Health CareHealth CareProvisionProvision

Seminar 3Seminar 3

Types of CareTypes of Care

1.1. PrimaryPrimary

2.2. SecondarySecondary

3.3. TertiaryTertiary

Comparing Care ModelsComparing Care Models

Consult with primary Consult with primary care provider firstcare provider first

Send difficult problems Send difficult problems with secondary or with secondary or tertiarytertiary

BenefitsBenefits Quality of careQuality of care Cost containmentCost containment Public sentimentPublic sentiment

•Primary Care Model

•Specialty Care Model

Comparing Care ModelsComparing Care Models

More dispersed modelMore dispersed model Does not require patient Does not require patient

to consult first with to consult first with primary care providerprimary care provider

Contributed to the rising Contributed to the rising cost of health carecost of health care

•Primary Care Model

•Specialty Care Model

Managed Care ModelManaged Care Model

Health Health organizations organizations control costs by control costs by funneling all funneling all medical necessities medical necessities through the PCPthrough the PCP

Effective Primary Care SystemsEffective Primary Care Systems

AccessibilityAccessibility ContinuityContinuity ComprehensiveneComprehensivene

ssss CoordinationCoordination AccountabilityAccountability

Primary Care Team ApproachPrimary Care Team Approach

Nurse Practitioner

Physicians

Medical Assistant Clinicians

Receptionist

Medical Assistants

Health Educators

Primary Care Team

Disease registriesDisease registriesPerformance feedbackPerformance feedbackCase managementCase managementChronic care visitsChronic care visits

Chronic Care ModelChronic Care Model

Collaborative Care

Primary Care SpecialtiesPrimary Care Specialties

Family PhysiciansFamily Physicians General InternistsGeneral Internists General PediatriciansGeneral Pediatricians

““Non-physician” CliniciansNon-physician” Clinicians

Nurse PractitionersNurse PractitionersPhysician AssistantPhysician Assistant

Access to Health CareAccess to Health Care

•Too few generalists•Lack of health insurance•Maldistribution of PCPs -(HPSAs)

Two-thirds of all HPSAs are

in rural regions *Rural

*Inner City

Strategies to Improve DistributionStrategies to Improve Distribution

National Health Service Corps and Loan National Health Service Corps and Loan Repayment ProgramRepayment Program

GrantsGrants Focused Recruiting of Medical StudentsFocused Recruiting of Medical Students

Introduction to US Health CareIntroduction to US Health Care

Chapter 4Chapter 4

Financing the Financing the U.S. Health U.S. Health Care SystemCare System

Increased Health Care ExpendituresIncreased Health Care Expenditures

Inflation in economyInflation in economy Inflation in medical Inflation in medical

component of component of consumer price consumer price indexindex

Growth of populationGrowth of population Changes in the type Changes in the type

and quality of health and quality of health care servicecare service

Change in Health Care FinancingChange in Health Care Financing

Past: Individual Financing

Present and Future: Employer Financing

Differentiate…Differentiate…

PurchaserPurchaser

Pays for the Pays for the service service (insurance (insurance company or the company or the government)government)

ConsumerConsumer

•Receives the service (patient)

Financing Health CareFinancing Health Care

IndividualsIndividuals GovernmentGovernment Private BusinessesPrivate Businesses

37%

Financing Health CareFinancing Health Care

IndividualsIndividualsGovernmentGovernment Private BusinessesPrivate Businesses

23%

Financing Health CareFinancing Health Care

IndividualsIndividuals GovernmentGovernmentPrivate Private

BusinessesBusinesses29%

Insurance CoverageInsurance Coverage

59.80%14.30%

12.90%

13%

Voluntary HealthInsurance

Medicare

Medicaid

Uninsured

Factors Affecting CoverageFactors Affecting Coverage

AgeAgeRace and EthnicityRace and EthnicityPoverty LevelPoverty LevelResidenceResidence

Predict Coverage

Voluntary Health InsuranceVoluntary Health InsuranceSocial InsuranceSocial InsurancePublic Welfare InsurancePublic Welfare Insurance

Types of Health InsuranceTypes of Health Insurance

•Indemnity Plan•Service Benefit•Managed Care

Categories…

Voluntary Health Insurance (VHI)Voluntary Health Insurance (VHI)

1.1. CommercialCommercial

2.2. BluesBlues

3.3. HMOsHMOs

4.4. Self-fundedSelf-funded

Compare ProgramsCompare Programs

AttributeAttribute MedicareMedicare MedicaidMedicaidPopulation Population

servedserved65 and older65 and olderDisabled (SS)Disabled (SS)Kidney failureKidney failure

Those in need Those in need (state (state determined)determined)

FundingFunding Federal gov’t Federal gov’t (payroll (payroll deductions)deductions)

57% federal, 57% federal, remainder from remainder from statesstates

AdministeredAdministered Managed by Managed by federal gov’tfederal gov’t

Federal gov’ t Federal gov’ t sponsored, sponsored, administered administered by statesby states

*adapted from table 4-5 in text

Independent PracticeIndependent PracticeGroupGroupNetworkNetworkStaffStaffMixedMixed

HMO ModelsHMO Models

PlanningPlanning

Deciding in advance what is to be done in Deciding in advance what is to be done in the futurethe future By whomBy whom HowHow WhereWhere WhenWhen

Determines the framework in which other Determines the framework in which other management functions are to be carried management functions are to be carried outout

Establishes objectives to be achievedEstablishes objectives to be achieved

Strategic PlanningStrategic Planning

Typically conducted by upper Typically conducted by upper management to establish goals for management to establish goals for the entire organizationthe entire organization

Includes establishing and/or Includes establishing and/or confirming the mission of the confirming the mission of the organizationorganization

Includes establishing and/or Includes establishing and/or adjusting the vision of the adjusting the vision of the organizationorganization

Story time-MarketStory time-Market

How do we know we are in the right How do we know we are in the right business\market segment?business\market segment?

Peter DruckerPeter Drucker

Peter Drucker was a prolific strategy Peter Drucker was a prolific strategy theorist, author of dozens of management theorist, author of dozens of management books, with a career spanning five books, with a career spanning five decades. His contributions to strategic decades. His contributions to strategic management were many but two are most management were many but two are most important. Firstly, he stressed the important. Firstly, he stressed the importance of objectives. An organization importance of objectives. An organization without clear objectives is like a ship without clear objectives is like a ship without a rudder. As early as 1954 he was without a rudder. As early as 1954 he was developing a theory of management based developing a theory of management based on objectives.This evolved into his theory on objectives.This evolved into his theory of of management by objectivesmanagement by objectives

Management by Management by ObjectivesObjectives

Motivation – Involving employees in Motivation – Involving employees in the whole process of goal setting and the whole process of goal setting and increasing employee empowerment increasing employee empowerment increases employee job satisfaction increases employee job satisfaction and commitment. and commitment.

Management by Management by ObjectivesObjectives

Better communication and Better communication and Coordination – Frequent reviews and Coordination – Frequent reviews and interactions between superiors and interactions between superiors and subordinates helps to maintain subordinates helps to maintain harmonious relationships within the harmonious relationships within the enterprise and also solve many enterprise and also solve many problems faced during the period. problems faced during the period.

Management by Management by ObjectivesObjectives

Clarity of goals Clarity of goals

Gary Hamel and C. K. PrahaladGary Hamel and C. K. Prahalad

Gary Hamel and C. K. Prahalad declared that Gary Hamel and C. K. Prahalad declared that strategy needs to be more active and strategy needs to be more active and interactive; less “arm-chair planning” was interactive; less “arm-chair planning” was needed. They introduced terms like needed. They introduced terms like strategic strategic intentintent and and strategic architecturestrategic architecture. Their . Their most well known advance was the idea of core most well known advance was the idea of core competency. They showed how important it competency. They showed how important it was to know the one or two key things that was to know the one or two key things that your company does better than the your company does better than the competition. competition.

Tom Peters and Robert WatermanTom Peters and Robert Waterman

In 1982, Tom Peters and Robert Waterman In 1982, Tom Peters and Robert Waterman released a study They looked at 62 companies released a study They looked at 62 companies that they thought were fairly successful. Each that they thought were fairly successful. Each was subject to six performance criteria. To be was subject to six performance criteria. To be classified as an excellent company, it had to be classified as an excellent company, it had to be above the 50th percentile in 4 of the 6 above the 50th percentile in 4 of the 6 performance metrics for 20 consecutive years. performance metrics for 20 consecutive years. Forty-three companies passed the test. They then Forty-three companies passed the test. They then studied these successful companies and studied these successful companies and interviewed key executives. They concluded in interviewed key executives. They concluded in In In Search of ExcellenceSearch of Excellence that there were 8 keys to that there were 8 keys to excellence that were shared by all 43 firms. excellence that were shared by all 43 firms.

A Bias for ActionA Bias for Action

Do it. Try it. Don’t waste time Do it. Try it. Don’t waste time studying it with multiple reports and studying it with multiple reports and committees. committees.

Customer FocusCustomer Focus

Get close to the customer. Know your Get close to the customer. Know your customer. customer.

Entrepreneurship Entrepreneurship

Even big companies act and think Even big companies act and think small by giving people the authority small by giving people the authority to take initiatives. to take initiatives.

Productivity through PeopleProductivity through People

Treat your people with respect and Treat your people with respect and they will reward you with they will reward you with productivity. productivity.

Story Time-GrowthStory Time-Growth

How do we know the growth areas to invest in & loss areas for divesture?

Value Oriented CEOValue Oriented CEO

The CEO should actively propagate The CEO should actively propagate corporate values throughout the corporate values throughout the organization. organization.

Stick to Your Stick to Your KnittingKnitting

Do what you know well. Do what you know well.

Keep Things Simple and LeanKeep Things Simple and Lean

Complexity encourages waste and Complexity encourages waste and confusion. confusion.

Simultaneously centralized and Simultaneously centralized and

decentralizeddecentralized

Have tight centralized control while Have tight centralized control while also allowing maximum individual also allowing maximum individual autonomy. autonomy.

Richard LesterRichard Lester

In 1989 Richard Lester and the In 1989 Richard Lester and the researchers at the MIT Industrial researchers at the MIT Industrial Performance Center identified seven Performance Center identified seven best best practicespractices and concluded that firms must and concluded that firms must accelerate the shift away from the mass accelerate the shift away from the mass production of low cost standardized production of low cost standardized products. The seven areas of best practice products. The seven areas of best practice were: were:

ImprovementImprovement

Simultaneous continuous Simultaneous continuous improvement in cost, quality, improvement in cost, quality, service, and product innovation service, and product innovation

BarriersBarriers

Breaking down organizational Breaking down organizational barriers between departments barriers between departments

No HierarchyNo Hierarchy

Eliminating layers of management Eliminating layers of management creating flatter organizational creating flatter organizational hierarchies. hierarchies.

RelationshipsRelationships

Closer relationships with customers Closer relationships with customers and suppliers and suppliers

TechnologyTechnology

Intelligent use of new technology Intelligent use of new technology

GlobalGlobal

Global focus Global focus

Human ResourcesHuman Resources

Improving human resource skills Improving human resource skills

Story Time-TargetsStory Time-Targets

What are our performance targets? How do you plan to achieve those targets?

ChangeChange

In 1996, (1996) claimed that to In 1996, (1996) claimed that to foster a corporate culture that foster a corporate culture that embraces change, you have to hire embraces change, you have to hire the right people; heretics, heroes, the right people; heretics, heroes, outlaws, and visionaries. outlaws, and visionaries.

ResponsibilityResponsibility

Senge identified five disciplines of a Senge identified five disciplines of a learning organization. They are:learning organization. They are:

Personal responsibility, self reliance, and Personal responsibility, self reliance, and mastery — We accept that we are the mastery — We accept that we are the masters of our own destiny. We make masters of our own destiny. We make decisions and live with the consequences decisions and live with the consequences of them. When a problem needs to be of them. When a problem needs to be fixed, or an opportunity exploited, we take fixed, or an opportunity exploited, we take the initiative to learn the required skills to the initiative to learn the required skills to get it done. get it done.

Mental ModelsMental Models

Mental models — We need to explore Mental models — We need to explore our personal mental models to our personal mental models to understand the subtle effect they understand the subtle effect they have on our behavior. have on our behavior.

Shared VisionShared Vision

Shared vision — The vision of where Shared vision — The vision of where we want to be in the future is we want to be in the future is discussed and communicated to all. discussed and communicated to all. It provides guidance and energy for It provides guidance and energy for the journey ahead. the journey ahead.

Systems ThinkingSystems Thinking

Systems thinking — We look at the Systems thinking — We look at the whole rather than the parts. This is whole rather than the parts. This is what Senge calls the “Fifth what Senge calls the “Fifth discipline”. It is the glue that discipline”. It is the glue that integrates the other four into a integrates the other four into a coherent strategy. coherent strategy.

Story Time-SWOTStory Time-SWOT

How do we determine our SWOTs (strengths, weaknesses, opportunities, threats) compared to our competitors?

MissionMission

DescribesDescribesWhat the organization doesWhat the organization doesThe organization’s purposeThe organization’s purposeWhy the organization existsWhy the organization exists

TimelessTimelessShort and conciseShort and concise

Mission and GoalsMission and Goals

Companies whose employees Companies whose employees understand the mission and goals understand the mission and goals enjoy a 29 percent greater return enjoy a 29 percent greater return than other firms (Watson Wyatt Work than other firms (Watson Wyatt Work Study).Study).

ROIROI

Companies whose employees Companies whose employees understand the mission and goals understand the mission and goals enjoy a 29 percent greater return enjoy a 29 percent greater return than other firms (Watson Wyatt Work than other firms (Watson Wyatt Work Study).Study).

Meaning in WorkMeaning in Work

U.S. workers want their work to make U.S. workers want their work to make a difference, but 75% do not think a difference, but 75% do not think their company's mission statement their company's mission statement has become the way they do has become the way they do business (Workplace 2000 Employee business (Workplace 2000 Employee Insight Survey). Insight Survey).

VisionVision

Describes:Describes:Where the organization hopes to be in X Where the organization hopes to be in X

yearsyearsWhat the organization will be recognized What the organization will be recognized

for in X yearsfor in X yearsIs time-boundIs time-boundIs usually a single statementIs usually a single statement

Vision StatementVision Statement

A vision is a statement about what your A vision is a statement about what your organization wants to become. It should resonate organization wants to become. It should resonate with all members of the organization and help with all members of the organization and help them feel proud, excited, and part of something them feel proud, excited, and part of something much bigger than themselves. A vision should much bigger than themselves. A vision should stretch the organization’s capabilities and image stretch the organization’s capabilities and image of itself. It gives shape and direction to the of itself. It gives shape and direction to the organization’s future. Visions range in length from organization’s future. Visions range in length from a couple of words to several pages. a couple of words to several pages.

Evaluating the EnvironmentEvaluating the Environment

Strategic planning requires management to assess the Strategic planning requires management to assess the environment and how the environment impacts the environment and how the environment impacts the organizationorganization Data collected from within the organizationData collected from within the organization Data collected from outside the organizationData collected from outside the organization

May include regulatory, financial, labor, physical plant, May include regulatory, financial, labor, physical plant, medical staff, etc.medical staff, etc.

Develops actions to respond to environmental issues that Develops actions to respond to environmental issues that affect the organizationaffect the organization

ScanningScanning

Environmental scanning is the acquisition Environmental scanning is the acquisition and use of information about events, and use of information about events, trends, and relationships in an trends, and relationships in an organization's external environment, the organization's external environment, the knowledge of which would assist knowledge of which would assist management in planning the management in planning the organization's future course of action.organization's future course of action.

Why?Why?

Organizations scan the environment in order to Organizations scan the environment in order to understand the external forces of change so that understand the external forces of change so that they may develop effective responses which they may develop effective responses which secure or improve their position in the future. secure or improve their position in the future. They scan in order to avoid surprises, identify They scan in order to avoid surprises, identify threats and opportunities, gain competitive threats and opportunities, gain competitive advantage, and improve long-term and short-advantage, and improve long-term and short-

term planningterm planning

KnowingKnowing

To the extent that an organization's ability to adapt to its To the extent that an organization's ability to adapt to its outside environment is dependent on knowing and outside environment is dependent on knowing and interpreting the external changes that are taking place, interpreting the external changes that are taking place, environmental scanning constitutes a primary mode of environmental scanning constitutes a primary mode of organizational learning. Environmental scanning includes organizational learning. Environmental scanning includes both looking at information (viewing) and looking for both looking at information (viewing) and looking for information (searching). It could range from a casual information (searching). It could range from a casual conversation at the lunch table or a chance observation of conversation at the lunch table or a chance observation of an angry customer, to a formal market research an angry customer, to a formal market research programme or a scenario planning exercise.programme or a scenario planning exercise.

Strategic Planning ComponentsStrategic Planning Components

Strategic Thrusts (Strategies): Strategic Thrusts (Strategies): Selecting those plans that will allow Selecting those plans that will allow the organization to achieve its goals the organization to achieve its goals (Example: To pursue long term care (Example: To pursue long term care services)services)

Goals: Those success factors that Goals: Those success factors that support the strategies chosensupport the strategies chosen(Example: Evaluate options to provide (Example: Evaluate options to provide

SNF care)SNF care)

Strategic ThrustsStrategic Thrusts

Objectives: Targets that allow the organization Objectives: Targets that allow the organization to define how it will achieve the goalsto define how it will achieve the goals(Example: Build a SNF adjacent to the hospital)(Example: Build a SNF adjacent to the hospital)

Action Steps: The specific steps that must be Action Steps: The specific steps that must be taken to achieve the objectivestaken to achieve the objectives(Example: Make offers on adjacent properties, identify (Example: Make offers on adjacent properties, identify

architect to help design facility, create documentation architect to help design facility, create documentation to the state for certificate of need, etc.to the state for certificate of need, etc.

Planning HorizonPlanning Horizon

Long Term:Long Term: >5 years>5 years Intermediate Term:Intermediate Term: 1–5 years1–5 yearsShort Term:Short Term: 1 year1 year

Story Time-ActionStory Time-Action

What are we doing to address each one of the SWOT points?

Supervisory PlanningSupervisory Planning

Involved in establishing the action steps for various Involved in establishing the action steps for various organizational objectivesorganizational objectives

Requires the supervisor to establish a department mission Requires the supervisor to establish a department mission and vision that is consistent with the organization’sand vision that is consistent with the organization’s

Has a short-term focusHas a short-term focus Focus is on day-to-day activitiesFocus is on day-to-day activities

Getting the work doneGetting the work done Developing schedulesDeveloping schedules Initiating process improvementsInitiating process improvements

Value StatementsValue Statements

Amplify the mission by stating what Amplify the mission by stating what is important to the organizationis important to the organizationExample: Hiring only qualified Example: Hiring only qualified

individuals; ensuring a fair and equitable individuals; ensuring a fair and equitable workplace; serving the immediate workplace; serving the immediate community needs firstcommunity needs first

Objectives = Measurable Objectives = Measurable TargetsTargets

Effective Objectives are:Effective Objectives are:S:S: Specific statementsSpecific statementsM:M: Measurable stepsMeasurable stepsA:A: Attainable actionsAttainable actionsR:R: Result-oriented Result-oriented T:T: Time-limited statementsTime-limited statements

Management by ObjectivesManagement by Objectives

Contains elements of planningContains elements of planningCombines planning with participative Combines planning with participative

managementmanagementCollaboratively establishes objectives Collaboratively establishes objectives

for managers with pre-defined for managers with pre-defined rewards for achieving the objectivesrewards for achieving the objectivesDashboards of performanceDashboards of performance

Story Time-MeasureStory Time-Measure

How do we communicate the need to How do we communicate the need to measure our output to employees measure our output to employees without having them think you do without having them think you do care about them?care about them?

ForecastingForecasting

Seeing into the future!Seeing into the future!

Forecasts as the Basis of Forecasts as the Basis of PlanningPlanning

Include data on the general Include data on the general economic, political, labor, and social economic, political, labor, and social climates that affect the healthcare climates that affect the healthcare organization.organization.

Use sources such as published Use sources such as published regulations, trade publications, data regulations, trade publications, data collected internally, and data collected internally, and data published by professional published by professional associations.associations.

Growing & Greying Growing & Greying PopulationPopulation

Growing Population in the United StatesGrowing Population in the United States2000: 281 million2000: 281 million2050: 420 million2050: 420 million2080: 498 million2080: 498 million

Greying Population in the United StatesGreying Population in the United States2005 through 2030: surge of the baby 2005 through 2030: surge of the baby

boomersboomers34.71 million 65+ years old in 200034.71 million 65+ years old in 200061.95 million 65+ years old in 202561.95 million 65+ years old in 2025

Changing DemographicsChanging Demographics

Decline in white population Decline in white population Increase in immigrants and non–Increase in immigrants and non–

English speaking patientsEnglish speaking patientsHealthcare management required to Healthcare management required to

consider service offeringsconsider service offerings

Technology ChangesTechnology Changes

Every level of management mustEvery level of management mustIdentify impacts of technology changesIdentify impacts of technology changesIdentify new technologies available to Identify new technologies available to

make the work easier or more efficientmake the work easier or more efficientPlan for re-education of staffPlan for re-education of staffDetermine how to motivate a staff with Determine how to motivate a staff with

generational diversitygenerational diversityEvaluate need for reorganizationEvaluate need for reorganization

Story Time-RiskStory Time-Risk

How do we determine our key risks? What are the key risks and how do you manage them?

Time Management Time Management TechniquesTechniques

Efficiency!Efficiency!

Making TimeMaking Time

A supervisor’s own time is a resource A supervisor’s own time is a resource for which he/she is responsible.for which he/she is responsible.

The volume of communications has The volume of communications has increased with the use of emails and increased with the use of emails and faxes.faxes.

Supervisors are forced to delegate.Supervisors are forced to delegate.When in doubt, delegate.When in doubt, delegate.

Use of TimeUse of Time

Seven Habits of Seven Habits of Highly Effective Highly Effective PeoplePeople Identifies four ways Identifies four ways

we spend timewe spend timeUrgentUrgentNon-urgentNon-urgent ImportantImportantNot ImportantNot Important

UrgentUrgent Non-Non-urgenturgent

ImportanImportantt

CrisisCrisis PreventiPreventionon

Not Not ImportanImportantt

Inter-Inter-ruptionruption

MailMail

Urgent vs. ImportantUrgent vs. Important

Urgent: “Act on us” (must be done)Urgent: “Act on us” (must be done)Ringing phoneRinging phone

Important: Requires the manager’s Important: Requires the manager’s actions to achieve resultsactions to achieve resultsContributes to mission, values, goals Contributes to mission, values, goals

(should be done)(should be done)Creating the budgetCreating the budget

Managing TimeManaging Time

Use calendars (paper or online)Use calendars (paper or online)Create to-do listsCreate to-do listsMaintain a planning sheetMaintain a planning sheetLeave time for unplanned eventsLeave time for unplanned eventsCan contribute to reducing stressCan contribute to reducing stress

Accounting for Your Accounting for Your TimeTime

Allows one to plan aheadAllows one to plan ahead Allows one to categorize those activities that are Allows one to categorize those activities that are

time wasterstime wasters Eliminate themEliminate them

Identifies time slots that are available for true Identifies time slots that are available for true emergenciesemergencies

Identifies work that could be assigned to othersIdentifies work that could be assigned to others

Time-Use ChartTime-Use Chart

Also known as a time ladderAlso known as a time ladderDetails of what used time at Details of what used time at

designated intervals (1/2 hour)designated intervals (1/2 hour)Permits one to accumulate like Permits one to accumulate like

activitiesactivities

Managerial Time Managerial Time UsesUses

Boss-imposed time: time used to Boss-imposed time: time used to accomplish activities assigned by the accomplish activities assigned by the bossboss

System-imposed time: time used to System-imposed time: time used to support peers or coordinate activities support peers or coordinate activities for the organizationfor the organization

Self-imposed time: time used by an Self-imposed time: time used by an individual to accomplish items he/she individual to accomplish items he/she agrees to doagrees to do

Story Time-TimeStory Time-Time

How do we determine the amount of How do we determine the amount of time in our day to spend on each time in our day to spend on each area of concern?area of concern?

Managerial Time Managerial Time UsesUses

Subordinate-imposed time: time Subordinate-imposed time: time used to address subordinate used to address subordinate concerns or activitiesconcerns or activities

Discretionary time: time left over Discretionary time: time left over after the foregoingafter the foregoing

Employee’s Time UseEmployee’s Time Use

Theory X: Employees do as little as Theory X: Employees do as little as possiblepossibleProject management softwareProject management software

Theory Y: Employees are eager to do Theory Y: Employees are eager to do the right thingthe right thingEstablish fair outputEstablish fair output

Establishing Fair Establishing Fair OutputOutput

Some activities are paced by the Some activities are paced by the employee.employee.

Some activities are paced by others Some activities are paced by others thus affecting the employee’s output.thus affecting the employee’s output.Assembling trays in food serviceAssembling trays in food serviceNumber of operationsNumber of operations

Work SchedulesWork Schedules

Rigid schedules: Set start and stop times, set daysRigid schedules: Set start and stop times, set days Flexible schedules:Flexible schedules:

Flex-time: Permits a window of time to start and stop Flex-time: Permits a window of time to start and stop work on designated dayswork on designated days

Allows employees to tend to personal issuesAllows employees to tend to personal issues Shortened work week: 4–10 or 3–12Shortened work week: 4–10 or 3–12

Fatigue concernFatigue concern

Work SchedulesWork Schedules

Flexible Schedules:Flexible Schedules:Telecommuting: Work at homeTelecommuting: Work at home

Saves travel time/costs; facilitates access to Saves travel time/costs; facilitates access to talenttalent

Requires some structureRequires some structureJob share: More than one individual Job share: More than one individual

shares the same jobshares the same jobPRN: Working as needed by the employer, PRN: Working as needed by the employer,

part-time, on-callpart-time, on-call

Goodbye!Goodbye!

Thanks for attending the seminar!Thanks for attending the seminar!