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Time Management

Time Management. Dr. Warren C. Weber. Time Topics. Time Management Problem Solving Decision Making Leadership Delegation Communication Control. No one has enough time, yet everyone has all there is! PARKINSON'S LAWS #1--Work expands to fill the time available.

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Time Management

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  1. Time Management Dr. Warren C. Weber

  2. Time Topics Time Management Problem Solving Decision Making Leadership Delegation Communication Control

  3. No one has enough time, yet everyone has all there is! PARKINSON'S LAWS #1--Work expands to fill the time available. #2-Managers tend to spend time in amounts inversely related to the importance of their tasks. #3--Expenditures rise to meet incomes. MURPHY'S LAWS #1--If anything can go wrong, it will. #2--Nothing is as simple as it seems. #3--Everything takes longer than you think. Timely Statements

  4. Timely Principles • Peter Principle • People tend to rise to their level of incompetence. • Pareto Principle • 80 percent of time expended yields 20 percent of the results. • Principle of Calculated Neglect • Despite their apparent urgency, some problems, if left alone, will go away.

  5. 1. Did you ever lie to a teacher or policeman? ____ ____ 2. Do you think people who steal do it because they always have? ____ ____ 3. If you saw another person stealing on the job would you turn that person in to the boss? ____ ____ 4. When you are wrong, do you usually admit it? ____ ____ 5. Is it very important for you to be trusted? ____ ____ 6. Have you ever been disgusted with yourself because you did something dishonest? ____ ____ 7. Do you think you are sometimes too honest? ____ ____ 8. Do you believe everyone is dishonest to a certain degree? ____ ____ 9. Do you agree with this: once a thief, always a thief? ____ ____ 10. Is it worse if someone takes something from a small store rather than from a large chain store? ____ ____ _________________________________ CORRECT ANSWERS: 1, 2, 3, 4, 5 = YES. 6, 7, 8, 9, 10 = NO HOW HONEST ARE YOU?

  6. Personal Motivations Worksheet My Goals (Real or Perceived) My Motives For Pursuing This Goal Activities I Do Which Lead To This Goal Activities I Do Which Detract From This Goal 1. 2. 3.

  7. Making Mistakes Interruptions-- Meetings Idle Chit Chat Failure to Listen Lack of Delegation Time Wasters Unclear Objectives Procrastination Perfectionism Interruptions Attempting Too Much Blaming Others

  8. MY TIME PROBLEMS 1. 2. 3. 4. 5. Time Management Problems MY SOLUTIONS 1. 2. 3. 4. 5.

  9. Organize work space Use a calendar Handle correspondence effectively— Short answers. Answers on correspondence Summaries and abstracts. Avoid memos and reports Use form letters. Handle only once Avoid information overload Use blocks of time and quiet time Cluttered desk—cluttered mind Use the round file Getting Organized

  10. Learn How to Use Technology— Take the Time Use Technology Properly Use Technology Fully Use Technology

  11. 1. Confront Problems—Don’t evade them 2. Keep in Mind Basic Procedures 3. Clarify Problems by Writing Out 4. Get All the Facts 5. Overcome Your Prejudices 6. Use Common Sense 7. Tackle Problems in an Orderly Way Problem-Solving Help

  12. 8. Don’t Oversimplify 9. See Opportunities in Problems 10. Plan Ahead to Avoid Problems 11. Make Reasonable Adjustments 12. Get Beyond Faultfinding 13. Seek Advice 14. Be Decisive 15. Do What You Can Problem-Solving Help, Cont’d.

  13. 1. Stop stewing and second guessing. Trust your hunches and intuition. 2. Calm Down. Don’t make decisions when angry. 3. Keep the ball in your court. Remember, it’s your decision.. 4. Avoid oversimplification. Some decisions are difficult to make. 5. Relax. You can always change your mind. Advice on Decision Making

  14. NOT TO DECIDE Not to Decide

  15. NOT TO DECIDE IS TO DECIDE Is to Decide

  16. 1. Confront problems. Don’t evade them. 2. Keep in mind basic procedures 3. Clarify problems by writing them out 4. Get all the facts 5. Overcome prejudice 6. Use common sense 7. Tackle problems in an orderly way Problem-Solving Help

  17. Problem-Solving Help, Cont’d. 8. See opportunities in problems 9. Avoid problems by planning ahead 10. Be willing to make reasonable adjustments 11. Don’t find fault 12. Seek advice 13. Be decisive 14. Do what you can

  18. The Decision-Making Process HOW WELL DO THEY SOLVE THE PROBLEM? ARE THEY COMPATIBLE WITH OUR GOALS AND RESOURCES? STEP 1 DEFINE PROBLEM THE CRUX STEP 3 DEVELOP ALTERNA- TIVES STEP 4 EVALUATE ALTERNA- TIVES STEP 5 SELECT BEST AL- TERNATIVE STEP 2 GATHER & ANALYZE FACTS STEP 8 FOLLOW UP & REVISE IF NEC. STEP 7 IMPLEMENT DECISION STEP 6 ANALYZE CONSE- QUENCES

  19. The Decision World CHAOTIC DECISION WORLD OPERATIONAL DECISION WORLD IDEAL DECISION WORLD P = .5 ? ? ? P = .l ? P = 1.0 P = .8 ? ? P = .25 UNCERTAINTY RISKS CERTAINTY

  20. Advantages 1. More information and knowledge available 2. More alternatives are generated 3. More acceptance of the final decision 4. Enhanced communication likely 5. More accurate decisions generally emerge Group Decision Making Disadvantages 1. The process takes longer and is costlier 2. Compromise decisions resulting from indecisiveness may emerge 3. One person may dominate the group 4. Groupthink may occur

  21. 1. Suspend judgment while you listen to your inner voice. 2. Be flexible, creative and playful with your thoughts.. 3 Brainstorm, use mind-mapping. Write down whatever thoughts you have. 4. Practice stress reduction, relaxation, and meditation 5. Keep a daily or weekly journal. Use Your Intuition

  22. Assertiveness Vs. Aggressiveness Saying “No”

  23. 1. Judge your own behavior, thoughts, and emotions and to take responsibility for their initiation and consequences upon yourself. 2. Offer no reasons for your behavior 3. Judge if you are responsible for finding solutions to others’ problems 4. Change your mind 5. Make mistakes 6. Say "I don’t know!” 7. Be independent of the goodwill of others before coping with them. 8. Be illogical in making decisions 9. Say “I don’t understand.” 10. Say “I don’t care.” *Smith, Manuel J., When I Say No, I Feel Guilty. Assertive Rights—You Have the Right To:

  24. 1. Specify the results expected 2. Explain WHY you are delegating 3. Give the necessary authority to carry out the task 4. Let others know of the delegation 5. Have confidence of subordinates The Do’s of Delegation

  25. 1. Don’t delegate just trivial tasks 2. Don’t expect others to do the job as well as you can 3. Don’t delegate hapazardly 4. Don’t be an autocratic delegator 5. Don’t check constantly to see how things are going 6. Don’t take credit for the results achieved by subordinates 7. Don’t just overload subordinates The Don’ts of Delegation

  26. 1. Manager disorganized—Unable to plan work and then delegate. 2. Manager may worry that the subordinate will do too well and be a threat. 3. Manager may not trust the subordinate to do the job well. 4. Subordinate may be afraid of failure and reprimand. 5. Subordinate may feel that there are no rewards for accepting the added responsibility. 6. Subordinates may prefer to avoid risk and let the manager take the responsibility. 7. Subordinate may have poor instructions or training. Why Delegation Fails

  27. 1. Allow people initiative—allow them to act. 2. Get people to make decisions. 3. Don’t chop their heads off if they make mistakes. 4. Don’t allow a climate of fear to develop. 5. Allow people to grow and advance in their positions. When they do well, you look better. 6. Delegation requires instructions which are: Complete, clear and carry sufficient authority. Destroying Delegation Problems

  28. Overcoming 1. Be realistic about how long things take 2. Allow for Interruptions and Disruptions 3. Learn to Use Little Bits of Time 4. Don’t spread yourself too thin 5. Schedule tasks at your high energy time Procrastination Problems Causes 1. Resistance to being controlled 2. Fear of Failure 3. Fear of Success 4. Job Dissatisfaction 5. Thrill Seeking

  29. 1. Do tomorrow what you could not do today. 2. Place your 1A item in the center of your desk for tomorrow. 3. Select the best time of the day for the work required. 4. Use blank spaces of time constructively. 5. Start with the tough part. 6. When bogged down or overwhelmed, take a break! 7. Turn difficult tasks into games. 8. You’ve got to have your list. Procrastinate Productively

  30. 1. Time your calls when you can most likely reach your party. 2. Use an assistant 3. Be professional 4. Get a direct number 5. Be authoritative 6. Don’t offer too much information 7. Be persistent Timely Telephone Tips

  31. ____ A. You have received a report from Miss Personnel that Mr. K is looking for another job outside the company. She wants you to talk to him. You figure it would take 15 minutes. ____B. Mr. Big has left word that he wants to see you in his office immediately upon your return. Anticipated time: 60 minutes. ____C. You have some very important looking unopened mail (both company and personal) on your desk. Time: 10 minutes. ____D. Your telephone is ringing. ____E. A piece of equipment has broken down halting all production in your department. You are the only one who can fix it. (30 min.) ____F. A most attractive person is seated outside your office waiting to see you. Case Problem on Prioritizing

  32. ____G. You have an urgent written notice in front of you to call a long-distance operator in a city in which both your mother and company headquarters are located. Time: 10 minutes. ____H. Mr. Demanding has sent word he wants to see you and has asked that you return his call as soon as possible. (10 minutes) ____I. Miss O is in the women's lounge and claims to be sick. She wants permission to go home. You need to get facts and make a decision. 15 minutes. ____J. In order to get to your office by 1 p.m. you had to miss lunch. You are very hungry, but you figure it will take 30 minutes to get something decent to eat. Case Problem on Prioritizing, Cont’d.

  33. High Performers Derive both goals and self-fulfillment internally Have specific skills and ways of operating. Spend two-thirds of their time doing things they choose to do and enjoy doing. Are committed to the activies they choose and enjoy. Are very goal-oriented, but goals are internally oriented. Stress a need to take risks based on the worst that can happen if they take that particular risk. Key Elements of High Performers

  34. High Performers Have a good self-image, self-confidence. Practice mental rehearsal, visualization. Solve problems based on what the existing situation is, what the goals are, and how to get there from where they are now. Are healthier than the norm. Have better-than-average relationships on the job. BY ISOLATING THESE SKILLS AND STUDYING THEM ALMOST ANYBODY CAN INCREASE PERFORMANCE Key Elements of High Performers, Cont’d.

  35. TOTAL RANK A. ___________________________________________________________ B. ___________________________________________________________ C.___________________________________________________________ D.___________________________________________________________ E.___________________________________________________________ F.___________________________________________________________ G.___________________________________________________________ H.___________________________________________________________ I. ___________________________________________________________ J.___________________________________________________________ Priority Tally

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