ANGELA MOHONDRO, MAY 4
I don't know if anyone is still reading this however I had something to add about flextime.
MIKE MULDERINK, MAY 6
Pertaining to our class discussion of leaders and managers, it seems that our perceptions play an important role in our definitions.
5-2-96:
I ran across a story of revenge last week, and thought I'd pass it along to the class-- or Tom (if you are the only one reading these now that class is over.
4-29-96:
I work for Westinghouse Hanford Company out in the Programs.
BOBBY FORBES, APRIL 29
Many classes offer reading lists for your added enjoyment. In addition to "Caine Mutiny" may I suggest a video list that offers additional managemet lessons:
STEPHEN KORENKIEWICZ, APRIL 29
I totally agree with the benefits of "flex-time" and my company boasts offering such a benefit.
RAY BAUGHN, APRIL 29
I found it interesting that management from HEAL-INC advised Monica to slow down and not focus so much on release date but rather build interpersonal relationships within the company.
JOSEPH TORELLI, APRIL 28
Managing With Power by Jeffrey Pfeffer, 1992
ANGELA MOHONDO, APRIL 28
I believe that Mike Miller went into his evaluation believing that he was going to resign.
ELVINA JEFFERS, APRIL 27
Some more book suggestions.These are from P.K. Satish(finance):
4-26-96:
Ray:
Battelle was also hesitant about flex time. However, after testing the concept with a few groups, they found the benefits too great to pass up.
CASAUNDRA ROSENKRANZ, APRIL 25
The agency I work for (Washington State Revenue) has a flex-place policy.
4-25-96:
What happens when you take the same situation at Heal Inc. But replace Monica Ashley with David Cutler?
ELVINA JEFFERS, APRIL 25
Here are the reading recommendations so far, still expecting a few more.
BRETT BAUMANN, APRIL 24
In last week's lecture we discussed the need to support one's boss and never discredit him.
RAY BAUGHN, APRIL 24
Some discussion has taken place at the company where I work about such issues as flex-time and I wanted to ask people within the class if their company has such a program and, if so, do they recommend such a program.
KIM VEYS, APRIL 24
With respect to Bobbi Jaramillo's question on how we can obtain loyalty from our bosses...
JOHN PORTER, APRIL 22
I feel that captain Queeg is the person responsble for the Mutiny on the Caine.
JOSEPH TORELLI, APRIL 22
Thirteen rules of Power Tactics by Saul D. Alinsky. Rules for Radicals, 1971.
RAY BAUGHN, APRIL 22
I feel that captain Queeg is the person responsble for the Mutiny on the Caine.
4-22-96:
Credibilty is a very difficulty thing to recreate once it has been broken.
LISA MARTINEZ, APRIL 21
WORKING WITH YOUR BOSS'S BOSS.....
ELVINA JEFFERS, APRIL 20
In response to the "Platinum rule":
ELVINA JEFFERS, APRIL 20
In response to the "Platinum rule":
This is probably breaking the golden rule or platinum rule or some other rule - and I apologize in advance. I am sick to death of the Stephen Covey, Jesus CEO, be all things to all people management BS that is so popular now. I just snapped a synap over the line, "They should be treated how they want to be treated."
As the member of a very small ethnic group, NO ONE in the Pacific-Northwest could ever treat me the way I want (or am accustomed to in my culture) to be treated. And you know what - it's okay - I adjust. It would be ridiculous for me to expect that from a boss, instructor, or colleague. To me, the most important thing about cultural sensitivity is respect. I do agree, treating everyone the same is not the best way to manage. However, taking things to the other extreme is not the answer either.
LISA MARTINEZ, APRIL 21
WORKING WITH YOUR BOSS'S BOSS.....
What are your comments on handling a project for your manager's manager.
Do you take everything to your manager first and have him pass on the information or skip directly to his boss?
I wouldn't want his biased comments on my work as it would impair the nature of the project....
ANGELA MOHONDRO, APRIL 21
Credibilty is a very difficulty thing to recreate once it has been broken. Within our department one member seemed to believe that he was irreplacable. When he first entered the department, he was willing to participate and was fairly suppportive of changes that were occurring.
As time went on, he became more vocal about things that he did not agree with and attempted to convert other staff members to his viewpoint. He began to go to others outside of the department and complain about things that were occurring, such as a change in management. He would also end run items, going to his boss's boss to attempt to make changes. Not only did this ruin the relationship between him and his immediate manager, it also led his manager's boss to question his motives and his values.
This became very difficult in that it was hard to assess whether any of his requests were valid or the motive behind them. Not only did this cause difficulty for his manager but also for other employees who had to deal with him. He seemed to believe that if he were technically competent that he was beyond reprimand and when issues were discussed he became very defensive. Other staff members then also began to have difficulty working with him. Eventually, he chose to resign. In the end, it seems that he chose the best option not only for himself but also for the department because of his decreased credibility.
KIM VEYS, APRIL 24
With respect to Bobbi Jaramillo's question on how we can obtain loyalty from our bosses...
I agree with Bobbi that it begins with demonstrating our loyalty to our boss(es) and the support we give them in carrying out their job responsibilities -- but I think it goes beyond that. It actually starts with effective communication. If your boss can get on the same wave length as you with respect to your aspirations in regards to goals (current job and promotion opportunities) and job design, your boss is better able to understand and assist in improving and enhancing those aspects. It's hard for your boss to specifically know your goals if you don't tell him/her -- and tell him/her again and again. You have to make it part of your routine to continually give your boss feedback and get feedback as to how you perceive things to be going. As a result, you are able to keep your boss involved in support of your position.
JOHN PORTER, APRIL 22
I feel that captain Queeg is the person responsble for the Mutiny on the Caine.
During the trips out to sea, his demeanor would change from the strict disciplinarian to the 'forgive-my-bark' kind of approach. This would happen when he would shout at one of the men and then later call that man to his quarters and tell him to not take it so hard. I would think that confusion would be the result of his, Queeg's, change in bearing. This incident and all those times when he, Queeg, would do 'bone-head' things. Like, running over the tow line when he was yelling at one of the sailors would cause some question as to the captain's ability to lead the ship under fire.
Also, the final straw came when the Caine was overtaken by the typhoon that nearly overturned the ship. When initally asked what to do, Queeg froze and gave no response. It wasn't until Maryk took command that Queeg came out of his 'fog.' Something had to be done, and Maryk did it.
Queeg; guilty of losing control of emotions and, therefore, the ship. Maryk; not guilty of mutiny. That's my verdict.
JOSEPH TORELLI, APRIL 22
Thirteen rules of Power Tactics by Saul D. Alinsky. Rules for Radicals, 1971.
Saul Alinsky wrote Rules for Radicals for the Have-Nots. His message was how to take the power away from those who Have.
Saul discussed how sacrifice and revolution by organizations can seize power and give it to the people. In one chapter, Saul listed thirteen rules of power tactics. Saul defined tactics as doing what you can with the resources you have to take power away from those who have it. I am not recommending anyone to apply these tactics to your organization. The book was interesting and the power tactics caught my attention, so I decided to share them with you.
- Power is not only what you have but what the enemy thinks you have.
- Never go outside the experience of your people. Confusion and fear
result when action is outside the people's experience.
- Wherever possible go outside of the experience of the enemy. You
want to cause confusion, fear, and retreat.
- Make the enemy live up to their own book of rules. Most
organizations cannot live up to their own rules and policies.
- Ridicule is man's most potent weapon. It's almost impossible to
counterattack ridicule. Watch your opponents reaction to ridicule.
- A good tactic is one that your people enjoy. If it's not fun,
don't do it.
- A tactic that drags on too long becomes a drag. Keep it short and
sweet.
- Keep the pressure on. Use different tactics and actions. Utilize
all events of the period for your purpose.
- The threat is usually more terrifying than the thing itself.
- The major premise for tactics is the development of operations
that will maintain a constant pressure upon the opposition.
- If you push a negative hard and deep enough it will break through
into its counterside. Every positive has a negative. Find the
negative.
- The price of a successful attack is a constructive alternative.
You cannot risk being trapped by the enemy.
- Pick a target, freeze it, personalize it, and polarize it.
RAY BAUGHN, APRIL22
I feel that captain Queeg is the person responsble for the Mutiny on the Caine.
During the trips out to sea, his demeanor would change from the strict disciplinarian to the 'forgive-my-bark' kind of approach. This would happen when he would shout at one of the men and then later call that man to his quarters and tell him to not take it so hard. I would think that confusion would be the result of his, Queeg's, change in bearing. This incident and all those times when he, Queeg, would do 'bone-head' things. Like, running over the tow line when he was yelling at one of the sailors would cause some question as to the captain's ability to lead the ship under fire.
Also, the final straw came when the Caine was overtaken by the typhoon that nearly overturned the ship. When initally asked what to do, Queeg froze and gave no response. It wasn't until Maryk took command that Queeg came out of his 'fog.' Something had to be done, and Maryk did it.
Queeg; guilty of losing control of emotions and, therefore, the ship. Maryk; not guilty of mutiny. That's my verdict.
RAY BAUGHN, APRIL 24
Some discussion has taken place at the company where I work about such issues as flex-time and I wanted to ask people within the class if their company has such a program and, if so, do they recommend such a program.
Most managers here at work tend to be against going to a modified work week because they feel that our customers will lose out on support they would otherwise get on a regular work week. Although working only four days and having three day weekends sound nice, I don't know if I could handle working for ten hours in one day.
BRETT BAUMANN, APRIL 24
In last week's lecture we discussed the need to support one's boss and never discredit him. However, what about the case when you are at lunch with your boss's superiors and they are discussing your boss's incompetence? Do you appear loyal and support your boss or do you follow your own feelings and join in? If you join in will it eventually backfire and be perceived as disloyalty or will you appear to be just as perceptive as the bigwigs? Also, if you remain loyal the superior's perceptions of you may be affected as they may believe you don't recognize your boss's faults.
ELVINA JEFFERS, APRIL 25
Here are the reading recommendations so far, still expecting a few more. >From Tom Tripp:
- "Soul of the New Machine" by Tracy Kidder.
Best motivation book ever written. It's the same story as "ShowStopper!" but a more classic and better telling. (I assigned "ShowStopper" instead of "Soul..." because I wanted something more current.)
- "Indecent Exposure" by David McClintock.
Best Power and Politics book ever written. I used to assign it to this class before it went out of press.
- "The Prince" by Machiavelli.
Second best document on power ever written. U.S. Constitution is the best.
- "Rules for Radicals" by Saul Alinsky.
Classic manual for political organization.
- "Hardball" by Chris Matthews.
Best book on interpersonal influence strategies.
- "On a Clear Day You Can See GM" by J. Patrick Wright.
John DeLorean's critical insider's view of the rise and fall of GM, the most evil corporation on the planet. Written before John developed a really bad coke habit.
And from David Lemak:
- "The Principles of Scientific Management" by Frederick W. Taylor.
This is the foundation for much of what we know about
production/operations management, goal setting, MBO, TQM, etc.
- "The Human Problems of an Industrial Civilization" by Elton Mayo.
This is a set of ideas upon which the Human Relations school of thought is based. Mayo did NOT conduct the Hawthorne Experiments. This is what he learned from interviewing workers at Hawthorne.
- "General and Industrial Management" by Henri Fayol.
The first comprehensive theory of management. It is still applicable today.
- "The Functions of the Executive" by Chester Barnard.
I call Barnard a modern day Fayol. A bit of a dry read, but some really great ideas on authority and organizations.
- "Administrative Behavior" by Herbert Simon.
The best book on managerial decision making ever.
- "Organizations in Action" by James D. Thompson.
The bible of contemporary organization theory.
- "Dynamic Administration" by Mary Parker Follett.
The best stuff on participation and leadership I've come across.
By the way, the most recent book here is Simon, written originally in 1947, the next closest is Barnard, 1938! Enjoy, Dr. L
>From Pam Henderson:
Pam is going to be leaving several recommended marketing books on reserve in the library this summer. Her one recommendation if you will not have the opportunity to take an advertising class:
- "The Ad Game: Playing to Win" by C. Robert Cox and Edward J. McGee
published
by Prentice Hall 1990.
JOSHUA PERKINS, APRIL 25,P>
What happens when you take the same situation at Heal Inc. But replace Monica Ashley with David Cutler? Cutler and Ashley have quite a few similarities. Both are technically very competent, both were critical to the projects that they worked on. Neither one of them cared for the political side of their situation. They are both "doers" who negate the importance of the political aspect of the projects they are involved with.
How would Cutler react if put in Monica's situation? Would he have walked Parker and Kane through a few walls? Would his reputation and expert power be great enough to have kept him out of such a conflict or have more success in the conflict? How would Stella and Dorr respond to the actions that a guy like Cutler probably would have taken?
One thing not mentioned in class was the fact that Monica kept her group that she was the lead on out of the political arguments going on. This may have been a good thing regarding the progress the group was making and the moving forward with the project.
Also from the groups point of view, they did not have to deal with this unfavorable situation. But Monica could have used some more support. Having some key group members take a more active role in this conflict could have had some real value. I believe Cutler would have been smart enough to get one of the guys from his group (Perazzoli) involved. I think he would have recognized not only the importance of the situation, but also his own lack of expertise in the political aspect of this situation....then again, maybe not!
Monica should go to work at Microsoft.
ROLANDO LARA, APRIL 26
Ray:
Battelle was also hesitant about flex time. However, after testing the concept with a few groups, they found the benefits too great to pass up. It has given people the freedom to set personal appointments during the day (such as doctor or dentist appointments) for themselves or other family members. Basically, you can use the time however you want.
Among other things, it has allowed staff to be more receptive to their family needs. It has given staff the opportunity to take days off without using vacation time, has helped extend vacation or holiday periods, has allowed staff to make up sick days, and has allowed staff to swith their working schedules during slow winters and fast summers. I know when this plan was implemented, all staff were fired up about it, especially since the new work week begins on Saturdays.
Overall, I have heard that it has reduced sick time and reduced excused paid time for Battelle. This was probably one of their biggest drivers in switching to flex time, along with sending a message of empowerment/accountability and trust to employees at all levels.
It has been a great option, and it is not mandatory. I know that flextime has been great for me, as it continues to help me juggle school. As far as it affecting business needs, people will change. They will come to you when they know you will be around. Just make sure you communicate and let them know what your schedule will be like and for what period of time. You can always make sure someone will be in the office, especially if you work it out with your fellow workers. Hey, back to the ten hour days, if you know your vacation will be extended in Jamaica, Barbados, Bahamas, Hawaii, Mexico or where ever, you will not even feel them!!
Go for the flextime!
CASAUNDRA ROSENKRANZ, APRIL 25
The agency I work for (Washington State Revenue) has a flex-place policy. Besides offering a regular forty hour work week, we can choose to work four ten hour days, or an alternating four nine hour days with eight hours on Friday and the following week working four nine hour days with Friday off. This way, every other weekend is three days.
Flex-time has been a great morale booster in our agency. Supervisors in our agency also work flex schedules. Many supervisors find it highly effective motivation tool, however, there are some supervisors that do not think that such a policy is effective. Since auditors determine their own schedules, and many people we serve do not want to have an auditor at their business on Friday, or any day for that matter, customer service and "coverage" does not become an issue. Where there is a need to work a scheduled day off, it can be easily arranged to take another day if necessary. I also think that such a policy can be arranged to accomodate scheduling. For example, not every one take Friday off, but have some people taking Monday off.
The Department of Revenue has also taken this policy one step further to include flex-place. The agency has allowed us to work out of our homes, traveling only to the office when necessary. This has worked well for some of the more remote areas of Eastern Washington.
ELVINA JEFFERS, APRIL 27
Some more book suggestions.These are from P.K. Satish(finance):
- A Random Walk Down Wall Street by Burton Malkiel
- Liar's Poker by Michael Lewis
- One Up on Wall Street by Peter Lynch
- Corporate Governance by Robert Monks and Nell Minow
- Den of Thieves by James Stewart
- Confessions of a Stockbroker by Andrew Lanyi
- The Alchemy of Finance by George Soros
- Where Are All the Customers' Yachts? by Fred Schwed
- Free to Choose by Milton Friedman
ANGELA MOHONDO, APRIL 28
I believe that Mike Miller went into his evaluation believing that he was going to resign. He had been with the company for approximately six months and was becoming more aware of the manner in which things were accomplished in that work setting. At the beginning, he stated that he would give himself 6 months and then would reconsider if things were not working well. I think he knew that he would not receive a positive review and was attempting to achieve the best outcome. He was aware that severance pay was not available for people who resigned and he may have manipulated the situation so that he was able to make Wynn believe that he had fired him. This allowed him to stay on the payroll for an additional month while he looked for additional employment, which was uncommon at this company according to the reading.
Managing With Power by Jeffrey Pfeffer, 1992
Managing With Power is an excellent book describing power in organizations, sources of power, and strategies and tactics. The following is an abstract from the chapter on managing with power.
Managing with power means to recognize that there are varying interests in every organization. The manager needs to diagnose the political scene and develop an understanding of what is politically important and what are the relevant interests. One must remember that everyone is not going to be the managers friend or always agree with the manager.
The manager must interpret the political points of view of the influential individuals of the firm. Try to understand their political perspective and what they attempt to do. Pfeffer emphasizes that if a manager wants to be successful within the organization, the manager must possess the ability to get along with those who are different from him/her and whom he/she does not necessarily like, and to do what needs to be done.
Managers need to understand that to get things done, managers need power - more power than those who oppose them. Managers must build their power bases and be willing to attain power in what ever way they can get it. Those managers without power will most likely be less effective.
The more that manager understands power, the better off and improved skills the manager will have. The individual needs to comprehend power strategies and power tactics, including the importance of timing. Managers must consider the wide range of approaches to using power and what will most likely be effective.
I found it interesting that management from HEAL-INC advised Monica to slow down and not focus so much on release date but rather build interpersonal relationships within the company. Monica's hard work and intense focus on building a quality product and releasing by the intended date I thought would be pleasing to management. Especially when today's technology is changing so rapidly, it could be death for a company not to get it's product out in the market before a competitor.
Microsoft's management style (I think) would tend to be the norm. That is: develop a product and market that product as quickly as possible. My impression of Microsoft's culture was that much focus was spent on getting the product released, even if they should have spent a little more time working the bugs out. Less emphasis was placed on the interpersonal relationships within the company. Remember the people who would act as 'go betweens' between Dave Cutler and his bosses? Not much interpersonal relationship building was going on there.
I thought this was an interesting contrast in culture between Microsoft and HEAL-INC. not mentionend before in class.
STEPHEN KORENKIEWICZ, APRIL 29
I totally agree with the benefits of "flex-time" and my company boasts offering such a benefit. However, as a result of the inappropriate actions of a select few employees at my company, some supervisors are hesitant to grant flex time. In addition, it seems as if it is a plan reserved more for exempt personnel, rather than non-exempt (hourly) personnel.
When a coworker and I wanted to skip a day of work (the following week) and go skiing, both of us received different privileges with regard to flex time. I am an exempt employee, basically being able to exercise my flex time to accommodate my needs or wants. Since I work some weekends without reimbursement from my company, I have relatively little trouble convincing my manager to concede to my change in schedule, so long as my clients and work do not suffer. My non-exempt coworker, on the other hand, was not granted flex time. He could not even make up the day on a weekend. Unfortunately our ski plans were drastically changed--he did not go! The acting supervisor denied the request on the grounds that my coworker did not allow the minimum thirty days required for vacation request. When confronted with the idea of flex time, again the lack of prior planning was mentioned as the reason for the denial.
The overall result of that misunderstanding with regard to flex time between all employees was that non-exempt employees received more ammunition in their informal battle between themselves and the exempt employees. It seemed to polarize the two groups who became aware of the situation. The exempt employees tried to dismiss this case as being an isolated instance or tried to avoid discussion of it all together, so as to not further broadcast a benefit they receive, while the non-exempt employees do not. The non-exempt employees who have voiced concerns mention that this is just another way in which they are treated unfairly.
After talking to the manager, it is my understanding that he denied the request on the basis of past experiences with his department. He cited a few cases how flex time got out of control: accurate time-keeping could not be administered, some employees would not identify missed working hours until they were discovered, and others were adjusting schedules to the benefit of themselves while the collective work of the group suffered. I believe the above mentioned examples are the result of ineffective management, not a negative aspect of flex time benefits. The manager in question is generally not liked by his subordinates and does not have the experience required to deal with his people on many issues--not just flex time.
Further, I believe flex time is a very rewarding benefit offered to most of the employees where I work. It allows us the freedom to control our lives outside of working hours sometimes within working hours. Discounting emergencies, when else can you get to see a dentist or doctor? Or when else are you required to meet with your child's instructors? Within the normal working hours of a week! My motivation does not suffer when I am allowed to take care of my personal business (on occasion) within my established work time, thereby allowing me to fully concentrate when I am in my office. This is just another way business has changed to accommodate the changing needs of its customers and staff--a benefit to those who exercise it properly.
BOBBY FORBES, APRIL 29
Many classes offer reading lists for your added enjoyment. In addition to "Caine Mutiny" may I suggest a video list that offers additional management lessons:
- "Twelve O'Clock High" with Gregory Peck
- "Away All Boats" with Jeff Chandler,
- "Patton" with George C. Scott,
- "Guns of Navarone" with Gregory Peck,
- "Sink the Bismark" with Kenneth Moore,
- "Missiles of October" with William Devane,
- "Tora, Tora, Tora," and "A Bridge Too Far."
Subordinate dilemmas to upper management styles may be viewed at one's liesure.
I work for Westinghouse Hanford Company out in the Programs. For those familiar with the Hanford Site, this means I work in the middle of the desert, 30 miles from civilization. I wear my suits and heels, and do accounting/budget work in the desert....where is the incentive? There was flex time in the programs for working out on Site. That is what originally attracted me (and many others in my group) to choose a job out on Site rather than in town.
We were allowed the option of 8-9 shifts, which meant working eight 9-hour shifts, one 8-hour (Friday), and having every other Friday off (still a 40 hr. work week!). It was the best reward and best incentive I think WHC could have implemented. BUT....Last summer, DOE received some negative feedback from the community about Hanford "not working becuase we have all these days off," and asked the programs to consider eliminating the flex-time. Of course, the vice president of our program, being the king of politics for his own personal gain, wanted to volunteer our program to be the first to "respond to the community". We lost our flex-time, and went back to regular 8-hour shifts, five days a week.
What he (and DOE) failed to realize was that this 8-9 shift was our incentive to work very hard to get all our work done during the week so we wouldn't have to come out on our day off. It was a GREAT reward and a perfect incentive! Now, absenteeism has increased and people freely schedule appointments during the work week, wasting time for travel (to/from downtown)and appointments. The 8-9 shifts minimized missing work for appointments/personal business because we utilzed that every other Friday wisely. Coverage was never a problem because we had set schedules where half the office had one Friday off and the other half had the next. We don't have the luxury of running our errands during lunch time, and our travel time to appointments is greater than than those located in town - it worked out perfectly. Everyone in my organization was (and still is) bitter that our shift was taken away (talk about demotivation of my group!)
The point is, alternative shifts are a great incentive and can work to benefit the organization and the employees if managed wisely!
DAVID MORGAN, MAY 2
I ran across a story of revenge last week, and thought I'd pass it along to the class-- or Tom (if you are the only one reading these now that class is over.
The computer management consulting company that works with our computers is helping switch the type of network data transfer that we currently use. She was emphasizing the importance of 100% back ups for the next two weeks, and discussed the change of the "SUPERVISOR CODE."
The SUPERVISOR CODE, I discovered could be used as a effectively horrible revenge tool, as she relayed the efforts of a former employee of one of her clients. She had spent the previous 6 1/2 days trying to unlock all of the clients business files. They were locked by a disgruntled employee, who, upon quitting and leaving the state, decided to change the SUPERVISOR CODE therefore locking all of the company's files and data. This move essentially shut the company down during the 6 1/2 days, and was extremely costly to remedy.
Moral of the story: ensure that the people with the SUPERVISOR CODE are extremely satisfied, trusted, and few in number.
MIKE MULDERINK, MAY 6
Pertaining to our class discussion of leaders and managers, it seems that our perceptions play an important role in our definitions. Going back to the football example, a quarterback is viewed as the leader on the offense while the other offensive players manage their posiitions. If everyone is successful, the offense moves towards their goal and scores a touchdown. But what if we view the coach as the leader and all the players as managers? Does the quarterback now become a manager or a manager/leader?
I agree with the others who stated one must be a manager and a leader in order to be effective and move ahead in the corporate steeplechase.
Angela Mohondro, May 4
I don't know if anyone is still reading this however I had something to add about flextime. In my department we are on a forty hour work week. What we have done to increase or maintain motivation was to provide flexible schedules as requested. We are open for 10 hours a day to provide service to people. It was helpful to not only the staff but also our customers for people to be on different shifts. This is usually done on an individual basis depending on the person's job scope. What we have found, is that people are more motivated to complete work when they have some choice and flexibility in their hours. We see people by appointment so that little bit of flexibility seems to be important. This has worked using split shifts, later start hours, and 4-10s. I think that it is something we will continue in the future.
Susan Melchert, Vancouver Information Servies(melchert@vancouver.wsu.edu) Revision Date: April 29, 1996