoted to store manager. Feeling confident that she knew the ins and outs of the business, she was excited to start this new role. She knew this role would allow her to gain supervisory experience, as well as professional experience in merchandising, inventory control, and get more involved in the community - all of which would help her build her resume. Now, a year later, Emma is doing well in every area except one - she continues to struggle with managing three employees, in particular. She had always had an exceptional relationship with them prior to her promotion, but as their supervisor, things have changed. They frequently miss work, come in late, and are generally unproductive while there. They treat Emma as a friend and co-worker rather than their supervisor. She feels frustrated with the situation, and is afraid that it is affecting overall morale of other employees. Based on the scenario provided, please answer the following: Your text states that problem solving usually begins with taking either an intuitive or systematic approach. Given the nature of the issue described, which approach would you recommend? Why? The text identifies 5 essential elements used to analyze a problem. Apply these elements to the scenario provided, and describe how Emma can use each of the elements to analyze the problem.