Time Management

Time Management

12/09/08

Gopalakrishnan

TIME MANAGEMENT • Is Time Manageable? • Is Time in our control? • TIME Management is nothing but SelfManagement! • To Plan • To Delegate • To Organize • To Direct • To control 12/09/08

Gopalakrishnan

Value of Time  To Know the value of….

 

• One Year • • • • •

Ask….

• A student who failed in exams • A pre-mature born One Month baby • A Magazine Editor One Week • A daily wage labor One Day • One who missed a train One Minute • PT Usha who missed a Fraction of a Second Medal in Olympics

12/09/08

Gopalakrishnan

Time Related Topics    •Self Management • Problem Solving  • Decision Making • Leadership • Delegation • Communication • Control 12/09/08

Gopalakrishnan

Timely Statements 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-- Everything takes longer than you think. #2-- If anything can go wrong, it will #3-- Nothing is as simple as it seems

No one has enough time, yet everyone 12/09/08 has all there is Gopalakrishnan

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

12/09/08

Despite their apparent urgency, some problems, if left alone, will Gopalakrishnan go away.

HOW HONEST ARE YOU? 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? ____

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Gopalakrishnan

____

HOW HONEST ARE YOU? 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? ____ ____ 12/09/08

Gopalakrishnan

Personal Motivations Worksheet My Goals (Real or  Perceived)

My Motives For Pursuing This Goal

Activities I  Do Which Lead To This Goal

1.

2.

3.

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Activities I  Do Which Detract From This Goal

Time Stealers • • • • • • • • • • •

Interruptions – Telephone & personal visitors Tasks you should have delegated Procrastination and indecision (lack of priorities) Acting with incomplete information Dealing with team members (Idle chit chat) Crisis management (or) Fire fighting Unclear Communication (failure to listen) Inadequate technical knowledge Unclear objectives (attempting too much or too less) Stress & Fatigue Inability to say “NO”

12/09/08

Gopalakrishnan

Problems MY TIME PROBLEMS

MY SOLUTIONS

1.

1.

2.

2.

3.

3.

4.

4.

5.

5.

12/09/08

Gopalakrishnan

Getting Organized Organize work space – Clean your Desk Use a calendar, diary, hand-book etc., Handle correspondence effectively— Short answers Summaries and abstracts Use form letters. Handle only once Avoid information overload Use blocks of time and quiet time 12/09/08

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Use Technology • Learn How to Use Technology— • Take the Time • Use Technology Properly • Use Technology Fully

12/09/08

Gopalakrishnan

Problem­Solving Help 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 12/09/08

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Problem­Solving Help, Cont’d. 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 12/09/08

Gopalakrishnan

Advice on Decision Making 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. 12/09/08

Gopalakrishnan

Not to Decide

NOT TO DECIDE

12/09/08

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Is to Decide

NOT TO DECIDE IS TO 12/09/08

DECIDE Gopalakrishnan

The Decision­Making Process HOW WELL DO THEY SOLVE  THE PROBLEM? ARE THEY  COMPATIBLE WITH OUR  GOALS AND RESOURCES?

STEP 1 DEFINE PROBLEM STEP 2 GATHER & ANALYZE FACTS

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THE CRUX STEP 3 DEVELOP ALTERNATIVES

STEP 4 EVALUATE ALTERNATIVES

STEP 5 SELECT BEST ALTERNATIVE

STEP 8 FOLLOW UP & REVISE IF NEC.

STEP 7 IMPLEMENT DECISION

STEP 6 ANALYZE CONSEQUENCES

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The Decision World

CHAOTIC                                                        OPERATIONAL DECISION WORLD DECISION WORLD P  = .5

? ?

?

P = .l

? ?

IDEAL DECISION WORLD

?

P = .8

P = 1.0

P = .25 UNCERTAINTY 12/09/08

RISKS Gopalakrishnan

CERTAINTY

Group Decision Making Disadvantages

Advantages

1. More information and knowledge available

1. The process takes  longer and is costlier

2. More alternatives are generated 3. More acceptance of the final decision

2. Compromise decisions  resulting from  indecisiveness may  emerge

4. Enhanced communication likely

3. One person may  dominate the group

5. More accurate decisions generally emerge

4. Groupthink may occur

12/09/08

Gopalakrishnan

Use Your Intuition 1. Suspend judgment while you listen to 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.

12/09/08

Gopalakrishnan

your

Saying “No”

Assertiveness Vs. Aggressiveness

12/09/08

Gopalakrishnan

Assertive Rights—You Have the Right To: 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.” Gopalakrishnan 12/09/08

The Do’s of Delegation 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 12/09/08

Gopalakrishnan

The Don’ts 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 haphazardly 4. Don’t be an autocratic 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 12/09/08

Gopalakrishnan

Why Delegation Fails 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. 12/09/08

Gopalakrishnan

Destroying Delegation Problems 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. 12/09/08

Gopalakrishnan

Procrastination 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

12/09/08

Gopalakrishnan

Procrastinate Productively 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. 12/09/08

Gopalakrishnan

Timely Telephone Tips 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 12/09/08

Gopalakrishnan

Case Problem on Prioritizing

 

____ 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. 12/09/08

A most attractive person is seated outside your office Gopalakrishnan waiting to see you.

Case Problem on Prioritizing, Cont’d.

 

____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.

12/09/08

Gopalakrishnan

Key Elements of High Performers 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 activities 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. 12/09/08

Gopalakrishnan

Key Elements of High Performers, Cont’d. 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 12/09/08

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