A study on time management to become a successful manager
CONTENTS Pg. no.
1. Introduction 1-12
2. Categorization 12-13
3. The Management and Related Concepts 14
4. Personal Time Management 15-17
5. Software Applications 17-20
6. Techniques for Setting Priorities 21-24
7. Steps for Time Management 25-29
8. Time Management for Managers 30-36
9. Take Time To Save Time 37-39
10.Time Management and Efficiency 40-42
11.Time Management (Steven Convey’s Style) 43-46
12.The “Five Time Zone” Concept 47-49
13.Overcoming Barriers to Effective Time Management 50-60
14. BIBLIOGRAPHY 61
1) Introduction
“We all have time to either spend or waste and it is our decision what to do with it. But once
passed, it is gone forever”
-Bruce Lee (“Zen in Martial Arts”)
Every individual on earth has the same amount -60 seconds in a minute; 60 minutes in an
hour; 1,440 minutes in a day; and 525,600 minutes in a year. While a vast majority of people
confesses faltering to come to grips with it, extremely few can claim to have made the most
of it. How is it that they have got it all done? It’s because they have managed a way to figure
out how to manage their effectively.
Time management is more than just managing time. It is controlling about the use of the most
valuable – and undervalued – resources. It is managing oneself in a relation to time. It is
setting priorities and taking charge of the situation and time utilization. It means changing
those habits or activities that cause waste of time. It is being willing to adopt habits and
methods to make maximum use of time.
With good time management skills one is in control of one’s time, stress and energy levels.
One can maintain balance b/w one’s work and personal life. One finds enough flexibility to
respond to surprises or new opportunities. It is not how much time has, but rather the way one
uses it. The bottom line is how well one manages time.
Internationally known authority on time management Dr. Alec Mackenzie in his book The
Time Trap argues that the very idea of time management is a misnomer because one really
cannot manage time in the way other resources can be managed: financial capital, physical
capital, human capital, information and time. While each of the first four can be augment,
reduced, transferred or otherwise controlled, Time cannot be manipulated. Dr. Mackenzie
contends that when it comes to time, one can only manage oneself in relation to it. One
cannot control time as one can control other resources –one can only control how one uses it.
In the word in which we live, time cannot be replaced or re-created. It is therefore not for us
to choose whether we spend or save time but to choose only how we spend it.
1.1) Definition
Time management refers to a range of skills, tools, and techniques used to manage time
when accomplishing specific tasks, projects and goals. This set encompasses a wide scope of
activities, and these include planning, allocating, setting goals, delegation, analysis of time
spent, monitoring, organizing, scheduling, and prioritizing. Initially, time management
referred to just business or work activities, but eventually the term broadened to include
personal activities as well. A time management system is a designed combination of
processes, tools, techniques, and methods.
Generally, time management refers to the development of processes and tools that increase
efficiency and productivity.
In business, time management has morphed into everything from methodologies such as
Enterprise Resource Planning through consultant services such as Professional Organizers.
When we think of time management, however, we tend to think of personal time
management, loosely defined as managing our time to waste less time on doing the things we
have to do so we have more time to do the things we want to do.
Therefore, time management is often thought of or presented as a set of time management
skills; the theory is that once we master the time management skills, we'll be more organized,
efficient, and happier.
Personal time management skills include:
goal setting;
planning;
prioritizing;
decision-making;
delegating;
Scheduling.
Many people find that time management tools, such as PIM software and PDAs, help them
manage their time more effectively. For instance, a PDA can make it easier to schedule and
keep track of events and appointments.
Whether you use technological time management tools or plain old pen and paper, however,
the first step in effective time management is analysing how you currently spend your time
and deciding how you want to change how you spend your time.
Examples:
Tina found that learning and applying time management skills made a huge difference to both
her productivity and the way she felt.
1.2) Symptoms of Poor Time Management
Poor time management shows up by way of one or a combination of typical perceptible
symptoms. Managers would do well to look for and reflect on whether they are subject to
any of those symptoms with a view to take necessary corrective actions.
The following are some of the indicators of poor time management:
Constant rushing (e.g. between meetings or tasks)
Frequent delays (e.g. in attending meetings, meeting deadlines)
Low productivity, energy and motivation (e.g. ‘I can’t seem to get worked up about
anything’)’
Frustration (e.g. ‘Oh, things just don’t move ahead)
Impatience (e.g. ‘where the hell is that information I’ve asked him for?’)
Chronic vacillation between alternatives (e.g. ‘whichever option I choose it is going to put
me at a big disadvantage. I don’t know which way to jump’)
Difficulty setting and achieving goals (e.g. ‘I’m not sure what is expected of me’)
1.3) The Eleven Time Thieves
Dr. Donald E. Wetmore ( “Time Thieves: The 11 Biggest Time-wasters Revealed”) lists out
the eleven ‘inconsiderate troupe’ of eleven thieves that gang up to steal some of the precious
time away from productive use of managers.
1. Poor Planning: Failure to see the value of planning and getting impatient to get
something done are the causes of poor planning. Absence of a plan of action is likely to
trigger off a false start, resulting in unproductive time utilization on the critical path of the
task being undertaken. Consequently, the managers might not find enough time for
completing the task.
2. Crisis Management: Most often, crisis management is an offspring of lack of
prioritization of tasks. As a result of the inability to distinguish between the urgent, the
important and the unnecessary tasks, unimportant tasks are likely to get done first at the
cost of important tasks. Consequently, the managers are not likely to find enough time to
get around to the important things.
3. Procrastination: It is easy to put off tasks if they are not due right away. The trouble is,
tasks pile up and can force managers to run into a time crunch later. Procrastination is
generally triggered off by the fear of failure / success, perfectionism, wanting to do it all or
incorrect priorities. It is a virtue to want to do a good job. But some people become so
anxious about getting a job done perfectly that they never complete it. Managers should
examine whether their efforts to get the job done perfectly are really improving things or
preventing them from getting the job done.
4. Interruptions: Interruptions and distractions arise due to lack of planning, poor
concentration and lack of control over environment. They are unnecessary thieves of a
manager’s time and come in many forms – drop-in visitors, telephones, e-mails
unscheduled meetings, poor communications and confused chain of authority etc. Managers
should be less willing to automatically give away their time just because they demand it.
They should learn to avoid distractions if they are to get work done. They should work in
areas where they are less likely to be disturbed and tell people when they are busy and
cannot be disturbed.
5. Not Delegating
Wanting-to-do-all by oneself is yet another thief that could let the
managers lose control. They feel that employees can never do anything as well as they
can. They fear that something will go wrong if someone else takes over a job. They lack
time for long-range planning because they are bogged down in day-to-day operations.
6. Unnecessary Meetings:
If a meeting is held without a specific agenda and nothing
productive comes out of it, clearly that meeting was unnecessary. Obviously, such meetings
are thieves as the time is wasted and things just do not get started.
7. The “shuffling blues”:
Managers often waste much time because of disorganization.
Keeping things that they need in a specific place, eliminating clutter, making sure that they
have all the materials or information that they need before starting on the task and following
a day-planner or schedule will help keep the ‘shuffling blues’ away at the work place.
8. Poor Physical Setup:
Not having the things that the managers need frequently within
easy reach and having a lot of the things that they seldom require close-by results in wastage
of a lot of time, wearing out the carpet, retrieving what they frequently need. And of course,
as they pass others they will often pull them aside to steal some of their time.
9. Poor Networking:
Quality relationships with employees and others can be a substantial
time-saver as they open doors for the managers with all kinds of opportunities. Failing to
develop a good network base will cause them to waste time creating what they might have
had through their network.
10. Bad Attitude:
Nothing sinks a day more effectively than having a poor attitude. It
causes the managers to dwell on the problems and not the solutions and makes it possible
to throw the day away. When they are burdening others with their problems and complaints
they are forfeiting their valuable time.
11. Negative People:
Being surrounded by negative people could mean the managers
are spending a lot of their time listening to them but getting nothing much or purposeful
from them. Obviously, avoiding such people will help the managers to minimize wasted
hours and get some of their productive time back.
1.4) Monochronic and Polychronic Views of Time
Just as a person’s overall personality is made up of and represented by his or her traits, a
person’s time personality is made up of a series of time styles – Monochronic or
Polychronic. It is expected that a person’s awareness of the monochronic/polychronic side of
personal time style affects his or her overall approach to time use, perception of time
pressure and the amounts and order of time spent on tasks. This, in turn, affects his or her
personal efficiency.
Monochronic approach to time management is essentially objective and lays emphasis on
promptness, speed, brevity and punctuality. It is a very efficient and focused way to manage
work and life. Monochronic time managers are those who thrive on detailed planning and
organization. They prefer to focus on one task at a time and they follow a schedule from
which they don’t like to deviate. They tend to get upset by distraction or interruptions are
inclined to put new task s off until a later date when they can be works into the schedule.
Polychronic approach to time management is subjective and lays emphasis on inspiration,
imagination, flexibility, intuition and dedication. Trust, bonding, pleasure and quality of life
influence more strongly the decisions of a person who ‘ticks’ in polychronic time.
Polychronic time managers prefer to have many projects under way simultaneously, enjoy
changing form activity and are unflustered by distractions and interruptions. Unlike their
monochronic counterparts,polychronic managers believe they perform well under pressure
1.6) The Eff words
The three "Eff" words are
Effective – having a definite or desired effect
Efficient – productive with minimum waste or effort
Effortless – seemingly without effort; natural, easy
2) Categorization
Stephen R. Covey has offered a categorization scheme for the hundreds of time management
approaches that they reviewed:
First generation: reminders based on clocks and watches, but with computer
implementation possible; can be used to alert a person when a task is to be done.
Second generation: planning and preparation based on calendar and appointment books;
includes setting goals.
Third generation: planning, prioritizing, controlling (using a personal organizer, other
paper-based objects, or computer or PDA-based systems) activities on a daily basis. This
approach implies spending some time in clarifying values and priorities.
Fourth generation: being efficient and proactive using any of the above tools; places goals
and roles as the controlling element of the system and favours importance over urgency.
Time management literature can be paraphrased as follows:
"Get Organized" - paperwork and task triage
"Protect Your Time" - insulate, isolate, delegate
"Set gravitational goals" - that attract actions automatically
"Achieve through Goal management Goal Focus" - motivational emphasis
"Work in Priority Order" - set goals and prioritize
"Use Magical Tools to Get More Out of Your Time" - depends on when written
"Master the Skills of Time Management"
"Go with the Flow" - natural rhythms, Eastern philosophy
"Recover from Bad Time Habits" - recovery from underlying psychological problems,
e.g. procrastination
In recent years, several authors have discussed time management as applied to the issue of
digital information overload, in particular, Tim Ferriss with "The 4 hour workweek",[3] and
Stefania Lucchetti with "The Principle of Relevance"
3) Time Management and Related Concepts
Time management has been considered as subsets of different concepts such as:
Project management . Time Management can be considered as a project management
subset and is more commonly known as project planning and project scheduling. Time
Management has also been identified as one of the core functions identified in project
management.
Attention management : Attention Management relates to the management
of cognitive resources, and in particular the time that humans allocate their mind (and
organizations the minds of their employees) to conduct some activities.
Personal knowledge management : see below (Personal time management).
3.1) Conceptual Effect on Labour
Professor Stephen Smith, of BYUI, is among recent sociologists that have shown that the way
workers view time is connected to social issues such as the institution of family, gender roles,
and the amount of labour by the individual.
4) Personal Time Management
Time management strategies are often associated with the recommendation to set personal
goals. These goals are recorded and may be broken down into a project, an action plan, or a
simple task list. For individual tasks or for goals, an importance rating may be established,
deadlines may be set, and priorities assigned. This process results in a plan with a task list or
a schedule or calendar of activities. Authors may recommend a daily, weekly, monthly or
other planning periods associated with different scope of planning or review. This is done in
various ways, as follows.
4.1) Task list
A task list (also to-do list or things-to-do) is a list of tasks to be completed, such as chores or
steps toward completing a project. It is an inventory tool which serves as an alternative or
supplement to memory.
Task lists are used in self-management, grocery lists, business management, project
management, and software development. It may involve more than one list.
When one of the items on a task list is accomplished, the task is checked or crossed off. The
traditional method is to write these on a piece of paper with a pen or pencil, usually on a note
pad or clip-board.
Writer Julie Morgenstern suggests "do's and don'ts" of time management that include:
Map out everything that is important, by making a task list
Create "an oasis of time" for one to control
Say "No"
Set priorities
Don't drop everything
Don't think a critical task will get done in spare time.
Numerous digital equivalents are now available, including PIM (Personal information
management) applications and most PDAs. There are also several web-based task list
applications, many of which are free.
4.2) Task list organization
Task lists are often tiered. The simplest tiered system includes a general to-do list (or task-
holding file) to record all the tasks the person needs to accomplish, and a daily to-do list
which is created each day by transferring tasks from the general to-do list.
Task lists are often prioritized:
An early advocate of "ABC" prioritization was Alan Lakein. In his system "A" items
were the most important ("A-1" the most important within that group), "B" next most
important, "C" least important.
A particular method of applying the ABC method assigns "A" to tasks to be done within
a day, "B" a week, and "C" a month.
To prioritize a daily task list, one either records the tasks in the order of highest priority,
or assigns them a number after they are listed ("1" for highest priority, "2" for second
highest priority, etc.) which indicates in which order to execute the tasks. The latter
method is generally faster, allowing the tasks to be recorded more quickly.
A completely different approach which argues against prioritising altogether was put
forward by British author Mark Forster in his book "Do It Tomorrow and Other Secrets of
Time Management". This is based on the idea of operating "closed" to-do lists, instead of
the traditional "open" to-do list. He argues that the traditional never-ending to-do lists
virtually guarantees that some of your work will be left undone. This approach advocates
getting all your work done, every day, and if you are unable to achieve it helps you
diagnose where you are going wrong and what needs to change.
5) Software applications
Modern task list applications may have built-in task hierarchy (tasks are composed of
subtasks which again may contain subtasks), may support multiple methods of filtering and
ordering the list of tasks, and may allow one to associate arbitrarily long notes for each task.
In contrast to the concept of allowing the person to use multiple filtering methods, at least
one new software product additionally contains a mode where the software will attempt to
dynamically determine the best tasks for any given moment.
Many of the software products for time management support multiple users. It allows the
person to give tasks to other users and use the software for communication
In law firms, law practice management software may also assist in time management.
Task list applications may be thought of as lightweight personal information
manager or project management software.
5.1) Attention Deficit Disorder
Excessive and chronic inability to manage time effectively may be a result of Attention
Deficit Disorder (ADD). Diagnostic criteria include: A sense of underachievement, difficulty
getting organized, trouble getting started, many projects going simultaneously and trouble
with follow-through.
Prefrontal cortex : The prefrontal cortex is the most evolved part of the brain. It controls
the functions of attention span, impulse control, organization, learning from experience
and self-monitoring, among others. Some authors argue that changing the way the
prefrontal cortex works is possible and offers a solution.
5.2) Caveats
According to Sandberg, task lists "aren't the key to productivity [that] they're cracked up
to be". He reports an estimated "30% of listers spend more time managing their lists than
[they do] completing what's on them".
This could be caused by procrastination by prolonging the planning activity. This is akin
to analysis paralysis. As with any activity, there's a point of diminishing returns.
Hendrickson asserts that rigid adherence to task lists can create a "tyranny of the to-do
list" that forces one to "waste time on unimportant activities".
Again, the point of diminishing returns applies here too, but toward the size of the task.
Some level of detail must be taken for granted for a task system to work. Rather than put
"clean the kitchen", "clean the bedroom", and "clean the bathroom", it is more efficient to
put "housekeeping" and save time spent writing and reduce the system's administrative
load (each task entered into the system generates a cost in time and effort to manage it,
aside from the execution of the task). The risk of consolidating tasks, however, is that
"housekeeping" in this example may prove overwhelming or nebulously defined, which
will either increase the risk of procrastination, or a mismanaged project.
Listing routine tasks wastes time. If you are in the habit of brushing your teeth every day,
then there is no reason to put it down on the task list. The same goes for getting out of
bed, fixing meals, etc. If you need to track routine tasks, then a standard list or chart may
be useful, to avoid the procedure of manually listing these items over and over.
To remain flexible, a task system must allow for disaster. A disaster occurs constantly
whether it is personal or business-related. A company must have a cushion of time ready
for a disaster. Even if it is a small disaster, if no one made time for this situation, it can
blow up bigger, causing the company to bankruptcy just because of poor time
management.
To avoid getting stuck in a wasteful pattern, the task system should also include regular
(monthly, semi-annual, and annual) planning and system-evaluation sessions, to weed out
inefficiencies and ensure the user is headed in the direction he or she truly desires.
If some time is not regularly spent on achieving long-range goals, the individual may get
stuck in a perpetual holding pattern on short-term plans, like staying at a particular job
much longer than originally planned.
6) Techniques for setting Priorities
There are several ways to set priorities.
6.1) ABC analysis
A technique that has been used in business management for a long time is the categorization
of large data into groups. These groups are often marked A, B, and C—hence the name.
Activities are ranked upon these general criteria:
A – Tasks that are perceived as being urgent and important.
B – Tasks that is important but not urgent.
C – Tasks that is neither urgent nor important.
Each group is then rank-ordered in priority. To further refine priority, some individuals
choose to then force-rank all "B" items as either "A" or "C". ABC analysis can incorporate
more than three groups.
ABC analysis is frequently combined with Pareto analysis.
6.2) Pareto analysis
This is the idea that 80% of tasks can be completed in 20% of the disposable time. The
remaining 20% of tasks will take up 80% of the time. This principle is used to sort tasks into
two parts. According to this form of Pareto analysis it is recommended that tasks that fall into
the first category be assigned a higher priority.
The 80-20-rule can also be applied to increase productivity: it is assumed that 80% of the
productivity can be achieved by doing 20% of the tasks. If productivity is the aim of time
management, then these tasks should be prioritized higher.
It depends on the method adopted to complete the task. There is always a simpler and easy
way to complete the task. If one uses a complex way, it will be time consuming. So, one
should always try to find out the alternate ways to complete each task.
6.3) The Eisenhower Method
A basic "Eisenhower box" to help evaluate urgency and importance. Items may be placed at
more precise points within each quadrant.
All tasks are evaluated using the criteria important/unimportant and urgent/not urgent and put
in according quadrants. Tasks in unimportant/not urgent are dropped, tasks in
important/urgent are done immediately and personally, tasks in unimportant/urgent are
delegated and tasks in important/not urgent get an end date and are done personally. This
method is said to have been used by US President Dwight D. Eisenhower, and is outlined in a
quote attributed to him: What is important is seldom urgent and what is urgent is seldom
important.
6.4) POSEC method
POSEC is an acronym for Prioritize by Organizing, Streamlining, Economizing and
Contributing.
The method dictates a template which emphasizes an average individual's immediate sense of
emotional and monetary security. It suggests that by attending to one's personal
responsibilities first, an individual is better positioned to shoulder collective responsibilities.
Inherent in the acronym is a hierarchy of self-realization which mirrors Abraham
Maslow's "Hierarchy of needs".
1. Prioritize - Your time and define your life by goals.
2. Organizing - Things you have to accomplish regularly to be successful. (Family and
Finances)
3. Streamlining - Things you may not like to do, but must do. (Work and Chores)
4. Economizing - Things you should do or may even like to do, but they're not
pressingly urgent. (Pastimes and Socializing)
5. Contributing - By paying attention to the few remaining things that make a difference.
(Social Obligations).
7) Steps for Time Management
1) Make a list
Remember that time management flows out of goal setting (link) and plans. The
sharper your goals are, the easier to organise your time. Make a list of everything you
need to do to carry out your goals. Break big task down into small more manageable
tasks. Estimate how long it will take you to do each item.
Organize your tasks for each day, week, month, year, etc. For example, Esmie and I
take two or three days at the first of every year, go off to a place away from
distractions, pray, and make our yearly goals. We get the “big picture” first, and then
begin to break the big goals down in to monthly and weekly task.
This practice of writing down the tasks will remove the frustration of trying to
remember everything that you need to do. If you don’t write down your tasks, you are
bound to forget some things. Furthermore, you will worry and waste time trying to
remember what you forgot, rather than investing that time in creative thinking and
focused execution.
2) Prioritize
After you make the list, then prioritize the tasks based on your most important goals.
Do first things first. Shove less important tasks down the priority list. Do one item at a
time. Your conscious mind can only process one thing at a time. And that means we
can only focus on one thing at a time.
If you have multiple project in front of you that you are trying to do all at once, your
attention becomes fractured, and you become panicky. Consequently, pick up one part
of the project, focus and finish it, put it aside, and go on to the next. When you get
those overwhelmed feelings, it just means you want everything done at once – which
is impossibility.
Interruptions sometimes crop up, and you cannot completely finish a project because
of deadline imposed by another project, or an emergency. But, the main point is to set
the block of time, and focus on one task at a time. Additionally, sometimes plans must
be charged. Make allowance for interruptions.
Beware of the urgent crowding out the important. Many times people will frantically
come to you with a small problem, and take your time away from the important things
you need to do. Guard against it. Locate time waster an avoid them.
3) Schedules and Deadlines
Some type of calendar or day- timer is imperative for time management. The
appointments you make, the deadlines you face, the projects to start, the places you
need to be – all of these activities need to be written in a calendar.
The calendar, then, becomes your schedule. Schedules are merely plans that specify
time periods within which activities are to be accomplished.
The purpose of scheduling activities is to break down a project into discrete tasks,
order those tasks in the logical sequence of steps needed to complete the project, and
then plot the steps against time or target dates.
Allow enough time for each step or task. Some tasks can be done in parallel, but
sometimes ane step needs to be finished before the next step can be started.
4) Overall Project
It is helpful to have a large calendar to white board in the office or planning area, and
then write down all the necessary scheduled events so all can see. Mark down all the
vacations, important events, deadlines, who is assigned what tasks etc.
For example: Task1 Start--------------------finish Task2 Start-------------------- finish
Task3 Start--------------------finish Task4 Start--------------------end of project.
5) Delegation Responsibilities
What bible says about delegation can be seen in case of Jethro advising Moses to divide up
the work, select good people to lead and judge the Israelites, yet under Moses supervision
(Exodus 18:1 -27).
Many things can be done by others, which frees up your time to focus on those things that
only you, the leader, can do. Here are some guidelines.
Have your secretary. Wife, etc. answer the phone, open the mail, and do the routine
matters.
Give adequate and clear instructions, training, and expectations to the person, and
then let them work. Don’t micromanage by looking over their shoulders and telling
them how to do every detail.
Make sure you give the authority to the person to carry out the assignment. Make
clear who is to report to whom, when, and how. Don’t give a task to one person, and
then give it to another person. The first person will feel humiliated.
Determine when you will follow up and check how things are going. Decide what you
are going. Decide what you are going to check. Put the inspection times in your
calendar. People have a tendency to put greater focus and effort on what you inspect
rather that what you expect. Reward for good results, and give correction when
needed.
Guard against the pendulum effect which is drifting from you doing everything, to
complete the abdication of knowing what is going on.
6) The Diary
A very helpful tool is to keep daily, running diary in some sort of tablet. Write down
important thoughts, what you did, people you interacted with, decisions you made, phone no.,
addresses, results from appointments , agreements you made, and opportunities you observed.
This gives you record to go back to when you needed. It’s your “memory” of important
things.
8) Time Management for Managers
It is for anyone who's looking for a measurable step by step process to follow that will give
them the confidence and peace of mind to actually trust a process rather than be driven by the
result. It's your solution to designing your business and career for optimum efficiency and
maximum productivity; so that you can still have a life and do more of the things you want.
Whether you're a business owner, manager or non-selling professional, you'll complete this
program having developed a highly effective routine that will map out your days for
maximum productivity. You'll actually import your routine directly into your time
management system, whether it's Outlook, Act!, Goldmine, Maximize, a daily planner or any
other system you have to currently manage your schedule. It is truly possible to maintain a
fulfilling, healthy balance between your life and your career and enjoy the clarity, order and
peace of mind that comes from having a highly effective routine!
8.1) Time Management Assessment
Is your current way of doing things generating the results you want and need from your team?
Spread thin and find it challenging to balance your personal production goals with the time
needed to coach and develop your people or are you not coaching them at all? Feeling buried
in tasks, deadlines and expectations? Are you losing good people and finding it difficult to
attract top talent?
It's not only possible to achieve these objectives but you can do so while creating a healthy,
balanced life without having to sacrifice what's most important to you in pursuit of these
goals. Discover what it truly means to manage and take control of your day so that you're no
longer in constant reaction/fire drill mode. Reduce the stress and chaos that results from poor
planning, procrastination and unrealistic expectations. Bottom line: if you don't master your
time, then how can you perform your most important role; to lead and invest the time to
support and develop your people?
In this program, you will learn the secrets of successful time management from the top
leaders so that you can:
Feel accomplished and peaceful rather than distracted and depleted at the end of a day.
Make better decisions and take more productive actions.
Manage your tasks and activities in order to reach bigger goals by planning for the
unplanned.
Eliminate at least 2 - 3 hours of your workload every day.
Manage your schedule to build in the non-negotiable activities such as the coaching and
development of your people.
maintain your focus; remove the obstacles and distractions that divert you from your initial
task or objective.
Set priorities, get hyper-organized and eliminate the stress that you've created.
Squash chaos, overwhelm and the problems that slow down productivity and waste time,
money and energy.
Complete your never-ending "to-do" list.
identify the time killers and focus on the non-negotiable activities you can consistently
engage in that yield the greatest ROI.
Make time your ally by actually becoming realistic with how much time you actually have
so that you can align your daily activities with your personal and professional goals
Become process driven so you can enjoy your career more, rather than driven by the
results and the consequences of not producing them.
8.2) 7 Time Management Tips for Managers
1. Never waste their time:
Does the sight of one of your workers standing idle threaten you? If so, resist the temptation
to assign busy work, just to keep them moving. You waste their time, of course and you also
waste your time, thinking about the work, explaining and supervising it, pretending to care
about it when it’s done. You’ll also be eroding their trust in you and yours decisions. They
know its busy work. Don’t fill their time for them. Show them what needs doing show them
how to do it. Make sure they have the tools they need. Then get out the way.
2. Make sure the time savers are really saving their time:
A Researcher recently conducted a time management seminar at a large Wisconsin company
as his host led him through the bullpen office area to the classroom, he noticed two folks
standing by the fax machine, their tensed bodies tensed with anticipation. As the machine
started to whir, one reached out and actually tugged on the sheet of paper to make it come out
faster.
What’s wrong with this picture, two workers employed waiting for a fax to arrive?
The fax is supposed to save time, right? But we soon learn to fax material that could have
gone by good old pony express, and we put off writing the letter until it has to go by fax. That
doesn’t save time: it just increases pressure. Somebody has to choose the fax with the new,
improved, faster fax, bought with money somebody had to spend time to produce. Have we
saved time here? Not really.
We are not advocating a retreat to the Stone Age. We don’t even want to think about trying to
write without a computer, research without the internet or handle phone calls without voice
mail. But these good slaves can make terrible masters, driving your staff to distraction with
their bells and beeps and buzzers. Make sure the machines work for the people and not the
other way around.
3. Separate the important from the Merely Urgent for your Staff:
For your staff, as for yourself, you need to distinguish between truly important activities,
those that serve the central mission, and the stuff that seems to demand immediate attention
without really meriting it. Do you and your staff ever engage in long – terms planning, skill
training, or needed conflict management? Or do these things get lost in the daily clamour?
You’ll never “find” time to do these vital activities with your staff. As a good manager, you
must be sure to make the time. Ask “why? For the phone calls and memos and faxes demand
your staff’s immediate attention. Can you relive some of the pressure and release your
staffers for more important work?
4. Tell them why: “why do I have to do this?”
If that question from a staffers feels like a threat to your authority, if you become defensive
when you hear such a question, your staffers will learn to keep the questions to themselves.
But they’ll still wonder. They have the right and the need to know the purpose of their work.
When you ask them to do something, give them a good reason. You’ll have a more motivated
and mere efficient workforce.
5. Allow them enough time for the Task:
Be realistic in your demands. Don’t overstuff the staff. For what you do, you’ll get shoddy
work. You might even get less work. Even a conscientious, willing worker does not perform
well under unreasonable pressure.
6. Encourage them to do one thing well at a time:
Watch your staff work. Are they on the phone, jotting notes, eyeing the computer screen all
while trying o grab a fast sandwich? Getting a lot done? Probably no, and they’re probably
not getting anything done well. If your co-worker is on the phone with a potential client, you
want that worker’s total attention on the task at hand, not thinking about the next project or
the last project or the work that isn’t getting done. They’ll work faster and better, with less
need for clarification during or revision later.
7. Cut down on Meeting Time :
Ask your staff to make a list of things they least like to do and chances are “ go to meeting “
will rank right up there with “take work home over the weekend”,. Most of us hate meetings,
and with good reason. We avoid them if we can resent them when we can’t and complain
about them before, during and after. So, our first tips here ought to be obvious but apparently
isn’t doing have a meeting if you have a good reasons to meet. That means never, right?
Wrong. You really do need meetings you can create a productive interaction that just doesn’t
occur with memos or e-mails or phone calls or one on one conversation. People get a better
grasp of the whole operation. Names become faces, and faces become individuals. You can
develop and maintain a sense of shared purpose and cooperation. In a meeting:
· Every one hears the same thing at the same time, remaining some (but, alas, not all)
miscommunication.
· If people don’t understand, they can ask for clarification
· The speaker can use non-verbal clues(crossed arms , frowns , glazed ,eyes, eager nodding )
to determine how people are responding to a proposal
· Most important, when people interact, they create ideas that never would have occurred
otherwise.
9) Take Time to Save Time
"You are today
where your thoughts have brought you;
you will be tomorrow where your thoughts take
you."
— James Allen
Frequently, People say, "I don't have time to ......" Often this is an excuse to justify
doing something else or not doing anything. You may want to read these items with
the intention of identifying just one that is the most important for you at this time.
Successful individuals already perform many of the ideas on this list.
1. Take Time to Plan. One minute of planning saves three minutes of work or
re-planning.
2. Take Time to Organize. Your work needs a structure that reduces
unnecessary, repetitive decisions.
3. Take Time to Set Goals. A goal that is identified and acknowledged can be
achieved. When written, goals become more real.
4. Take Time to Schedule. A deadline that is not set might not be met. Set
several intermediate deadlines to meet a major deadline.
5. Take Time to Decide Priorities. Knowledge of the relative importance of
activities reduces re-inventing a system at the beginning of each task. Focus
your attention on the important issues.
6. Take Time to Focus. Focusing on one item at a time is an important key to
personal empowerment, efficiency, and effectiveness.
7. Take Time to Analyse the Situation. Although it is not possible to have all
the facts all the time, it is important to review the essential ones.
8. Take Time to Reflect. Reflection can take many forms throughout the day
for maximum effect. More than reviewing, reflection allows you to sort the
essential items from those that are less important.
9. Take Time to Involve Others. Involve in the decision-making process
those who will carry out the decision yields dividends in individual
commitment. And, these are the persons who have relevant ideas!
10. Take Time to Divide the Job. Many small tasks reach the goal in less time
than a few larger tasks. Additionally, it is more satisfying to achieve several
10) Time Management and Efficiency – The Key to a Successful
Freelancing Career
Time management is one of those topics many people looking to go into freelancing fail to
address and think about when making that ever so crucial decision on whether to go into
freelancing or not; yet the topic itself is of utmost importance. The freelancing work style has
no boundaries, no set times, no periods, no start times and no end times. There is no set
structure. You may think to yourself that that’s a pretty easy problem to solve: just create
your own structure if need be, but let me tell you know, sticking to that structure will be ever
so difficult.
1) The Problem
Most of us do not have unbelievably high self-discipline, after all we’re not Shoalin monks,
are we (at least I don’t think we are)? This is where the problem actually creeps in. Yes, it’s
easy enough to design your own freelance work ethic, but sticking to it is a pretty hard task.
We all like to go off and get involved in sometimes meaningless tasks, and procrastinate to
our heart’s content. We put work off as long as possible, and even push past deadlines (and
sometimes multiple deadlines). So, how to do we go about fixing this?
2) The Design
Well, first off, it’s always good to set out a proper design to how you’re going to work as a
freelancer as to make it as easy as possible for you to be productive and as efficient as
possible. A lot of us have time brackets whereby we are most efficient during the 24 hours in
a day. Establish when you’re at your optimum working rate, whether that’s early in the day,
in the afternoon, or late evening. Plan the majority of your work to completed within this time
bracket so that the important parts or the bulk of your work is done with little chance of error
and as timely as possible.
It’s always good to create set times for set projects, so a timetable shouldn’t be ruled out (yes,
it’s starting to turn out like the good old days of schooling). Timetables are extremely
effective methods of plan if you know you can stick to one. If you’re like me and only take
on a very small number of freelance projects at a time (1-2), then you shouldn’t really need to
timetable; just have an idea of when you’re going to sit down and complete the project(s) at
hand.
3) Execution
The final, and arguably the most important part of the entire process is the execution of your
plan. There are multiple steps you can take in order to execute your work plans well, some
are:
Have all project briefs and information in a manageable state, preferably on paper in front
of you (not digitally).
Create a mind map , and follow that through during the entire work process
If working on a computer (which you most likely will be), make sure all other
programs/applications are closed that are not needed; they serve as potential distractions.
This is why personally I try to keep my project briefs in paper when working on a project
so that there aren’t any reasons to swap windows and get distracted or use up processing
resources in the process (for example, Photoshop is an extreme resource-hugger)
Ensure all tools are available in front of you. This will ensure you don’t need to be getting
out of your seat to be picking up equipment/documents and therefore waste time.
Focus and concentration on the project at hand is a necessity. To help you focus on the
task at hand, think of what needs to be achieved through the project you’ve been assigned.
Maybe you need to create an ecommerce website; if so, what’s the overall aim of the
ecommerce website? In what way should it be designed? Can you recommend any
improvements on the design? Thinking about such issues will surely get you focused on
the project at hand.
And finally, make sure you take breaks. Do a good amount of work first, then take a break.
Make sure the break is both enjoyable and refreshing so that you’re ready for more work as
soon as you’re done.
11) Time Management (Steven Covey’s Style)
11.1) Steven Covey's Time Management Matrix as a Mind map
11.2) The 7 Habits of Highly Effective People,
Stephen Covey developed the time management Matrix presented in Figure. This matrix
shows that managers spend their time in four different quadrants—performing activities that
are (1) urgent and important, (2) urgent but not important, (3) not urgent but important, and
(4)not urgent and not important.12 Covey points out that urgent means something
requiring immediate attention—such as a ring-
K E Y
ing telephone. On the other hand, something important deals with results, such as your
values, your mission, and your goals—your plan. The urgent and important quadrant (top
left) reflects crisis management. Covey says that we all have some crises in our lives, but this
quadrant consumes many people who are problem solvers and deadline driven. Many people
prefer spending time in this quadrant because they like doing important (also what they think
areurgent) things. According to Covey, “That’s howpeople who manage their lives by crisis
live.”
Then there are those who spend large parts of their time in the urgent and not important
quadrant (lower left), thinking they’re actually in the urgent and important quadrant. They
react to urgent situations thinking that they are important, but Covey says that “the urgency of
these matters is often based on the priorities and expectations of others.”13 Covey points out
that the not urgent and important quadrant (upper right) “is the heart of personal
management.” He goes on to say that “effective people stay out of the Urgent and Not
Important quadrant (lower left) and the Not Urgent and Not Important quadrant (lower right),
urgent or not, they aren’t important.” This last point is critical. By putting effort into the
planningarena (the not urgent and important quadrant) through identifying issues and
developing strategies and tactics to eliminate them, you will,as Covey says, be able to “shrink
the Urgent and Important quadrant down to size by spending more time in the Not Urgent and
Important quadrant.” Implementing your business plan is where you perform important but
not urgent activities.
11.3) Ways on How to Be More Effective
Here are some ways to be more efficient when it comes to pressure and tension:
1. A Daily Plan- Know what needs to be done and follow the time frame you have reserved
for each task. It helps to plan the next day before you retire at night. You will sleep better
without trying to remember tasks through the night. Every time you are distracted from the
agenda you are simply delaying the inevitable... and the task becomes so much bigger. Stick
to the DMO as accurately as possible.
2. Number of tasks in terms of what should come first - Prioritise and number your tasks
ahead of time. The most immediate of these will obviously require more attention. To know
what is more important, you should consider the consequences if you do not complete them. I
love the time management matrix by Stephen Covey presented as a mind map (see below)
Stephen Covey matrix of time management (presented as a mind map - very cool)
3. Knowing when to delegate - you probably know people who have skills which could help
you and relieve stress. It is easy to find people to help...this is called outsourcing. See my post
on tips to outsourcing. Just know what you should do yourself and what others can effectively
do for you. You spend at least 80% of your time completing income producing activities (ad
placement, call backs, team coaching)
4. Minimize distractions - some work better with the radio blasting. If you're one of them,
then go ahead. Just be aware of surrounding yourself with things that will help focus and
inspire you to be more productive.
5. Knowing when to take a break - If we don't take breaks, regardless how good our
intentions are, we will fail! Holidays are here a reason; to refresh the body and revitalize the
mind then return to work in good condition. Use them! Everyone has a breaking point!! If
you 'hit the wall', this is not a sign of weakness. It just means you're human. You have to
surround yourself with people who can give you the support you need. In addition to this, you
must learn to take responsibility for your actions and the associated outcomes. With strength
and time management , stress can be dramatically reduced.
Be aware that to achieve your goals is the best thing that can happen to you because it leads
you to the achievement of the next goal and so on. When you succeed, you get to see through
emotional and physical hardship and that it was worthwhile. When this happens, enjoy the
reward for a job well done. Look at the big picture, know where to head next, and work
achieving your next goal.
12) The ‘Five Time Zone’ Concept
To accelerate the ability to manage their time, managers need to strike a proper balance
between monochromic and polychromic aspects of time management. The ‘Five Time Zone
Concept’ advocated by Lewis, Justus and Storz, Moni Laui (Switch on Your Mind:
Accelerative Learning Strategies at Work.) enables managers to bring about that balance. The
five links in the ‘Five Time Zone’ approach are - vision, plans, personal organisation systems,
commitment and energy.
Developing Zone 1 - Vision and Goals: Managers must search for visions, not
tasks. These visions are guided by their personal standards and values, and the
direction they want to take. Once their visions are crystallized, they need to do
some thinking to create goals from their visions and action steps from their goals.
Developing Zone 2 - Plans: Having established goals, managers now can move
Into zone two - plans. A plan is needed to turn visions and goals into action. Writing
Things down and using some form of planning ‘tool’ are keys to successful planning.
Once they have drawn up the plan, they need to review it. They should plan for high-
Payoff and low-payoff activities for high and low priorities.
Developing Zone 3 – Personal Organization Systems (POS): Zone three
Encompasses a manager’s personal organisation system. Organising the desk,
Follow-up, paperwork, physical environment are all part of personal organization
System. The personal organization system should focus on –
• Creating an interesting and relaxing work-space
• Providing easy access to basic tools and materials
• Grouping similar tasks together to optimize time
• Devising a good follow-up system that works well
• Enabling efficient handling of each piece of paper
• Ensuring a wider reach of people
Developing Zone 4 – Commitment: The fourth time zone is the zone of
commitment, in which managers correct any tendencies they might have towards
procrastination. Procrastination can be overcome by identifying why one is
procrastinating, breaking the mental blocks and visualizing the successful completion
of a task while in a relaxed state. One way to do this it to identify the real reason for
the procrastination - personal, logical, emotional or ethical barrier to action. Once
this has surfaced from the subconscious to the conscious, strategies can be brought
into play to deal with it.
Developing Zone 5 – Energy: The final factor that keeps the chain together is
zone five, the energy zone. Managers must check their office surroundings, as the
environment they work in can sap or strengthen their energy levels. They must also
identify the prime time - the time of day when they are most energetic and alert –
they can schedule high-priority, high-payoff tasks or activities for these times.
• Devising a good follow-up system that works well
• Enabling efficient handling of each piece of paper
• Ensuring a wider reach of people
• Find your prime time
• Internal and external prime time
• Cognitive tasks for the morning
• Complete high-energy tasks in high-energy periods
• Take energy breaks
13) Overcoming Barriers to Effective Time Management
a. Telephone Interruptions: Delegation of authority and responsibility is an ideal way
of controlling telephone interruptions. Also fixing specific time slots for socializing and
business will help the managers effectively reduce the telephone interruptions.
Implementation of the screening procedures also lessen the burden of unwanted
telephone intrusions.
b. Drop-in Visitors: Taking time-log of visits and implementing a plan to arrange and
screen appointments is an effective way of dealing with drop-in visitors. Managers
can also have ‘Open Door’ and ‘Quiet Hour” timings fixed so that they are not distracted
when certain of their tasks demand undivided personal attention.
c. Meetings: Setting a clear agenda before will provide the right direction to the meetings
and elicit positive outcomes from them. Selecting an appropriate location and
assessing the needs of participation, information and coordination are also important
prerequisites in conducting meetings. Concise minutes summarizing decisions,
assignments and deadlines followed by effective follow-up on decisions make
meetings purposeful.
d. Lack of Priorities: Putting first things first helps managers spend relatively more
time on activities that are important. Managers must realize that most of the problems
arise due to action without thought. Defining clearly the objectives and priorities and
deadlines in the form of a Daily Planner will help managers effectively use their time.
e. Personal Disorganization: Managers must recognize that personal disorganization,
indecision, procrastination, insecurity, confusion of priority, and inability to meet
deadlines are mostly due to lost documents. Uncluttered desk, orderly filing system
and simplified procedures will help the managers make the most of time management.
Through a system in place for screening junk mails, minimizing paperwork and
emphasis on brevity, managers can overcome their personal disorganization.
f. Ineffective Delegation: Managers must ensure that clear, unambiguous
instructions are given to the subordinates. They should establish plans, schedules
with details, progress reports, monitoring of deadlines, and emphasize goalaccomplishment
methods and procedures. They should measure results rather
than activity and track progress of an activity to take timely corrective actions.
g. Attempting too much: Managers must set their objectives, priorities, and
deadlines daily so that they must plan, start early and always remember Murphy’s
2nd Law: “Recognize that everything takes longer than you think”. They must limit
their response to the urgent and important demands. They should learn to say
“No” when necessary.
h. Unclear Communication: Managers must assess the legitimate needs for
information and check for interference, noise or activity in the flow of information.
They should also assess potential impact of unclear communication, take preventive
steps and minimize organizational levels. If it is difficult to minimize organizational
levels, they should facilitate easy flow of information across the organization.
i. Inadequate, Inaccurate or Delayed Information: Managers must determine
what information is needed for planning, decisions and feedback on results. Then
they should ensure its availability, reliability and timeliness.
j. Indecision/ Procrastination: Managers must set deadlines on all objectives and
priorities, use reminders, have the secretary check on the progress, reward
themselves (no coffee until they finish). They should avoid fixing blame; ask what’s
been learned and how repetition can be avoided.
k. Confused Authority / Responsibility: Managers must lay emphasis on
accountability for results; through recognition and reward for exercise of initiative;
through citation, consideration in performance and salary review, promotion, etc.
l. Inability to say ‘No’: Managers must recognize that inability to say ‘No’ is a major
cause of time wastage. They should understand that saying “Yes” may betray feelings of
insecurity and low self-worth and should resist this urge. They should
take time log recording all “Yes” responses that could have been “No” and assess
the time wasted. They should learn to say “No”, especially to inappropriate or
thoughtless requests. Dr Mackenzie suggests four steps to say NO and it is
presented in the BOX on the next page for quick reference.
m. Leaving tasks unfinished: Managers must take time log and assess the impact of
leaving tasks unfinished. They should set deadlines on all important tasks to provide
incentive to complete them. They should get organized to permit effective control of
tasks. They should recognize that sound organization saves time in retrieving
information, processing decisions, and maintaining control over projects.
n. Lack of Self-Discipline: When a manager switches priorities of his team, he makes
self-discipline difficult to practice. S/he should take time log to record frequency, assess
cost, discuss with colleagues to seek ways of reducing problem.
BIBLIOGRAPHY
WWW.ASK.COM
WWW.GOOGLE.COM
WWW.WIKIPIDEA.COM
WWW.AMAZON.COM