Accuracy In Representation Of Theory Business Essay - Free Essay Example

Sample details Pages: 5 Words: 1504 Downloads: 8 Date added: 2017/06/26 Category Business Essay Type Narrative essay Did you like this example? It is the number one reason why millionaires and billionaires exist today. It is also to blame for homelessness and the self demise of countless individuals. What could possibly cause someone to suddenly abandon their quest for obscene wealth and take up humanitarian efforts in a third world country? According to Management, motivations can be thought of as the set of forces that energize, direct, and sustain behavior. (p. 240) The human race would have become extinct a long time ago if we did not possess some sort of internal drive to survive, and improve our quality of life. While we may recognize motivation and what spurs us into meaningful action, harnessing it in a way to promote higher levels of productivity is what keeps employers up at night. Satisfying the needs of each individual can work for or against an organization. Its important to understand the internal workings of an organization and how its leaders often struggle with satisfying the needs of each person within the organization. This paper will focus on the most effective motivational theory capable of instilling sustainable prosperity for its employees. iFiction is a business that started publishing electronic books written and marketed exclusively for owners of iPods, iPads, and iPhones. The business started off as a boutique publisher that catered to the socially elite, but later opened up to a more versatile readership of tech mongrels and affluent trend setters. Books and articles were written after requests were received from rich clients, while access to their products and services was viewed as restrictive to most. In an effort to reach a larger market, iFiction lowered the $50,000.00 membership fee by offering a basic membership for a meager one hundred dollars. As iFiction company grew, so did their clientele and respective revenue. Membership had grown tremendously over the following year, but many of the writers began losing interest in producing quality pieces. Inte rpersonal conflicts began to appear, where employees in different departments became increasingly segregated. Productivity spiraled down to an all time low in respect to mediocre content and lethargic workflow. Production had slipped enough for the sales and administrative departments to begin blaming each other for the diminished output. The culture within the business began to deteriorate to the point where drastic measures were taken by iFictions CEO Jose Stevens, when he faked a seizure during the companys televised annual meeting. iFictions spokesperson later claimed that the seizure was caused by a malignant brain tumor with ripple effects slowing production and sales. During the ensuing downtime the organization began to investigate ways to improve efficiency and effectiveness through increased motivation for excellence. A comprehensive incentive plan was introduced and quickly scrapped as decreased or increased compensation did not motivate employees. Duties and positions we re shuffled around as an effort to inject a breath of fresh air into employees who seemed burned out and unwilling to contribute meaningful effort. Specialists, consultants, and celebrities like Oprah were hired to develop a new program that would encourage renewed productivity. Even Steve Jobs had visited the business and contributed his thoughts on improving their productivity. Oddly enough, his assistant was the one who brought up an interesting point that ended up spurring change in the right direction. According to Blumenthals book, Steve Jobs: The Man Who Thought Different, His fathers careful craftsmanship and commitment to the finest details made a deep impressionÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¦ His father also stressed the importance of doing things right (p.9-10). He went on to claim that if quality and pride was not an integral part of their service, they would not sleep well at night. Jobs assistant touched upon the basic principle used in Maslows Hierarchy of Needs. While each department had their own unique level of needs, it become apparent to iFictions senior management their issue was that of professional satisfaction and pride. This seemed to be too simple of a solution and instead a few different theories were applied to the situation with iFiction employees. The equity theory is sometimes ineffective because sources of motivation often focus on the individuals perceptions of how fairly they are treated in relation to others. The direction and persistence of work behavior parallels that of the job function ( Daft, Marcic, 2013, p. 493). The differing perspectives will allow a team to have input from many angles, however the platform for which each employee is working on is not equal to that of others. Equity would be applicable from an administrative level, however the theory loses its effectiveness when crossing from the tasks of an administrator as opposed to those of the production team or a salesperson. Problem solving is easier wi th multiple perspectives, as opposed to attempting to serve all through the same platform. The companys top leaders continued to research many theories, but substantial flaws were identified with the unique scenario in regards to iFiction employees. Herzbergs Two-factor Theory seems to work for some employees, but the hygiene factors and motivators were less applicable to identifying how to more effectively motivate employees. This theory was used to outline improvements but some employees were discouraged with the prospect of increased responsibility and autonomy within the characteristics of the job. If a single department were experiencing problems this theory may be more applicable, but the complexity and depth of the problem at iFiction needed a conceptual solution, one that focuses on the core values behind the needs of each individual. The essence of Maslows need hierarchy theory is that an individual is motivated to satisfy the most basic needs first (such as physiolog ical needs) and then, once those are satisfied, move to the next level (Hitt, Black, Porter, 2012, p. 243). This is entirely true with iFiction, the needs of the production, sales, and administrative employees were being met but the higher order needs presented in Maslows theory were not being addressed. The sales department had achieved massive growth through increased levels of esteem after meeting their basic sales goals. Additional growth was being realized until the production team began to submit low quality work which in turn flooded the companys administrative department. Credit card charge backs, complaint letters, and even litigation resulted from iFicitons decrease in quality. Maslows theory addressed the basic needs at all levels, from physiological to social and eventually self-actualization needs. The beauty of Maslows need hierarchy theory is that it encompasses not only the basic essentials of life, but it also touches upon the needs of employees to feel safe and secure, through acceptance and respect from other people. How can the production team expect to produce quality work unless they are personally fulfilled and are eligible to accomplish meaningful goals? It was necessary to shift the focus back to the skills and talent of each individual in the company. Communication between departments was also necessary, so each employee could showcase their talent and feed off of the success of one another. Once the individual identity of the employee was developed, they would then be able to better contribute to the success of the business. Individual recognition reinforced their accomplishments and self worth, boosting esteem and social status within the company. Improved recognition worked well with the sales force as well, with compensation and respect from colleagues taking the back seat to personal achievements realized through personal development. iFiction began to run more cohesively, with administrative employees working directly wit h production and the sales force, focusing on setting goals that would benefit not only the business, but also the employees. Professional satisfaction began to leave the workplace and infiltrate the personal lives of employees. Employees not only were financially secure, but also began to work on accomplishing industry firsts, such as being the first business to be awarded the Nobel Peace Prize in 2016. iFiction has grown to become the worlds premier authority on well written documentaries, technical books, and social/economic news. The iFiction book titled Fact or iFiction is the worldwide number 2 best seller and is now being taught at most colleges and universities. Not only is iFiction the industry leader in the segments that it serves, it continues to grow through affiliated businesses and business partners who are eager to work with the international powerhouse. Google was once thought of as being the avant-garde and were studied for their success. Now Google is taking not es from iFiction on how to better cater to the needs of the employees while marketing their products and services to the masses. Maslows limitations are now being pushed to the point where the spiritual plane is now being discussed as the final piece necessary to top the pyramid of categories. There is a need for sustaining growth within companies rich with diversity within their workforce. Improved job design through Maslows needs hierarchy has allowed the next level of job fulfillment, one that goes beyond the superficial compensation of dollar bills. Self esteem, respect, belongingness, and self actualization is the currency of todays workforce. iFiction is a perfect example of how enriching the employee experience can prove to be profitable, and fulfilling at all levels. Don’t waste time! Our writers will create an original "Accuracy In Representation Of Theory Business Essay" essay for you Create order

Reflection About Literacy - 1263 Words

The bridge to literacy is paved with the bricks of admonished concepts, and council. Literacy is simply a human invention to communicate with other humans and as such, requires a sherpa (or multiple) to guide the growing writer to a refined level of effective reading and writing. This â€Å"sponsor of literacy† can be found among all readers and writers. They are the individuals who had nurtured growth in education and formed the bricks of your first step towards literacy. Through identifying and studying this process, an individual can proudly take the next step upward towards effective and refined writing. Through pain and agony, I was a very resistant child and most of my reading experiences were forced upon me. I remember having to do a†¦show more content†¦The magazine cover displayed an Egyptian pyramid which instantly captured my imagination and created an insatiable appetite towards ancient structures. I had been so unfamiliar with associating enjoyment and literature that reading the photograph captions felt taboo, as if looking at pornography. I had begun asking my parents for books pertaining to Ancient Egypt for every holiday. I had discovered a bridge between my self interests and my literacy growth. I was so enthralled by such foreign concepts, delivered through academic text, that I had unknowingly begun to take the next step towards self-growth. †¨ I learned that reading did not always have to be a daunting task limited to predetermined texts listed on some scholastic reading list. I realized that I had a profound interest in a specific subject and that reading literature pertaining to that subject was really not that bad. My focus and stamina began to grow, as well as my information retention. It was clear that there was a direct correlation to my personal interest and my reading ability. However, reading literature which was not related to my interests was still very daunting to me. I have found that if I could find som ething in a text to connect with, that my focus becomes a little more productive. †¨ My writing development had also progressed due to this self-growth, although at a slower pace than my reading level. As an adolescent, the majority of my personal writings were graded assignments which wouldShow MoreRelatedReflection About Media Literacy Reflection1416 Words   |  6 PagesMedia Literacy Reflection What was the most useful part of the week for you? Media education is an important aptitude for anybody today, particularly for more youthful ages, who are investing increasingly energy devouring the media. The Kaiser Family Foundation as of late found that people going from 8 to 18 years of age spend a normal of 7 hours and 38 minutes expending media. 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No question was a silly question to encourage my learning. Through the highly motivating and thought provoking sessions in each lesson, there was always some useful idea to ponder and reflect about. The lessons would draw upon real life experiences across multiple disciplines that had application in life. There were multiple tools used in class to facilitate my learning ranging from audio-visuals, group discussions to actual hands on pragmaticRead MoreThe Utilization Of Storytelling As A Pedagogical Strategy1 689 Words   |  7 Pagesfoster language skills and learners’ motivation can be increased by being active learners and developing a constructive approach towards English language learning through taking part in storytelling’s activities. The role of storytelling in early literacy development: The history of storytelling may demonstrate the importance of using stories to educate children as well. Around 1899, storytelling started in the United States’ institutions. 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Organisational Design Free Essays

string(108) " the boundaries between sources of added-value and strategic initiatives of the corporate parent\? † www\." Nine tests of organisation design The weight of research and insight into organisational design is heavy and growing. Michael Goold and Andrew Campbell cut through the complexity and emerge with a new approach to organisation design which includes a rigorous framework for design choices based on nine key tests of organisational effectiveness. Michael Goold is a director of the Ashridge Strategic Management Centre. We will write a custom essay sample on Organisational Design or any similar topic only for you Order Now His research interests are concerned with corporate strategy and the management of multi-business companies, and he runs the Centre’s programme on Group Level Strategy. Product-market strategies What are the factors that should guide the choice of organisation design? There are many managerial rules of thumb about things such as spans of control and reporting relationships. In addition, academics and consultants have produced a huge amount of work on organisation design. But our research told us that managers still lack a practical and systematic framework to guide their organisation choices. An important purpose of our work has been to condense previous ideas on organisation design into a few core principles, on which to base a usable framework. Less an intellectual triumph than a practical checklist for addressing the most important issues, FIGURE 1: FRAMEWORK FOR ORGANISATION DESIGN GOOD DESIGN PRINCIPLES Specialisation principle Email: michael. goold Corporate strategy Co-ordination principle @ashridge. org. uk ORGANISATION DESIGN People Control and commitment principle Knowledge and competence principle Constraints Innovation and adaptation principle 4 DIRECTIONS FIT DRIVERS www. ashridge. com/directions The Ashridge Journal Summer 2002 Ashridge Business School http://www. ashridge. org. uk FIGURE 2: NINE TESTS FOR ORGANISATIONAL DESIGN Product-market strategies GOOD DESIGN TESTS Specialist cultures test Specialisation principle Andrew Campbell is a director of the Ashridge Strategic Management Centre and visiting professor at City University. Previously Redundant hierarchy test Knowledge and competence principle Market advantage test Corporate strategy Difficult links test Co-ordination principle Parenting advantage test ORGANISATION DESIGN People he was a Fellow in the Centre for Business Strategy People test Accountability test Constraints Control and commitment principle t the London Business School, and a consultant at Feasibility test Flexibility test FIT TESTS Innovation and adaptation principle McKinsey Co. Email: andrew. campbell our framework is grounded on some basic principles. The first and most important, the fit principle, embraces four drivers of fit – productmarket strategies, corporate strategies, people and constraints. The other good design p rinciples are the specialisation principle, the co-ordination principle, the knowledge and competence principle, the control and commitment principle, and the innovation and adaptation principle (Figure 1). The principles are broad in nature and not always easy to convert into prescriptive guidance. They are more valuable in orienting managers than in resolving particular organisational dilemmas. However, as we worked with the principles, we found ways to convert them into some practical tests. Perhaps the most important contribution of this lies in the insights and understandings that the tests produce. The tests match the fit drivers and the good design principles. (See Figure 2). @ashridge. org. uk The fit tests One almost universally agreed proposition is that organisations need to be fit for purpose. Strategy, 5 DIRECTIONS www. ashridge. com/directions The Ashridge Journal Summer 2002 Ashridge Business School http://www. ashridge. org. uk Nine tests of organisation design therefore, should be a key driver of organisation design, and we have found it useful to distinguish between product-market strategies and corporatelevel strategy. But strategy is not the only driver of organisational design. At least as important are people. Many authorities counsel against designing an organisation around people, preferring to build around the strategy and change the people if necessary. However, people cannot always be changed and new ones with the required attitudes may be hard to find. So designs should take account of the people available to lead and work in them. Finally, organisation design is subject to various constraints, ranging from laws laid down by governments to organisational capabilities or resources that are deeply embedded. The people test: â€Å"Does the design adequately reflect the motivations, strengths and weaknesses of the available people? † The feasibility test: â€Å"Does the design take account of the constraints that may make the proposal unworkable? The fit tests bring out the most important inputs that should guide organisation design choices. Provided the design has been selected with these inputs in mind, there should be no problem in passing the fit tests. However, organisation design choices are not always so rational. All too often, organisations evolve in ways that are not sufficiently related to the strategy of the compan y, or else pay scant attention to the limitations of managers who will fill key positions. In one company, we were told that the structure had always been primarily driven by the balance of All too often, organisations evolve in ways that are not sufficiently related to the strategy of the company, or else pay scant attention to the limitations of managers who will fill key positions. power between the four barons who ran the main divisions, resulting in business unit groupings that had little to do with the opportunities in the markets being served. Under these circumstances, the organisation will be a barrier to successful strategy implementation and will damage competitiveness. The fit tests ensure that organisations that are evidently not fit for purpose will be exposed, and that more suitable alternatives will be adopted. The good design tests The fit drivers lead to four fit tests: While the four drivers of the fit principle are The market advantage test: â€Å"Does the design allocate sufficient management attention to the operating priorities and intended sources of advantage in each product-market area? † recognised by most managers, we believe the good design principles and tests represent more of an advance. They synthesise the vast quantity of academic research and managerial experience about what makes an organisation work well into The parenting advantage test: â€Å"Does the design allocate sufficient attention to the intended 6 DIRECTIONS few basic tests that should guide any organisation designer. The specialisation principle and co-ordination principle both concern the boundaries between sources of added-value and strategic initiatives of the corporate parent? † www. You read "Organisational Design" in category "Papers" ashridge. com/directions The Ashridge Journal Summer 20 02 Ashridge Business School http://www. ashridge. org. uk units. The specialisation principle states that boundaries should exist to encourage the development of specialist skills, whereas the co-ordination principle emphasises that activities that need to be co-ordinated should be located within the boundaries of a single unit. Although these basic principles are clear, there are unfortunately often trade-offs between specialisation and co-ordination. A broadly-based product structure may give economies in purchasing and manufacturing, but be detrimental to the development of specialist products for particular markets. A disaggregated geographical structure with many local units may support the special skills needed for different regions, but prevent effective co-ordination in product development or IT infrastructure. The difficult organisational problems arise when there are trade-offs between different ways of grouping responsibilities. In order to help with these trade-offs, we have developed two tests, which give more precision to the basic principles and make them more practically useful. business unit, with little or no contact with the rest of the company. Alternatively, instead of setting up a separate unit, it may be possible for the corporate parent to ensure that the specialist culture receives sufficient protection by flexing corporate policies and procedures or by giving it certain powers. The test focuses attention on the dangers of suppressing or damaging activities that fall outside the mainstream corporate culture, dangers which are easy to overlook. The difficult links test recognises that many co-ordination benefits can be achieved through spontaneous networking between units, but that others will be more difficult. For example, best practice sharing can often be left to networking between units, whereas the establishment of common technical standards is unlikely without a corporate policy which makes them mandatory. Organisation designers should focus only on the few co-ordination benefits that will be difficult: where networking will not deliver the benefits. For these difficult links, it is necessary to develop appropriate co-ordination mechanisms or interventions to overcome the difficulty, or to The specialist cultures test: â€Å"Do any ‘specialist cultures’, units with cultures that need to be different from sister units and the layers above, have sufficient protection from the influence of the dominant culture? † readjust the design so that the co-ordination lies within the responsibilities of a single unit. This test makes managers assess which co-ordination benefits will be difficult to achieve if left to the network, and to think through whether and how the difficulty can be overcome. The difficult links test: â€Å"Does the organisation design call for any ‘difficult links’, co-ordination benefits that will be hard to achieve on a networking basis, and does it include ‘solutions’ that will ease the difficulty? † Together, the specialist cultures test and difficult links test give managers a powerful means of assessing the trade-offs between the benefits that can be gained from co-ordination and from specialisation. In the 1980s, IBM decided to set up its PC division as a very separate unit, free from the influence of the IBM corporate culture and The specialist cultures test questions whether the required specialist skills will thrive only if the managers concerned are insulated from the influence of other parts of the organisation. For example, sometimes the best way to develop and market a new product is to set it up as a separate policies. This promoted a specialist PC culture that was highly successful in bringing the new product to market rapidly. Using a similar logic, many commentators argued that, when faced with performance problems in the early 1990s, IBM should break up the whole company into separate, 7 DIRECTIONS www. ashridge. com/directions The Ashridge Journal Summer 2002 Ashridge Business School http://www. ashridge. org. uk Nine tests of organisation design independent units. Lou Gerstner, however, believed that the opportunity for IBM lay in providing integrated customer solutions. He therefore kept the company together. But he recognised that co-ordination between separate product divisions was not proving a satisfactory means of offering integrated solutions, due to conflicting divisional priorities and incompatible technologies. He therefore gave authority to IBM Sales and Distribution division and to a new unit, the Global Services division, to concentrate, respectively, on customer solutions and services, using both IBM and competitor products. These divisions have the power to offer a unified approach to customers and have dealt well with the previously difficult links between IBM divisions. At the same time, Gerstner has encouraged new business activities, such as Business Innovation Services, IBM’s e-business initiative, not to be bound by IBM’s traditional policies nd ways of doing things. IBM’s structure now takes account of both the difficult links and the specialist cultures tests. The difficult links and specialist cultures tests help managers to address the organisation design issues faced by companies such as IBM, where there are evident advantages both from specialisation and co-ordination. The tests identify the real trade-offs between co-ordination and specialisation and h elp managers to find ways of gaining the benefits of co-ordination without undermining the development of specialist skills. The knowledge and competence principle is mainly concerned with delegation. It states that responsibilities should be allocated to the person or team best placed to assemble the relevant knowledge and competence at reasonable cost. The practical test that follows from the principle is: This test is based on the premise that the default option should be to decentralise to operating units, only retaining responsibilities at higher levels if there is a knowledge and competence rationale. As we have argued in previous work, hierarchy can only be justified if it adds some value to the functioning of the organisation. 1 Questions about whether and how the hierarchy adds value have helped numerous companies to sharpen their thinking about the design of their headquarters, group and division levels. The redundant hierarchy test is a way of formalising these questions. The control and commitment principle concerns two challenges that arise in any decentralised organisation: how to maintain appropriate control and how to ensure high levels of motivation. Units should feel strong pressures to self-correct if they are failing to deliver, and parent-level managers to whom the units report should be able to identify problems easily and promptly. This leads to a further test: The accountability test: â€Å"Does the design facilitate the creation of a control process for each unit that is appropriate to the unit’s responsibilities, economical to implement, and motivating for the managers in the unit? † The accountability test focuses managers on the pressures that exist for a unit to self-correct. These depend on the relationships the unit has with ts internal and external customers, the performance measures for the unit, and the unit’s reporting relationship. Market-facing business units with arms-length customer relationships and bottomline performance measures are relatively easy to control and motivate. Corporate functions with no external customers, tied internal relationships and The redundant hierarchy test: â⠂¬Å"Are all levels in the hierarchy and all responsibilities retained by higher levels based on a knowledge and 8 DIRECTIONS subjective performance measures present more accountability problems. In a complex structure, it is all too easy to create a design that looks good on paper, but leaves unit managers de-motivated and unclear about their performance objectives, and competence advantage? † www. ashridge. com/directions The Ashridge Journal Summer 2002 Ashridge Business School http://www. ashridge. org. uk parent managers unable to control those who report to them. The accountability test helps managers design units and establish performance measures that produce effective, low-cost controls that are highly motivating. The innovation and adaptation principle states that structures should be designed to innovate and adapt as uncertainties become clarified and environments change. An organisation design that is perfect for today is of little use if it cannot adapt to cope with the conditions of tomorrow. The principle yields our last test. under-attending to product or from underattending to geography? † Often there is no clear The flexibility test: â€Å"Will the design help the development of new strategies and be flexible enough to adapt to future changes? answer to these trade-offs, but making sure that the question is asked helps managers to find a reasonable balance between competing interests. By pointing out the trade-offs and weak points in a The test recognises that some structures allow for evolution and adaptation, whereas others build in rigidity and power bases that resist change. It ensures that the designer considers the changes which may be needed and whether the design will b e flexible enough to make them. chosen design, the tests help managers to be more thoughtful about problems that may occur and future changes that may be needed. The tests also help managers weigh the advantages and disadvantages of different designs and provide a rigorous analytical structure for making design choices. An organisation design that is perfect for today is of little use if it cannot adapt to cope with the conditions of tomorrow. Using the tests The purpose of the tests is to raise issues. Some can be addressed by refining the structure, by designing process solutions, or by appointing different managers. A key benefit from using the tests comes from the ideas for design improvements that they suggest. For example, a common problem is the creation of a layer of management, say a geographic region or a product group, without specifying what responsibilities should be retained by this layer and why. The redundant hierarchy test helps point out this design weakness, alerting managers to the need either to eliminate the layer or to define the responsibilities, skills, management processes and leadership style that is needed to make the layer a positive influence on performance. Some issues raised by the tests point to unavoidable trade-offs: â€Å"do we lose more from The nine tests are the core around which we have built our new approach to organisation design. This article is drawn from Michael Goold and Andrew Campbell’s new book, Designing Effective Organizations (John Wiley Sons, 2002). REFERENCE 1. Goold, Michael; Campbell, Andrew and Alexander, Marcus. (1994). Corporate-level Strategy, John Wiley Sons and Goold, Michael; Pettifer, David and Young, David, â€Å"Redefining the Corporate Centre† , European Management Journal, February 2001. 9 DIRECTIONS www. ashridge. com/directions The Ashridge Journal Summer 2002 Ashridge Business School http://www. ashridge. org. uk How to cite Organisational Design, Papers

Reform and Development of Health Care Services

Question: Discuss about the Reform and Development of Health Care Services. Answer: Introduction: The two health interventions that the Australian Medicare does not cover are- Medical surgeries for cosmetic reasons which are not clinically important and some dental services Ambulances services (2) The two health care services that have larger than normal co-pay system are: Medicines which are not in the list of Pharmaceutical Benefit Scheme Chronic illness like Chronic Obstructive pulmonary Disease (1) The exclusion criteria for cosmetic surgeries are justified as these are accessed by public for personal pleasure and are not detrimental to health. Such services do not require skilled nursing care and is an essential care option only for rich members of society. However, it is not justified to exclude ambulances services from Medicare. It is an emergency service especially in remote areas where people cannot access medical services quickly (3). The large co-pays are not justified It only adds to economic burden and higher death rate among socioeconomically disadvantaged members of the society. Eventually it may increase the death and disability as observed in countries like China and India (1). Lowering the Medicare reimbursement rate for outpatient care is not appropriate. Since outpatient, care largely includes preventive and diagnostic services; rate fall may affect the long run health of uninsured individuals and its associated costs. The effect is significant in communities, which predominantly contains nonprofit hospitals. On the other hand, in profit hospitals, the share increases for outpatient care provided to the uninsured patients (2). Overall, it leads to public anger and vacuum in provision of health care services. References Eckermann S, Sheridan L. Supporting Medicare Health, Equity and Efficiency in Australia: Policies Undermining Bulk Billing Need to Be Scrapped. Applied Health Economics and Health Policy. 2016 Jul 20:1-4. Hussain R, Maple M, Hunter SV, Mapedzahama V, Reddy P, Hunter S. The Fly-in Fly-out and Drive-in Drive-out model of health care service provision for rural and remote Australia: benefits and disadvantages. Rural and remote health. 2015 Jul 19;15(3068). McCall C. Concerns raised over future of Medicare in Australia. The Lancet. 2016 Jul 23;388(10042):323.