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© 2010 Jones and Bartlett Publishers, LLC
Umiker's Management Skills for the New Health
Care Supervisor, Fifth Edition
Charles McConnell
© 2010 Jones and Bartlett Publishers, LLC
Chapter 37
Time ManagementTime Management
© 2010 Jones and Bartlett Publishers, LLC
Time Management Programs
Time management programs succeed
only if one commits to reaching a
goal and sticks to that commitment.
Experts can tell you how to save time,
but you must supply the necessary
discipline and give up some activities.
© 2010 Jones and Bartlett Publishers, LLC
Time Waster: “Management by Crisis”
Supervisors who practice management
by crisis have major time problems.
They react rather than anticipate and
plan. They spend excess time running
around trying to resolve crises instead
of preventing them.
© 2010 Jones and Bartlett Publishers, LLC
Time Waster: Perfectionism
Perfectionists are not satisfied with
excellence; they strive for
perfection. They check and double-
check everything. They invariably
obtain more data and opinions than
they need.
© 2010 Jones and Bartlett Publishers, LLC
Time Waster: Failure to Delegate
Managers who do not delegate are
always running out of time because
they try to do things that others
could do for them in addition to the
things that only they can do.
© 2010 Jones and Bartlett Publishers, LLC
Time Waster: Passivity
Passive individuals have the same time
problems as those who fail to delegate.
They can’t turn down requests that
consume their time, they struggle to
keep up with their own work while
allowing themselves to constantly
diverted.
© 2010 Jones and Bartlett Publishers, LLC
Your Work Station
The best place to start a time management
program is your personal work area where
you can see results quickly. To avoid
distractions, move your desk so that it
does not face the door, or keep your door
closed. Arrange filing cabinets and other
furnishings to provide ready access to
documents.
© 2010 Jones and Bartlett Publishers, LLC
Paper Flow
Try to handle each incoming item
only once. Practice the 3D idea: Do,
Delegate, or Discard. When you
hesitate to discard, ask yourself
“What is the worst thing that could
happen if I do not have this?”
© 2010 Jones and Bartlett Publishers, LLC
Information Overload
The only sure-fire way to avoid
information overload is to daily
separate the relevant from the non-
relevant, act at once on what
requires action, and do not let the
pile get ahead of you.
© 2010 Jones and Bartlett Publishers, LLC
Planning and Scheduling
Establish goals, priorities,
schedules, and deadlines for all
major undertakings. The more time
you spend preparing for meetings,
the less time is wasted at those
meetings.
© 2010 Jones and Bartlett Publishers, LLC
Use “To-Do” Lists
Enter tasks on a “to-do” list. Number the
actions in order of importance and
urgency, and go to work first on the
most important item. Do not expect to
accomplish everything on your list every
day. Remake or update the list daily.
© 2010 Jones and Bartlett Publishers, LLC
Delegation
The greatest supervisory time saver of
all is delegation. Every hour that
someone else does something that you
previously did is an hour of your time
that is saved. Delegation is
fundamental to any supervisor’s long-
run success.
© 2010 Jones and Bartlett Publishers, LLC
Minimize Procrastination
Use prioritized task lists
Start the day with the high-priority
or unpleasant tasks
Avoid the temptation to stall
Do not get involved with trivia
© 2010 Jones and Bartlett Publishers, LLC
Minimize Procrastination
Block out enough time to complete
time-consuming tasks
Subdivide a large task into smaller
pieces
Convince yourself that what you are
facing truly need doing
Challenge your excuses
© 2010 Jones and Bartlett Publishers, LLC
Minimize Procrastination
Do not reward procrastination. Do
not allow yourself to engage in
pleasant activities while you delay
action.
Set a timer for 5 minutes, and force
yourself to start when it goes off.
© 2010 Jones and Bartlett Publishers, LLC
Principal Times Wasters
Doing things you don’t need to do personally
Inefficient planning, organizing, and
scheduling
Unnecessary or poorly run meetings.
Interruptions, particularly drop-in visitors,
emergencies, telephone calls, etc.
© 2010 Jones and Bartlett Publishers, LLC
Learn to Say “No”
To avoid over-commitment of your
time and other resources, learn to
say “no” diplomatically but
emphatically
© 2010 Jones and Bartlett Publishers, LLC
Visitor Control
Train and empower your staff so
they have less need to consult with
you or to get your permission on
routine matters.
Train your staff to help visitors when
you are not immediately available.
© 2010 Jones and Bartlett Publishers, LLC
Visitor Control
Meet people in their territory rather
than in yours
Shut your door when you really need
privacy
Intercept visitors outside your office.
Once people get into your office,
transaction time increases.
© 2010 Jones and Bartlett Publishers, LLC
Visitor Control
Remain standing and do not invite
the visitor to be seated.
Use verbal and nonverbal language
to signal that you wish to end the
meeting.
© 2010 Jones and Bartlett Publishers, LLC
Group Meetings
Try to limit group meetings to 45
minutes. People start becoming
restless after that. If you must go on
for a longer time, call a short break.
© 2010 Jones and Bartlett Publishers, LLC
Time Poorly Spent
Tolerating abuses of your open-door
policy.
Overuse of memos, reports, and email
messages.
Unnecessary or poorly run meetings.
Lack of assigning and delegating.
Excessive socializing.
© 2010 Jones and Bartlett Publishers, LLC
Time Poorly Spent
Doing other people’s work and solving
their problems.
Accepting unimportant assignments.
Lack of planning, usually resulting in a
management-by-crisis approach.
Inadequate paper flow and storage.
Procrastination, always a thief of time.
© 2010 Jones and Bartlett Publishers, LLC
Forms of “Time Theft”
• Taking unjustified sick days.
• Arriving late or leaving early
• Taking long breaks or extended
meal periods.
• Leaving one’s post for personal
trips
© 2010 Jones and Bartlett Publishers, LLC
Forms of “Time Theft”
• Performing personal tasks on the job
• Socializing excessively
• Interrupting others needlessly
• Wandering about the facility when
supposedly working
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