TIME MANAGEMENT Dr. Warren C. Weber Time Management.

TIME MANAGEMENT TIME MANAGEMENT

Dr. Warren C. Weber

Time ManagementTime Management


Time Management

Problem Solving

Decision Making

Leadership

Delegation

Communication

Control

Time Topics


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


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.

Timely Principles


1. Did you ever lie to a teacher or policeman? ____ ____

2. Do you think people who steal do it becausethey always have? ____ ____

3. If you saw another person stealing on the jobwould 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 yourselfbecause 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?


My Goals(Real or Perceived)

My MotivesFor PursuingThis Goal

Activities I Do Which LeadTo This Goal

Activities I Do Which DetractFrom This Goal

1.

2.

3.

Personal Motivations Worksheet


Unclear Objectives

Procrastination

Perfectionism

Interruptions

Attempting Too Much

Blaming Others

Making Mistakes

Interruptions-- Meetings

Idle Chit Chat

Failure to Listen

Lack of Delegation

Time Wasters


MY SOLUTIONS

1.

2.

3.

4.

5.

MY TIME PROBLEMS

1.

2.

3.

4.

5.

Time Management Problems


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


Learn How to Use Technology—Take the Time

Use Technology Properly

Use Technology Fully

Use Technology


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


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.


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


NOT TO

DECIDE

Not to Decide


NOT TO

DECIDE

IS TO

DECIDE

Is to Decide


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


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

Problem-Solving Help, Cont’d.


STEP 2GATHER &ANALYZEFACTS

STEP 1DEFINE PROBLEM

STEP 3DEVELOPALTERNA-TIVES

STEP 4EVALUATEALTERNA-TIVES

STEP 6ANALYZECONSE-QUENCES

STEP 7IMPLEMENTDECISION

STEP 8FOLLOW UP& REVISEIF NEC.

STEP 5SELECT BEST AL-TERNATIVE

THE CRUX

HOW WELL DO THEY SOLVE THE PROBLEM? ARE THEY

COMPATIBLE WITH OUR GOALS AND RESOURCES?

The Decision-Making Process


CHAOTIC DECISION WORLD

OPERATIONALDECISION WORLD

IDEALDECISION WORLD

?

?

? ?

?

?

P = .5

P = .l

P = .8

P = .25

P = 1.0

UNCERTAINTY RISKS CERTAINTY

The Decision World


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

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

Group Decision Making


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


Assertiveness

Vs.

Aggressiveness

Saying “No”


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:


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


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


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


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


Causes

1. Resistance to being controlled

2. Fear of Failure

3. Fear of Success

4. Job Dissatisfaction

5. Thrill Seeking

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


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


1. Time your calls when you can most likely reach your party.

2. Use an assistant3. Be professional4. Get a direct number5. Be authoritative6. Don’t offer too much information7. Be persistent

Timely Telephone Tips


____ 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


____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.


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


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 THEMALMOST ANYBODY CAN INCREASE PERFORMANCE

Key Elements of High Performers, Cont’d.


TOTAL RANK

A. ___________________________________________________________

B. ___________________________________________________________

C.___________________________________________________________

D.___________________________________________________________

E.___________________________________________________________

F.___________________________________________________________

G.___________________________________________________________

H.___________________________________________________________

I. ___________________________________________________________

J.___________________________________________________________

Priority Tally

TIME MANAGEMENT Dr. Warren C. Weber Time Management.

Documents

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time management problems

weber time management

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time use technology

technology slide

organized slide

tackle problems