This paper explores the application of genetic fuzzy systems to efficiently generate schedules for a team of part-time student workers at a university. Given the preferred number of working hours and availability of employees, our model generates feasible solutions considering various factors, such as maximum weekly hours, required number of workers on duty, and the preferred number of working hours. The algorithm is trained and tested with availability data collected from students at the University of Cincinnati. The results demonstrate the algorithm's efficiency in producing schedules that meet operational criteria and its robustness in understaffed conditions.

On Linkedin recently I have been seeing a lot of people talking about how we can reduce the number of hours that we work, with the idea being that a reduction of hours and more free time will lead to us being happier and healthier and therefore increasing productivity when we are working. Some of the methods I have seen suggested include things like unlimited paid holiday and flexi-time. Recently at the Labour Party conference, they announced that if elected they would implement a 4 day week. Many project managers I'm sure would appreciate reducing the number of hours worked, and it will no doubt improve our lives away from work. But at the end of the day, we still need to make sure that we deliver the projects to deadline.

When you examine the lives of history's most creative figures, you are immediately confronted with a paradox: They organize their lives around their work, but not their days. Figures as different as Charles Dickens, Henri Poincaré, and Ingmar Bergman, working in disparate fields in different times, all shared a passion for their work, a terrific ambition to succeed, and an almost superhuman capacity to focus. Yet when you look closely at their daily lives, they only spent a few hours a day doing what we would recognize as their most important work. The rest of the time, they were hiking mountains, taking naps, going on walks with friends, or just sitting and thinking. Their creativity and productivity, in other words, were not the result of endless hours of toil. Their towering creative achievements result from modest "working" hours. How did they manage to be so accomplished? Can a generation raised to believe that 80-hour workweeks are necessary for success learn something from the lives of the people who laid the foundations of chaos theory and topology or wrote Great Expectations? If some of history's greatest figures didn't put in immensely long hours, maybe the key to unlocking the secret of their creativity lies in understanding not just how they labored but how they rested, and how the two relate. Let's start by looking at the lives of two figures. They were both very accomplished in their fields.

The company said Thursday its staff pledged to reduce hierarchical practices, unnecessary meetings and excessive working hours in a "Startup Samsung" ceremony held at its headquarters in Suwon, South Korea. Requiring all its executives to sign a statement promising to scrap the company's traditional authoritarian ways. Samsung is searching for new business strategies as a father-to-son leadership transition looms. Lee Jae-yong, 48, is expected to succeed his ailing father, Lee Kun-hee, at a time when Samsung's mainstay semiconductor and phone businesses face intensifying competition from Chinese rivals. Samsung has its eye on expanding into health care and pharmaceuticals, but has lagged Silicon Valley in embracing trends such as autonomous driving and artificial intelligence.