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The four-day work week is a scheduling model in which staff work fewer days while keeping the same pay. The understanding is that the company's output will hold steady or even rise. Supporters present it as a well-intentioned arrangement for reducing burnout and rewarding focus rather than long hours.

A growing number of Canadian firms have trialled the idea, yet opinion among managers remains sharply divided. Liam Chen, an operations director at a Calgary logistics company, is unconvinced. "For most teams a shorter week is simply an appealing slogan that collapses on the warehouse floor.

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1The four-day work week is best described as
Aan idea on which managers remain divided.
Ba schedule in which staff keep the same pay for the same hours.
Ca reward for working long hours at a desk.
Da relaxed schedule offered in return for lower pay.
2Liam Chen believes that, in practice, a shorter week often
Araises pay unfairly.
Bimproves quality on the warehouse floor.
Chides work quietly taken home.
Dhas no effect at all.
3Priya Anand suggests that offering a four-day week is usually
Aa sign the company doubts its staff.
Ba signal that the company trusts its staff.
Cthe easier way of pushing people harder.
Da policy she has never seen work.
4According to Anand, the main barrier in many workplaces is
Athe way meetings and reporting are run.
Bthe schedule that staff are asked to follow.
Cthe cost of the policy to the company.
Dthat senior management makes up its mind too quickly.
5Tremblay's advice mainly suggests that employees should
Ademand a four-day week from the start.
Bactively steer their own outcomes.
Cmeasure their work by hours at a desk.
Dask their manager for fewer goals.
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