Verily in the creation of the heavens and the earth, and the alternation of night and day - there

are indeed signs for men of understanding Holy Quran

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Review: before doing any thing

1. 2. 3. 4. 5. 6. 7. 8. 9.

Vision: Where We Will Be Mission: Why We Exist Values: What Moral & Ethical Standards We Espouse Objectives: Major Steps We Will Take Goals: What Will Get Us There Strategies: How We Will Go about Doing This Tactics: Who Will Do What by When Roles: Ownership of Tasks Relationships: People Working for a Common Goal

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Components 0f Management
Planning establishing goals Organizing what jobs; by
whom; who makes decisions/ authority; employee teams or individuals, etc. to accomplish the goals people and right skills; and motivating them to high levels of productivity

Leading ensuring the right

Controlling monitoring activities

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to make sure goals are met

High
M O T I V

Developing High Standards Jack Welch

Cant Do/ Will Do Train & Develop Can Do/
Value & reward with training, promotions, cash/share options

Will Do

A
T I

Cant Do/ Wont Do

Can Do/ Wont Do

O
N

Consider separation

Motivate or release

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Low

Ability

High

Time, time, time,

We have many sayings about time and they make good points:
Time is money - it is a valuable resource There is never enough time to do a job right, but always time to do it over - we should not rush through our work at the risk of error If you want time, you must make time - we need to allocate time according to our priorities A job will fill all of the time allocated for it - poor planning and procrastination are time wasters Have the time of your life - good time management will allow you to fulfill your personal/ professional goals
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What is Time?
A Moment or Interval During which an opportunity exists to act or an event occurs Characteristics
- Irreversible - Irreplaceable - Unstorable - uncontrollable - non-substitutable - Unelastic

Relative
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Use of Time
Dependent upon individuals :
Personality Perception about life Social attitudes Personal interests / hobbies / habits Motives & Goals Environment Ability to manage stress
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Choices Regarding Time

1. Lose it passively passing away your time

2. Misuse it giving away your time to others cheaply

3. Abuse it spending time for short term gain, but which leads to eventual pain 4. Use it actively pursuring goals for long term gain and growth while withstanding pain

Remember.
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80 / 20 rule of time utilization

8

Formal theories of time management

Paretos principle: A small number of causes (20%) is responsible for a large part of the effect (80%)

the vital few and the trivial many

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Youve got the time!

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Eliminate Time Thieves!

Failure to set goals, priorities, or deadlines Too much socializing Failure to say no Interruptions Disorganization
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Eliminate More Time Thieves!

Procrastination Poor communication Failure to delegate Fatigue Trying to do too much
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Ten Common
Excessive paperwork Poor delegation

Time Wasters
Failure to set priorities

Distractions & Interruptions

Procrastination

Personal disorganization conversations Drop-in visitors

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Nonessential phone Ineffective meetings

Indecision

13

SIGNS AND SYMPTOMS OF STRESS

Mental signs Tension Tightness Resistance Anger Guilt Tired Symptoms Anxiety Discontent Worry Impatience Reactive Evasion Physical signs Fast heart rate Disturbances Diarrhoea Sweating Heart Attacks Ulcers Symptoms High BP Skin rash Insomnia Chest pain Alcoholism

Headaches

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14

Inverted-U Relationship between Stress and Job Performance

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15

Doing it NOW

The bad news is time flies. The good news is youre the pilot.

-Michael Altshuler

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What is time management anyway?

Workplace: time management refers to the development of processes and tools that increase
efficiency and productivity.

Things which matter most must never be at the mercy of things which matter least
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Goethe

17

Time/Self Management
You do not manage time! You manage:

Yourself,
others

and work.
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Barriers to Effective Time Management

There are many barriers to effective time management, but they can be overcome.
Distractions Disorganization Perfectionism Procrastination Rigidity

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19

Time-Use Improvement Program (TIP)

A. BECOME AWARE OF TIME
1. Keep time logs * Register time spent on different activities 2. Identify time wasters

B. SET PLANS
1. 2. 3. 4.
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Set goals Set priorities Set deadlines Set schedules * Set aside prime time for important

20

Myths of Time Management

With better time management, you can find new time during the day. Everyone is limited to only 24 hours each day. Effective time management is the same for everyone. Time management is unique for each person because each person has different priorities and goals.

Activity is good in itself. Being busy is not the same as being effective, if time is spend on low priorities.
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Myths of Time Management

Time management is a complex subject. The basic process has only five major steps. Once you learn the basics of time management you automatically make better use of your time. You have to actually use time management techniques consistently. Good time managers are born not made. Some people seem to be more naturally organized, but everyone can learn to manage his/her time.
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Time Management Process

1. Set your own priorities
1. Personal 2. professional

2. 3. 4. 5.

Determine your goals for each priority Plan the steps for goal attainment Allocate time appropriately for each step Use time management tools/techniques

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Step 1: Set priorities

Are you unsure what is important to you? Think about what you would do if you only had one more year to live You cant do everything: Think about what you would like to accomplish Think about what regrets you might have for not accomplishing something
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Priorities
Many people work hard without achieving the things that they want. This comes from focusing on tasks that do not lead to goals/outcomes.

People who manage their time well have identified tasks that lead to their goals. They focus their energy on these tasks.

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Priorities
Mark the priority level for each item on the list of activities that you create. A = High Priority B = Medium Priority C = Low Priority Remember that priorities can change. You need to re-visit your priority ratings often.

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Why Set Priorities?

Prevents or reduces Reactive behavior Crisis situations Wasted resources Missed opportunities Stress and anxiety Increases Awareness of issues Efficient use of time Development of strategies Sense of control

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27

Implications of Pareto Principle

The relationship between input and output is not balanced:

20% of a person's effort generates 80% of the person's results; 80% of your success comes from 20% of your efforts
It is vital to focus 80% of your time on the 20% of your work that REALLY counts
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Other Examples of Pareto in the workplace

80% of a manager's interruptions come from the same 20% of the people 80% of customer complaints are about the same 20% of your projects, products, services 80% of your staff headaches come from 20% of our employees 80% of a problem can be solved by identifying the correct 20% of the issues 80% of the decisions made in meetings come from 20% of the meeting time
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Essence in the area of time management

Organize and execute around priorities
Stephen Covey

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30

Step 2: Set goals for each priority

Personal priority: spend more time with family Goal: Spend additional hour with family at dinner Goal: Spend one afternoon every three months with parents Professional priority: achieve promotion Goal: Learn to use MS Project Management software Goal: Take one course each semester toward certificate in Conflict Management
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Setting Goals
By setting goals, people know exactly what is to be accomplished and where they want to be In order to be effective goals must:
1. 2. 3. 4. Be in writing Be specific and relate to results Be realistic Have a time schedule and a target date for finishing each step as well as each goal
32

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Tips on Prioritizing
Know your goals. Identify activities that help you achieve your goals. Decide whether activities need to be done in a particular order. Give the highest priority to tasks that are most necessary (important) in achieving your goals and need to be done first.

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Step 3: Plan for goal attainment

Planning is bringing the future into the present so you can do something about it now.
Alan Lakein, time management guru

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Obstacles to planning work

Unfortunately we often encounter a number of obstacles in planning our work: Others plans and priorities Lack of solid planning skills Time required for good planning Pressure of other work Absences of examples, if the project is new Time wasters such as procrastination Interruptions
Anticipate obstacles, so you can work around them before they become problems.
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Poor planning consequences

Despite obstacles we should make planning a priority to avoid:
Decreased productivity Dissatisfaction among coworkers Misunderstandings and confusion Pressure from others Poor work quality, accidents, errors Wasted time/resources

Remember: Failure to PLAN is Planning to fail

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Planning - the starting point

For all major tasks you should consider:
Why is the job necessary? Whats its purpose? What goals do you want to achieve? When is best time of day or schedule to do it? Where is the best location to do it? Who would produce best results? Is training needed? How should it be done (traditional/innovative)?

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37

Step 4: Plan to allocate time

Begin with the end in mind: Visualize the end result: your goal Put first things first (Focus on important) Estimate the time required Break the whole into pieces Develop a schedule Check your progress against your time estimate Refine the schedule if needed Anticipate/allow for possible problems
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Step 5: Time management tools and techniques

Use to do lists for planning Create a time diary to track where your time actually goes Become aware of your external and internal timewasters and avoid them Pulverize paperwork

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The to do list: a power tool

Use it as a master planning tool Use annual, monthly, weekly versions Statistics prove youll be more productive
Its a visual schedule It acts as reminder It gives direction You get satisfaction when items are crossed off

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40

Annual to do list
Your annual list should include:
Major recurring events/projects
Example: Annual awards luncheon

Major new projects major/minor subtasks

Example: New safety web site

Minor new projects major/minor subtasks

Example: New safety committee, new safety newsletter

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41

Monthly to do list
Your monthly list should include:
Regular reporting deadlines Example: monthly budget report Publication due dates Example: quarterly tabloid printing Important standing meetings Example: monthly safety meeting Project task deadlines Example: home page of web site done by 4/30 Long-term follow-up ticklers Example: check PDP calendar for web writing class
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Daily to do list
Your daily list should include:
Meetings Example: 9:30 a.m. staff meeting Appointments Example: 5:30 p.m. Printer Follow-up phone/email Example: Return call from Pervez 10:30 a.m. Short-term follow-up ticklers Example: Check with Azra about paper delivery

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Sample Scheduling Grid

Mon 9:00 10:00 11:00 12:00 1:00 2:00 3:00 4:00 5:00 6:00 Tue Wed Thu Fri Sat Sun

7:00
8:00 9:00

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44

Get things done

Allow for emergencies, dont overbook

Schedule the most challenging tasks for when you are most alert Keep your goals in mind
Evaluate your priorities continuously during the day and always work on the most important task first
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Keep a diary
Still cant figure out where the times goes? Keep a diary for about two weeks:
Include personal time List time that was needed to do each task Prioritize what should have been done; compare it to the actual work accomplished Analyze what can be cut/compressed Note time wasters
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External time wasters

Be aware of ways others or the environment waste your time:
Interruptions, especially email Office socializing Too many meetings Unscheduled visitors Poor work environment Unclear goals Trying to get others cooperation Bureaucratic red tape Others you can think of ____________________

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Internal time wasters

Be aware of ways in which you waste your own time:

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Procrastination Lack of planning Lack of priorities Indecision Slow reading skills Physical or mental exhaustion Not being able to say no Messy work areas Low motivation Others you can think of ____________________
48

Procrastination
A little pressure helps too much leads to poor work Fear of failure Habit of doing the easy or trivial stuff first Lack of clear deadlines

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49

How to Avoid Procrastination

Divide project into small, schedulable stages Do collaborative work Dont be a perfectionist Take a break at the end

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50

Managing interruptions
For crucial deadlines, make yourself inaccessible Schedule formal check-in meetings Schedule social time Be polite but direct Offer an alternate time Manage self-interruptions

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TOSS paperwork / email

Trim remove yourself from excess email, mail, memo, newsletter, and magazine routings Outsource immediately throw it away, pass it on, put it in a tickler file Save file things you must save immediately. Regularly compress and purge paper and electronic files. 80% of what you keep, youll never use again! Start Do it now. Set aside time daily to handle email and paperwork, then junk it, handle it, answer it, file it as you work through the pile

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Quadrant II Time Management

Urgent Not Urgent

Important

I Crises

Pressing problems Deadline-driven projects, meetings, preparations

Planning, Prevention PC activities Recognizing new opportunities Relationship Building Renewal, Recreation

II

Not Important

Needless interruptions Unnecessary reports Unimportant meetings, phone calls, mail Other peoples minor issues

Trivia, busywork Some phone calls Time wasters Escape activities Irrelevant mail Excessive TV

III

IV
53

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Time to Distinguishing Between Deadlines & Crises

If Yes: Newness
Was the emergency new to you or your department? Crisis

If No:
A routine matter for which you can decide on in advance Crisis

Predictability

Was there anything predictable about the situation?

Is there anything you can do to prevent a similar situation from occurring in the future?

Deadline

Prevention

Deadline

Crisis

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54

Deming Prize-Winning Organizations vs. Other Organizations

Urgent Important I Not Urgent II

20-25% (D)
25-30%

65-80% (D)
15%
Habits 1-7

Not Important

15% (D)
50-60% III

less than 1% (D)

IV
55

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Growth and Relationships

Between stimulus and response, there is
a time space. In that space lies our freedom and power to choose our response

In those choices lie our growth and level of relationships

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The important task rarely must be done today, or even this week. . . The urgent task calls for instant action. . . The momentary appeal of these tasks seems irresistible and important, and they devour our energy. But in the light of times perspective, their deceptive prominence fades; with a sense of loss we recall the vital task we pushed aside. We realize weve become slaves to the tyranny of the urgent.
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Charles Hummel

57

People become addicted to the urgent. They simply define important as urgent. They neglect preventive thinking, they neglect long-term strategic thinking, they neglect the building of high trust relationships, and they are consumed by an addiction called urgency
Stephen Covey
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Time Demands
Two Dimensions

Importance
Important tasks support operational goals
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Urgency
Urgent tasks require immediate attention

59


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Success Is a Race Against Time

Advanced technology has accelerated the pace of work life Time is part of the agile professionals inventory Agile professionals adjust their work habits to meet the changing demands on their time

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Self-Discipline
Learning to manage oneself and ones time requires self-discipline, which requires determination Determination begins with a purpose or a calling, the creation of passion, which drives one toward reaching specific goals

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Becoming Self-Disciplined
Self-discipline is defined as making a disciple of ones self Becoming ones own teacher, trainer, coach, disciplinarian

Becoming disciplined helps salespeople develop and manage their personal and professional goals (their purpose)

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Summary Aspects for Managing Time

Set goals Set priorities Organize work Clear the clutter Focus on important Divide large tasks in small chunks Learn to say no Manage appointments Manage disruptions Manage distractions Manage interruptions Manage self Increase personal efficiency Use TM tools like planners, diaries, scheduler grids.
64

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Sharpen the Saw

Effectiveness and Efficiency Successful people are accountable for how they manage both themselves and their time
Managing oneself is largely concerned with learning how to make oneself more effective Managing time is largely concerned with making oneself more efficient

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Closing Thought
A journey of a thousand miles must begin with a single step. Lao-Tzu

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Learning is not compulsory neither is survival!

W Edward Deming

Questions?

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