TIME MANAGEMENT
WHERE DO WE NEED TO
SPEND OUR TIME?
Reading Books/Magazines
Physical Exercise
Active Hobbies
Children/Family
Writing Letters to Relatives/Friends
Socialising & Social Work
SETTING GOALS & PRIORITIES
Career
Status / respect
Material possessions
Relationships
Leisure
Learning
Spiritual Growth
THE REQUIREMENTS
1. Decide on Importance
2. Check Attainment
3. Minimise Conflict
4. Review Priority
5. Ensure ‘S M A R T’ Criteria
6. Enlist Support from Others
7. Plenty of Self-Confidence
WRITING “SMART” GOALS
Specific
Measurable
Attainable
Realistic
Time bound
THE PROCESS
1. Formulate Vision
2. Identify Strengths & Weaknesses
3. Research Opportunities & Threats
4. Select Key Goals
5. Make Action Plans
6. Have Contingency Plan
7. Determination to Implement
HOW EXECUTIVES SPEND TIME
• Reading, Writing, Dictating
• Discussions with boss, subordinates, colleagues
• Customers/Visitors with or without appointment
• Incoming/Outgoing telephone calls
• Meetings
• Travel & movement time
• Waiting time
• Searching for papers
HANDLING TELEPHONES
Educate callers
Plan / Consolidate Calls
May I help you?
Take notes while talking
Avoid ping-pong
Use e-mail or call-back
Screen appointments
Have phone discussion meets
Learn to terminate calls
HANDLING VISITORS
Quiet Hour
Schedule Appointments
Go to Them/Stand up
Change environment (ODP)
Be candid with “gottaminits”
Say ‘no’ tactfully and firmly
Use verbal/non-verbal cues
Meet at reception/special room
Make office optionally comfortable
HANDLING PAPERWORK/MAIL
Action, Information, Reading
Do, delegate, delay, dump
Read - Swap, Speed, Selective
Write - Think, Condense, Summary
Standardise Letters & Reports
Manage by Exception
Use Technology & Trust
Telephone, Personal Contact
Stop Irrelevant Mail/Subscriptions
MANAGING MEETINGS
Decide Objectives
Circulate Agenda
Select Participants
Be on Time
Conducive Environment
Prepare Thoroughly
Professional Chairmanship
Action every Item
Distribute “Minutes”
IMPORTANT Vs URGENT MATRIX
1 I. URGENT 2 II. NOT URGENT
& BUT
IMPORTANT IMPORTANT
III. URGENT IV. NOT URGENT
3 4
BUT NOT
IMPORTANT NOT IMPORTANT
Things which matter most must
never be at the mercy of things
which matter least
Goethe
PutPut first
First things First
Things first!!!
Organizing Yourself
Organizing Yourself
Start with a Yearly Calendar
Don’t forget to schedule in time
to satisfy all roles
Consistently Develop Weekly
and Daily Plans
ORGANISE YOURSELF
Have a daily ‘To-do’ List
Focus on ‘A’ not ‘C’ priorities
Understand boss’s/organisation’s priorities
Consult goals for allocation for time/energy
Schedule for week/month – advance planning
Look for “Do” instead of “Due” date
Prepare ‘PERT’ for large assignments
Manage relationships/network for support
Decide priority based on need, not sycophancy
MANAGING BOTTLE-NECKS
Be a squeaking wheel
Bypass the system
Announce that you will take action
Make it a matter of honour
Use positive reinforcement
AVOIDING CRISES
Start early enough
Clear communication – no misunderstandings
Periodic status reports for early warning
Follow-through after delegating
Make a contingency plan
ENDING YOUR WORK-DAY
Tidyup
Evaluate your day
Was I proactive or reactive?
Did I establish & accomplish my major goal?
Did others intrude unduly on my time?
Was I guilty of wheel spinning activities?
If I were to live this day over, what would I do?
Plan the next day’s activities
ASSERTIVENESS
Assertiveness is
the ability to
communicate your
needs, feelings,
opinions, and
beliefs in an open
and honest manner
without violating the
rights of others
ASSERTIVENESS
1. Is not the same as aggressive
behaviour
2. Aggressive behaviour enhances
self at the expense of others
3. Assertiveness produces positive
outcomes for all; Aggressive acts
result in negative outcomes
WHAT WILL IT DO
1. Increases self-confidence
2. Elevates self-esteem
3. Gain respect of others
4. Improves communication
5. Enhances decision-
making ability
Examples of Passive Behaviour
Avoiding eye contact
Quiet, strained voice
Sentences not finished
Nervous movements - fiddling with objects
Physically backing away
Apologising a lot
Agreeing without questioning
Examples of Aggressive behaviours
Glaring/staring
Loud voice
Lots of interruptions
Finger wagging
Hands on hips
Physically moving towards the other person
Blaming
Stating opinions as facts
HOW TO BE ASSERTIVE
1. Be honest & direct about your needs & feelings
2. Express yourself firmly & directly
3. Be reasonable in your requests
4. State your viewpoint without being apologetic
5. Be honest when giving or receiving feedback
6. Learn to say “no” to unreasonable expectations
7. Paraphrase what others have stated to you
HOW TO BE ASSERTIVE
8. Recognise & respect the rights of those around you
9. Use appropriate tome of voice
10. Be aware of body posture and body language
11. Maintain eye contact
12. Use “I” statements to express self
13. Don’t let others impose their values/ideas on you
14. Encourage others to be clear and direct
15. Take ownership
What Is Stress?
Stress
Psychological,Emotional,
Physiological Response
Stressors
Threatening Environmental
Conditions
Why Is Stress
Management Important?
Organizational
Costs
Individual Costs
Health Impairment
Job Burnout
Performance
Decline
Exhibit 6.1: Relationship Between
Stress and Job Performance
Experiencing stress
STRESSORS REACTIONS
Anticipatory, Physiological,
Encounter,Time, Psychological
Situational
RESILIENCY
Physical
Psychological
Social
Exhibit 6.2: Model of the Stress Management Process
Potential Stressors Experienced Stress Consequences
Personal Factors (SYMPTOM AWARENESS)
Psychological
Family problems Heart Disease
Financial problems Stress Management
Ulcers
Health problems Headaches
Individual
Organizational Factors Seek help
Time management Emotional
High stress occupation Anxiety
Job role Change jobs
Build resiliency Depression
Overload Burnout
Under-utilization Personality
Role ambiguity Companionship
Experience Behavioral
Role conflict Aggression
Responsibility for others Health (Exercise, diet)
Relaxation Productivity
Recreation Avoidance
Job Environment
Poor working conditions Successful Coping
Organizational politics Organizational
Job Design High self esteem
Poor work relationships Goal accomplishment
Selection & Placement
Training & Mentoring Feeling of well being
Environmental Factors
Economic Uncertainty Team Building
Technological Change Employee Assistance
Politics Communicating
Wellness Promotion
Managing Stress: Objectives
Becoming Aware of Negative Stress
Symptoms
Determining the Sources
Determining the Cause
And then…
Cope temporarily with the stress
Eliminate stressors
Develop resiliency
How Can Awareness of Stress
Symptoms Be Enhanced?
PhysicalSymptoms
Psychological Substitutes
Never Rarely Sometimes Often Always
Constant fatigue [] [] [] [] []
Low energy level [] [] [] [] []
Recurring headaches [] [] [] [] []
Gastrointestinal disorders [] [] [] [] []
Bad breath [] [] [] [] []
Sweaty hands or feet [] [] [] [] []
Dizziness [] [] [] [] []
High blood pressure [] [] [] [] []
Pounding heart [] [] [] [] []
Types of Stressors: Causes
Time
Encounter
Situational
Anticipatory
Managing Stress
Eliminate Develop Temporary
Stressors Resiliency coping
mechanisms
Permanent Long term Short term
effects
Enactive Proactive Reactive
approach approach approach
Long time Moderate time Immediate
required required
Resiliency:
Physiological
Cardiovascular
Psychological
conditioning
Proper diet –Balanced lifestyle
Social –Hardy personality
Supportive relations –Small wins strategy
Mentors –Relaxation techniques
teamwork
Short term strategies
Reframing
Imagery
Types of stressors and what
we can do about them
Time Stressors
Work overload
Lack of control
Elimination Strategies
Principlesof time management
Delegation
Eliminating time stressors:
Time management
“Effective
time management can enable
managers to gain control over their time
and organize their fragmented, chaotic
environment.”
Effective time management
means…
Spending time on important, not just
urgent matters
Distinguishing clearly between
importance and urgency
Focusing on results not methods
Not feeling guilty when saying no
Effective time management
URGENCY
High Low
IMPORTANCE
High
Low
80/20 Rule
Activities Time Spent Results
Trivial 80% 20%
Vital 20% 80%
Efficient time management
Toolittle time; too much to do
How do I get more done?
Schedule
Schedule Activities
• Horizontal Scheduling
• Vertical Scheduling
• Directing and Controlling
Rules
Read selectively
Make lists
Everything in its place Don’t procrastinate
Prioritize Keep track of time
Multitask the routine Set deadlines
Discretionary task jar Use waiting time
Divide up the big jobs Designate time for busy
Critical 20% work
Best time for important jobs Closure on one thing a day
Arrange non-interrupted time Schedule personal time
Limit worry time
Long term objectives
Continuous improvement
Tips for managers
Hold routine meetings at end of day
Set time limit
Hold meetings only if needed
Agendas, minutes
Start on time
Paper work decisions
Organize
Limit interruptions
Delegate
Empowerment: allow for initiative
Give credit to those who deserve it
Types of stressors and what
we can do about them
Encounter Stressors:
Role Conflicts
Issue
Interaction
Elimination Strategies:
Delegation
Interpersonal skills
Conflict resolution
Resilience
Social support; Collaboration
Self awareness
EQ
Types of stressors and what
we can do about them
Situational Stressors:
Unfavourable working conditions
Rapid change
Elimination Strategies:
Workredesign
Changing jobs
Short term Strategies
resiliency
Work redesign
Level of task demand
Level of autonomy (individual control &
discretion)
Level of interest
Feedback
Types of stressors and what
we can do about them
Anticipatory Stressors:
Unpleasant expectations
Fear
Elimination Strategies:
Time management
Priorities; planning
Short term strategies
Resiliency
Stress and Self awareness
Values
Attitudetowards change
Cognitive style
Interpersonal orientation
“There is more to life than
increasing its speed.”
Mahatma Gandhi
Thank you
