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  • This is where we manage, we produce, where we bring our experience and judgment to bear in responding to many needs and challenges.

    Many important activities become urgent through procrastination, or because we don’t do enough prevention and planning
  • Here’s where we do our long-range planning, anticipate and prevent problems, empower others, broaden our minds and increase our skills

    Ignoring this Quadrant feeds and enlarges Quadrant I, creating stress, burnout, and deeper crises for the person consumed by it

    Investing in this Quadrant shrinks Quadrant I
  • The noise of urgency creates the illusion of importance.
    Actual activities, if they’re important at all, are important to someone else.
    Many phone calls, meetings and drop-in visitors fall into this category

  • We often “escape” to Quadrant IV for survival

    Reading addictive novels, watching mindless television shows, or gossiping at office would qualify as Quadrant IV time-wasters

  • If you are having trouble staying on task there are several techniques available:
    Do the thing you loathe first. Sometimes by getting your most dreaded task out of the way you will enjoy the rest of your day.
    Break down a big job into sections and attack each section at a time.
    Each day set a timer for 10 minutes and perform as many repetitive tasks as you can in those 10 minutes.
    Reward yourself whenever you complete a task – talk to a co-worker briefly, get a cup of tea, treat yourself to chocolate at lunch or take a short walk. Try all four methods to find out which method works for you.
  • Keep articles and stories you would like to read for pleasure or business readings in a separate folder and read them while waiting at the doctor’s office or riding the exercise bike at the gym. This will keep you focused on the articles that you need to read so that you are not side-tracked.
  • The average person spends over 6 months of their life just sitting at stop lights. Take back some of that life that disappears into the abyss and give your-self the luxury of reading through listening to books while driving. You can listen to audio books for enjoyment or better yourself by learning a new skill.
  • A full lunch hour can seem like a waste of time but if you take care of tasks such as online banking, going to the gym, and grocery shopping on your lunch break you free up time for your family and other activities after office hours.
  • There are many things you can automate that will help you save time. Try setting up automatic bill payments on your credit card so that there is only one lump sum withdrawal from your checking account and you do not need to check your bank balance incessantly. Also look at setting up macros for programs at work for tasks that you have to repeat.
  • By setting out the goals that need to be accomplished each day and by assigning a time limit to each task you are more likely to stay on target. This will also help ensure that the most important items are accomplished that day. The least important items can usually be left for the next day.
  • Find out what your time wasters are and limit them. It may seem juvenile to write such a list but it will remind you of the things that rob you of time. Some items that my find themselves on the “do not list” are phone calls, emails and Facebook that can consume an entire day if you let them. Try turning off your phone for a set time so that you can accomplish a goal. If Facebook is your weakness then do NOT log in to your profile. These online time management skills will help stop the constant electronic interruptions.
  • Timemanagement

    2. 2. What is time management? . . . . . .
    3. 3. Time management is the art of arranging, organizing, scheduling, and budgeting one’s time for the purpose of generating more ef fec tive work and productivity.
    4. 4. How to Manage time?? Stephen Covey’s Time Management Matrix
    5. 5. Quadrant 1 Represents things that are both “urgent” and “important” – we need to spend time here
    6. 6. Quadrant 2 Quadrant of Quality Includes activities that are important, but not urgent”
    7. 7. Quadrant 3 “Quadrant of Deception” Includes things that are “urgent, but not important” -
    8. 8. Quadrant 4 “Quadrant of Waste” Reserved for activities that are “not urgent, not important”
    9. 9. Seven Simple Steps For Effective Time Management
    10. 10. Stay Focused
    11. 11. Store Must-Read Articles for the Right Time
    12. 12. Listen to Books While Driving
    13. 13. Take Advantage of Your Lunch Break
    14. 14. Automate As Much As Possible
    15. 15. Set Priorities and Time Limits for Your To-do-list
    16. 16. Write a Do-not-list
    17. 17. • Delegation is entrusting of authority power and responsibility to another
    18. 18. Makes work easier delegating the jobs makes work easier as the manager wont feel overloaded with work. this will in fact reduce the workload of the manager and therefore the latter can concentrate on more strategic issues.
    19. 19. New opportunities More tasks manager delegates, the more opportunities they can seek and more time they will get for other responsibilities from high level managers
    20. 20. Improves self efficiency • Improves self confidence of employees and efficiency. The employees will be more willing to take initiative • Skill development of team members • You develop your employees and make them more valuable. causes employees to accept accountability
    21. 21. Better decisions better decisions are taken as subordinates are nearer to problems; to where the action is and are likely to have a clearer view about the problem.
    22. 22. Time saving Speed up decision making. valuable time is lost when employee must check with their managers before making a decision. This delay can be eliminated when employees are authorized to make necessary decision on the spot.
    23. 23. Less workload Better distribution of workload from top to bottom level. You can respond faster to changes in your business when you can rely on nimble employees to take charge
    24. 24. Barriers to delegation • They could do the task in a much better way. • Employees aren't capable enough. • It takes too much time to explain about what has to be done. • Ultimate accountability lies with the manager • It reduces the power of manager
    25. 25. Steps for successful delegation • Define the task- it should be in mind whether the particular task can be delegated or not. • Select the individual or team- identification of a suitable person for the required job. Whether he is competent enough or not. Or the person has enough time to do the particular job
    26. 26. • Explain the reasons- you must be able to tell that why that job is being delegated and that too to that particular person. What is its importance and relevance. • State required results- what must be achieved. Tell them how you intend to decide that the job is successfully done
    27. 27. • Agree deadlines- the deadlines should be agreed. When the job needs to be finished. Methods of checking and reviewing should also be agreed with the other person. Failing to agree in advance will cause this monitoring as interference or lack of trust. • Support and communicate- Provide adequate support, and be available to answer questions. Ensure the project’s success through ongoing communication.
    28. 28. • Consider resources required- the person should have necessary authority to do the job properly. Match the amount of responsibility with the amount of authority. • Feedback on results- it is essential to let the person know how they are doing, and whether they have achieved their aims or not
    29. 29. What tasks we shouldn’t delegate • Don't delegate what you, yourself is not able to do. • you can't delegate: performance reviews, discipline, firing. • An emergency or short-term task where there's no time to explain or train.
    30. 30. Delegation should always be for the all round development of everyone associated with the company. A successful supervisor should therefore know how to delegate efficiently. Managers delegate work not to just relieve their workload, but to allow the employees they supervise to grow professionally.