Time Management

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TIME MANAGEMENT : 

TIME MANAGEMENT

Slide 2: 

‘Christmas is almost here again and I still haven’t bought any presents!’ ‘The picnic is on tomorrow and I still have to get the food!’ ‘Our holidays start in two weeks and we haven’t seen them in ages.’

Slide 3: 

‘The project starts tomorrow and we still have to decide on what need to be done first!’ ‘They will be here in twenty minutes and we haven’t started to get ready!’ ‘The game starts in fifteen minutes and we still haven’t decided on our positions!’ ‘They were babies and then all of a sudden they were grown up. What happened to the time?’

Office Timetable : 

Office Timetable 9.00 Official start time 9.30 Arrive at work 9.45 Morning tea 11.00 Start work 11.15 Get ready for lunch 12.00 Lunch 2.45 Restart work 3.00 Afternoon tea 4.00 Prepare to leave 4.30 Leave 5.00 Official finish time

Time : 

Time What is time? Everybody has the same 86400 seconds/day: Why are some people More successful More prosperous than others? Happier

Analyse by: : 

Analyse by: Customer-imposed (external/internal) Sub-ordinate-imposed Boss-imposed Colleague-imposed System-imposed Self-imposed

Analyse by: : 

Analyse by: Admin time (routine) Communication time (giving and receiving) Operational time (“the job”) Supervision time Wasted time Executive time (planning, thinking, exploring, deciding)

“..setting and following a schedule in order to organize and prioritize goals in the context of completing activities of work, family, etc.” : 

“..setting and following a schedule in order to organize and prioritize goals in the context of completing activities of work, family, etc.” What is time management?

Time Management : 

Time Management Time management is the act of controlling relevant events in the most effective way. Time management, or self management, is the act of controlling relevant events by minimizing time and talents to achieve worthwhile goals based on a sound values system.

Importance of Time : 

Importance of Time Time is the limiting factor. The output limits of any process are set by the scarcest resources which is time. Time is also a unique resource. One cannot rent, hire, buy, or otherwise obtain more time. The supply of time is totally inelastic. No matter how high the demand, the supply will not increase.

Importance of Time (contd.) : 

Importance of Time (contd.) There is no price for it and no marginal utility curve for it. Time is totally perishable and cannot be stored. Time is always in exceedingly short supply.

Importance of Time (contd.) : 

Importance of Time (contd.) Time is totally irreplaceable. There is no substitute for time. Everything requires time. It is the one truly universal condition. All work takes place in time and uses up time. Yet most people take for granted this unique, irreplaceable, and necessary resource.

Importance of Time (contd.) : 

Importance of Time (contd.) Man is ill-equipped to manage his time. Even in total darkness, most people retain their sense of space. But even with the lights on, a few hours in a sealed room render most people incapable of estimating how much time has elapsed. If we rely on our memory, therefore, we do not know how time has been spent.

The Ship, the sea and the wind, cont....... : 

The Ship, the sea and the wind, cont....... You have no power over the sea You have no power over the wind Yet, you can still chart your own course and get to the goal And do what it takes to get there............ So having a goal is crucial And focusing on it And doing what it takes to get there!

Uncontrollable Events : 

Uncontrollable Events There are events that are uncontrollable. These are events over which we have literally no control. Examples of events like this are: Weather conditions Acts of God Traffic jams List three more events that are completely beyond your control

Indirectly Controllable Events : 

Indirectly Controllable Events There are events that involve other people’s behaviour. These are events over which we have indirect control. If we are to have some control over events that involve other people’s behaviour we need to influence others. Some examples are: The ringing telephone People coming into your office Absenteeism List three more events that can be controlled by influencing other round us!

Directly Controllable Events : 

Directly Controllable Events There are events that involve our own behaviour. These are events over which have direct control. Examples of events that involve our own behaviour and therefore are controllable are: Getting ready for work on time Doing things when they need to be done Being more assertive List three more events that can be controlled by changing our behaviour!

Slide 22: 

YOU CAN’T CHANGE ANYONE. YOU CAN’T CHANGE YOUR FATHER, YOUR MOTHER, YOUR WIFE, YOUR BROTHER, YOUR SISTER – NOT EVEN YOUR BOSS! CHANGE YOURSELF FIRST!!

Observation : 

Observation If you don’t make your own plans, you become part of other peoples’ plan Which is NEVER in your best interest! A decision not made, is a different decision made If you don’t know where you are going, you are getting nowhere It is very helpful to be clear about your goals

Covey’s Quadrants : 

Crises Pressing problems Deadline-driven projects, meetings, preparations Covey’s Quadrants Urgent Not Urgent Important Not Important Preparations Prevention Values clarification Planning Relationship building True re-creation Employment Interruptions, some phone calls Some mail, some reports Some meetings Many proximate, pressing matters Many popular activities Trivia, busywork Some phone calls Time wasters “Escape” activities Irrelevant mail Excessive TV I II III IV

Things which matter most must never be at the mercy of things which matter leastGoethe : 

Things which matter most must never be at the mercy of things which matter leastGoethe Which quadrant should you avoid? Which quadrant do you like to work in? Analyse activity so far this week

Results of Living in Quadrant I(Urgent/Important) : 

Results of Living in Quadrant I(Urgent/Important) Stress Burnout Crisis Management Always putting out fires

Results of living in Quadrant III(Urgent/Not Important) : 

Results of living in Quadrant III(Urgent/Not Important) Short-term focus Crisis Management Reputation-chameleon character See goals and plans as worthless Feel victimized, out of control Shallow or broken relationships

Results of living inQuadrants III & IV : 

Results of living inQuadrants III & IV Total irresponsibility Fired from jobs Dependent on others or institutions for basics

Results of living in Quadrant II(Not Urgent/Important) : 

Results of living in Quadrant II(Not Urgent/Important) Vision, perspective Balance Discipline Control Few crises

Balance : 

Balance Setting clearly defined goals Achieving goals Understanding your values Being able to retrieve information instantly and accurately Never losing any useful idea Communicating effectively with others.

Planning & Prioritising : 

Planning & Prioritising  

Urgent vs Important : 

Urgent vs Important Non-urgent, not important Ineffectiveput on hold, delegate, ignore Urgent, not important Actiondo now, do quickly Non-urgent, important Planplan, block time Urgent, important Crisisavoid!

Analyse by: : 

Analyse by: Maintenance Crisis Prevention Performance Improvement(better, cheaper, faster) Change Management(new ideas, new services, new products) 1-3 = efficiency, 4 = effectiveness

Slide 37: 

“The more important an item, the less likely it is urgent, and the more urgent an item, the less likely it is important.” Dwight Eisenhower

Time–wasters : 

Time–wasters What are five time–wasters you can identify for yourself at the workplace? What are five time–wasters you can identify for yourself outside the workplace?

Time Wasters : 

Time Wasters not delegating things that should be using poor delegation skills not assessing results . procrastination-putting things off too many meetings ineffective meetings having an unrealistic work plan not understanding your job

Time Wasters (contd..) : 

Time Wasters (contd..) not understanding the task not understanding your role not listening to other people trying to do everything yourself over-planning under-planning doing too many things at once an inability to deal with interruptions not sticking to deadlines

Time Wasters (contd..) : 

Time Wasters (contd..) setting unrealistic deadlines not trusting other people having an unorganised workplace private matters at work not concentrating on results implementing temporary fixes uncontrolled telephone calls lack of morale

Time Wasters (contd..) : 

Time Wasters (contd..) taking inappropriate short cuts not having set priorities stopping other people from work­ing not doing first things first not using a diary effectively using incorrect priorities poor arrangement of appointments inappropriate attention to detail

Time Wasters (contd..) : 

Time Wasters (contd..) socialising too much in the work­place poor communications not completing anything at all avoiding your responsibilities not thinking enough changing plans without notice making too many snap decisions not getting it right first time trying to be involved in everything

Time Wasters (contd..) : 

Time Wasters (contd..) not following through with decisions too many newspapers and magazines trying to please everyone doing too many favours for others not being able to say 'no' watching too much television trying to create impressions

Time Wasters (contd..) : 

Time Wasters (contd..) looking at effort rather than results having untrained staff not keeping appropriate records a feeling of panic too much commuting time lacking motivation doing things too quickly (mistakes) the list goes on, and on . . .

Workaholics : 

Workaholics Never say “No” Never say “Yes” to offers of help Are poor delegators (“no one can do it as well as me”) Have a reputation for delivering - so get more work Don’t value training and development

Smart Goal : 

Smart Goal Specific Measurable Achievable Realistic Time-framed

Questions for you to improve your focus - Work : 

Questions for you to improve your focus - Work What are five things you’re not doing now that, if you did on a regular basis, would make a tremendous positive difference for you at work?

Questions for you to improve your focus - Family : 

What are five things you’re not doing now that, if you did on a regular basis, would make a tremendous positive difference in your personal life? Questions for you to improve your focus - Family

The Clock and the Compass : 

The Clock and the Compass

Daily action list - Preparing : 

Daily action list - Preparing Of my long-range and intermediate high-priority goals, which should I work on today? What will help me reach these long-range and intermediate high-priority goals today? Which projects will give me the highest return on my investment? Is there a deadline to work to? Which project will be the greatest threat to my survival if I don’t do it? Which project will be the greatest threat to my company if I don’t do it?

Cont… : 

Cont… What projects does the boss want me to do? What wasn’t completed yesterday that need to be done today? What do my personal values suggest I should be doing? What does company policy suggest I should be doing? Is there anything else that my yield long-term results? What will happen if I don’t do it?

Daily action list - Prioritising : 

Daily action list - Prioritising What will give the greatest long-run results? Which item will give the highest payoff? On a long-term basis which items will make me feel best to accomplish? Will it help me reach my potential? Does it require other people to assist me? Is it a directive from someone I can’t ignore?

Cont… : 

Cont… Which projects does the boss consider most vital? Is it important to someone I really care about? Will it really matter a year from now? What will happen if I don’t do it at all?

Meetings - chairing : 

Meetings - chairing Do the right people attend? Does this particular meeting need to take place? What’s its objective? By the end of the meeting we would have failed if we haven’t achieved … Consider changing format, layout Prepare and circulate agenda (with timings) Make objective clear Start on time, finish on time Introduce each item clearly for discussion, decision, information, … ? Manage the discussion Clarify outcome at end of item. Is the secretary clear?

Meetings - attending : 

Meetings - attending What’s your role in the meeting? Don’t just sit there, take responsibility, help the chair Set a good example: be prepared don’t be late speak clearly, calmly, positively, constructively Encourage chair to start promptly and end on time Seek clarification Offer to clarify, to summarise

Dealing with the boss : 

Dealing with the boss Be clear about your job role/description Be clear about your main objectives & deliverables Keep your boss informed write reports, be honest If necessary, insist on consistency make notes of meetings, send memos to confirm discussions Help build the team Treat the boss as a human being

Dealing with others : 

Dealing with others Don’t waste time and energy with rows, misunderstandings and bad feeling Be confident, open, non-judgmental (unconditional, positive regard) Seek win:win See opportunities not problems Use shared problem-solving approach Coach students/sub-ordinates/boss

Handling interruptions : 

Handling interruptions “Have you got a minute?”“I can give you 5 minutes now or I can come to see you in about an hour” You can walk away from meetings in someone else’s office. Don’t let phone calls take precedence over meetings Handle emails eg twice, four times a day Have an open/closed door policy Help other’s solve their problems, don’t take them over (“monkeys”)

Handling paperwork : 

Handling paperwork Use central filing system Use in-, pending-, out-trays, bring-forward file One-touch paper system (“red blob”) Use folders/files Handle your reading - chunk or bit by bit

Handling emails : 

Handling emails One-touch emails Prioritise replies Read/reply eg 2-4 times a day (not as ‘phone) Use folders Paper copy for filing? Regularly spring clean Join mailing-lists selectively (“unsubscribe”) Delete junk mail without reading Don’t overload other people’s mailboxes Don’t “flame”

What to delegate : 

What to delegate Delegate when someone can do itbetter, quicker, easier, cheaper (eg if their time costs less) Delegate if its their job Delegate to develop Delegate to help with promotion You can’t delegate responsibility There’s a phrase for letting go of the things you enjoy - its called growing up (Video Arts Disorganised Manager)

How to delegate : 

How to delegate Specify (task, objective, deliverable) Provide information Provide coaching/training Provide support “Keep the door open” Help them to find their own solutions Monitor Reward/praise

Project Management : 

Project Management Project has a start and an end Project has objectives May need resources on a part-time basis Needs careful planning of activities and time Use PERT to look at inter-dependencies and timings Use GANTT chart to plan and plot progress Needs on-going monitoring and negotiation

Who am I? : 

Who am I? I am your constant companion. I am your greatest helper or heaviest burden. I will push you onwards or drag you down to failure. I am completely at your command. Half the things you do you might just as well turn over to me and I will do them quickly and correctly. I am easily managed, you must merely be firm with me. Show me exactly how you want something done and after a few lessons I will do it automatically. I am the servant of all great men and women and, alas, of all failures as well.

Who am I? Cont….. : 

Who am I? Cont….. Those who are great, I have made great. Those who are failures, I have made failures. I am not a machine, though I work with the precision of a machine, plus the intelligence of a person. You may run me for profit or run me for ruin, it makes no difference to me. Take me, train me, be firm with me, and I will place the world at your feet. Be easy with me and it will destroy you. Who am I? I am Habit.

Developing Personal Potential : 

Developing Personal Potential Steven Covey defines a habit as the intersection of knowledge, skill and desire He arranges seven habits along a continuum from dependence to interdependence

Slide 71: 

Public Victory Private Victory Dependence Independence Interdependence Sharpen the Saw Think Win-Win Synergize Seek First to Understand,Then be Understood Begin with the End in Mind Be Proactive Put First Things First The 7 Habits of Highly Effective People

Developing Personal Potential : 

Developing Personal Potential Covey’s first three habits deal with self-reliance and self-mastery. These are private victories; they only involve the follower Habit 1: Be Proactive® Be responsible, don’t blame others Habit 2: Begin With The End In Mind® Start with a clear mental image of your destination Habit 3: Put First Things First® Focus on preserving and enhancing relationships and on accomplishing results

Effective Interdependence : 

Effective Interdependence Habit 4: Think Win-Win® Implies understanding that without cooperation, the organization cannot succeed Habit 5: Seek First To Understand, Then To Be Understood® Requires a nonjudgmental attitude. Emphatic listening gets inside another person’s frame of reference

Effective Interdependence : 

Effective Interdependence Habit 6: Synergize® Synergy is the combined action that occurs when people work together to create new alternatives and solutions. The essence of synergy is to value and respect differences Habit 7: Sharpen The Saw® Process of using and continuously renewing the physical, mental, spiritual, and social aspects of life

Watch : 

Watch Watch your thoughts; they become your words. Watch your words; they become your actions. Watch your actions; they become your habits. Watch your habits; they become your destiny.

Slide 76: 

Sowing and Reaping Sow an act, Reap a habit, Sow a habit, Reap a lifestyle, Sow a lifestyle, Reap a destiny

Confucius : 

Confucius I hear and I forget. I see and I remember I do and I understand

Importance of Time Management Skills : 

Importance of Time Management Skills They help establish a balance between our business, family and social lives. They help to improve quality. They help in the decision-making process. They help to control the information explosion. They help in overcoming procrastination. They improve our leadership and management skills. They help balance the demands placed in us by our customers. They help us to achieve our goals. They help us to become successful.

Planning : 

Planning Planning is to identify future events and bring them into the present so that we can do something about them now. “I can’t get back yesterday and I am not sure of tomorrow. But today is mine, to make it into whatever I want it to be.”

A Simple Time Management Plan : 

A Simple Time Management Plan Get Started "Even if you are on the right track, you'll get run over if you just sit there." - Will Rogers Get into a routine Do not say “yes” to too many things Do not commit yourself to unimportant activities, no matter how far ahead they are Divide large tasks Do not put unneeded effort into a project Set start and stop times Plan your activities

Timetech : 

Timetech T Tell yourself to set priorities I Identify goals, both personal and professional. M Make sure you handle each piece of paper or message only once. E Exercise proper use of a diary T Think to yourself, ‘What’s the most important use of my time right now?’ E Every ‘A’ should be done before the ‘B’s and the ‘C’s. C Challenge what you do; challenge the system. H Help yourself and do it now!

First Generation : 

First Generation Incorporates the use of notes and checklists to make sure things do not get overlooked or forgotten. Second Generation Incorporates the use of desk calendars, wall calendars and diaries to plan today’s events and events in the future

Third Generation : 

Third Generation Puts the first and second generation together and also incorporates the use of priorities, personal values and goals. Fourth Generation Focuses on preserving and improving relationships. It looks at the concept of self-management rather than time management.

Fifth (and final) Generation : 

Fifth (and final) Generation Ties it all together. It recognises that there are things we shouldn’t forget or overlook, that there are reactive tasks that must be dealt with, that there are proactive tasks that must be dealt with, that personal values and goals are important to us, and we do need to be spontaneous.

Rule of 6Ps : 

Rule of 6Ps Proper Prior Planning Prevents Poor Performance

Three kinds of people : 

Three kinds of people There are three kinds of people Those who make things happen, Those who watch things happen, And those who say ‘what happened?’ Which group you do you fall into?

Overview : 

Overview What do you want out of your life? Where do you want to be in 5 years time What do you want/need to achieve in your job? What do you need to achieve by the end of the year? (use appraisal) What do you need to achieve by the end of the month/week/day?

Summary : 

Summary Time IS a Resource Time Management – Priority paradigm When to start?……. NOW! Take one step at a time Keep a positive outlook and look at “failures” as means to success Books on Time Management (Life long learning)

Slide 89: 

Thank you

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