Ricardo Balart, director of the recruiting for Sabena Company, asked four employees to evaluate the effectiveness of its employee orientation program and make recommendations for improvement. Mr. Balart selected members from different departments: Committee chair Bill Jameson, director of the customer service department, Mary Hodge, manager of the accounts receivables department, Maria Diaz, newly hired staff member in the marketing department, and Enza Peroni, payroll clerk. (It just so happened that Ms. Hodge and Mr. Jameson were Baby Boomers, Ms. Diaz was a member of Generation X, and Ms. Peroni was a member of Generation Y.) The committee got off to a rocky start, in part, because members disagreed about where and when to get the work done. Mr. Jameson called for a face-to-face meeting in the conference room and got the following reactions: Ms. Hodge asked for the time and place of the meeting as well as what she should prepare in advance of the meeting. Ms. Diaz and Ms. Peroni were of the same mind, disagreeing with the need to meet face-to-face. Ms. Diaz commented, “It’s difficult to anticipate whether I will be working in the office or from home on a particular day because my child care arrangements are unpredictable.” She went on to say, “Let’s get this done over e-mail.” Mr. Jameson expressed frustration, saying, “the flexible approach to getting the work done is unacceptable! For years, we always completed our committee assignments together in the conference room.” He went a step further by asserting, “Young mothers should never be considered for positions of significant responsibility because they are unreliable and not serious about their work.” Ms. Diaz, visibly upset by Mr. Jameson’s comment, instructed him to review the company’s telecommuting policy. His response was, “That policy does nothing other than permit young employees to work only when they feel like it and for women with children to work less than others. QUESTIONS 1. Do you agree with Mr. Jameson’s approach to addressing situation?