Law Number 20 of 2003 on the National Education System states that citizens have the right to obtain basic education for children aged seven to fifteen years. In addition, it is also a commitment to the implementation of Grobogan district’s regional regulation No 5 of 2019 on education implementation, especially article 12 related to the obligation of local governments to ensure the implementation of basic education according to their authority. The purpose of this study is to determine the implementation of the basic education management program in Grobogan district; analyze the factors that support and hinder the implementation of the basic education management program in Grobogan district; formulate a model for implementing the basic education management program in Grobogan district. The method used in this research is qualitative. This method was used to analyse the phenomenon of policy implementation of the basic education management program in Grobogan district. The research site was in Grobogan district. The informants are policy actors who know a lot about the basic education program in Grobogan district. The results show that the implementation of the Grobogan district education office’s policy on basic education management consists of three areas, namely (1) equalization and expansion of access to education; (2) improvement of quality, relevance and competitiveness; (3) education governance and accountability. These three areas aim to achieve the national standards of education and the minimum service standards of education.

Since the onset of the COVID-19 pandemic, academic research has primarily focused on the challenges posed by flexible working arrangements. However, there has been a lack of exploration into managers’ intentions to either promote or reject remote work. This paper utilizes a TAM analysis to examine managers’ attitudes and motivations towards implementing telework in a sample of European companies. Our findings reveal that this intention is largely influenced by their perception of its usefulness. Additionally, telework is more likely to be accepted when managerial teams believe that those who hold significance to them also support the implementation of flexible work practices in their companies. Our research contributes to the existing literature by considering the impact of job performance, quality of output, and digital skills on telework adoption. The results confirm that skills related to communication and team building are crucial competencies for successfully implementing telework. The ability of leaders to effectively build, motivate, recognize, and hold accountable teams in virtual environments can make all the difference.