a. Managers believe that they are controlling their employee's work just by being able to see their bodies, but they aren't controlling their productivity. Rupert, from Rodgers and Associates', proposes something he calls "managing by results," which suggests, "managers need to learn to control the outcome of work as opposed to rigidly controlling where, when and how work gets done" (Capowsky, 1996, p. 15). Managers must learn to accept the idea of flexible work arrangements. Sullivan goes as far to suggest that these arrangements make managers better at their jobs. She says, "The industrial-age management style is based on oversight. The information-age style is based on achievement. Managers are forecasting; they are being proactive rather than reactive" (Capwosky, 1996, pp. 15-16).
             Fallacies about the productivity of employees are customary in many organizations. Managers believe that flexible work options will reduce their employee's output, and cut the company's profits. A recent survey, sponsored by the American Institute of Certified Public Accountants (AICPA), found that CPAs on flex become more efficient with their time and, because they are grateful for the arrangement, work harder (Dreike Almer & Kaplan, 2000). These findings are supported by various comments from CPAs, such as:
             My responsibilities did not decrease. I am allowed to work on a schedule with fewer hours, but there is no coverage for the hours I am not here. People on flexible time at my firm are still expected to do the work of a full-time employee (Dreike Almer & Kaplan, 2000, p. 18).
             Most managers who have implemented any kind of alternative work option say employees will become more responsible and more productive if you give them responsibility for their own performance and productivity (Capowsky, 1996). Other surveys, conducted by several companies after implementing flexible work op...