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Time Management

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Time Management presentation. How to mange your time

Time Management presentation. How to mange your time

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  • 1. TIME MANAGEMENT AND DELEGATION SKILLS
  • 2. PLEASE ANSWER FOLLOWING QUESTIONS             1.      What one thing could you do ( you are not doing currently ) that if you do on regular basis, would make a tremendous positive difference in your personal life ?               2.      What one thing in your business or professional life would bring similar results ?   EXERCISE 1 :
  • 3. HOW WELL DO YOU MANAGE YOUR TIME   Listed below of ten statements that reflects generally accepted principles of good time management. Answer these items by circling the item most characteristic you perform your job. Please be honest. No one will know your answers except you.   1] Each day I set aside a small amount of time for planning and thinking about my job. 0. Almost never 1.   Sometimes 2.   Often 3.   Almost always 2] I set specific, written goals and put deadlines on them. 0.   Almost never 1.   Sometimes 2.   Often 3.   Almost always 3] I make a daily “to do” list, arrange items in order to importance, and try to get the important items done as soon as possible. 0.   Almost never 1.   Sometimes 2.   Often 3.   Almost always 4] I am aware of the 80-20 rule and use it in doing my job. (The 80-20 rule states that 80 percent of your effectiveness will generally come from achieving only 20 percent of your key activities) 0.   Almost never 1.   Sometimes 2.   Often 3.   Almost always 5] I keep a loose schedule to allow for crisis and the unexpected. 0. Almost never 1.   Sometimes 2.   Often 3. Almost always
  • 4. 6] I delegate everything I can to others. 0. Almost never 1.   Sometimes 2.   Often 3. Almost always HOW WELL DO YOU MANAGE YOUR TIME   Listed below of ten statements that reflects generally accepted principles of good time management. Answer these items by circling the item most characteristic you perform your job. Please be honest. No one will know your answers except you. 7] I try to handle each piece of paper only once. 0. Almost never 1.   Sometimes 2.   Often 3. Almost always 8] I eat a light lunch so I don’t get sleepy in the afternoon 0. Almost never 1.   Sometimes 2.   Often 3. Almost always 9] I make an active effort to keep away common interruptions (visitors, meetings, telephone calls) from continually disrupting my work day. 0. Almost never 1.   Sometimes 2.   Often 3.   Almost always 10] I am able to say no to other’s requests for my time that would prevent my completing important tasks. 0. Almost never 1.   Sometimes 2.   Often 3. Almost always
  • 5. To get your score, give yourself:   3 points for each “Almost always” 2 points for each “Often” 1 point for each “Sometimes” 0 point for each “Almost never”   If you scored: 00 - 15 Better give some thought to managing your time. 16 - 20 You’re doing on but there’s room for improvement. 21 - 25 Very good. 26 - 27 Excellent 28 - 30 You cheated.
  • 6. VALUE OF TIME
    • To realise the value of ONE YEAR:
      • Ask a student who has failed the final exam.
    • To realise the value of ONE MONTH :
      • Ask the mother who has given birth to premature baby.
    • To realise the value of ONE WEEK :
      • Ask the editor of a weekly newspaper.
    • To realise the value of ONE HOUR :
      • Ask the lovers who are waiting to meet.
    • To realise the value of ONE MINUTE :
      • Ask the person who has missed the train, bus or plane.
    • To realise the value of ONE SECOND :
      • Ask the person who has survived an accident.
    • To realise the value of ONE MILLISECOND :
      • Ask the person who has won a silver medal in the Olympics.
    • TIME WAITS FOR NO ONE, TREASURE EVERY MOMENT YOU HAVE
  • 7. FIND OUT YOUR TIME-WASTERS Instructions : Select your top time wasters and assign weights in descending order of importance. Weight your top timewaster “10”, your next most important “9” etc. PLANNING 1.   ---- Lack Objectives/Priorities/Planning 2.   ---- Crisis Management, Shifting Priorities 3.   ---- Attempting too much at once/ Unrealistic time estimates 4.   ---- Waiting for Planes/Appointments 5.   ---- Travel 6.   ---- Haste/Impatience   ORGANIZING   7.   ---- Personal Disorganization/Cluttered Desk 8.   ---- Confused Responsibility and Authority 9.   ---- Duplication of Effort 10. ---- Multiple Bosses 11. ---- Paperwork/Red Tape/Reading 12. ---- Poor Filing System 13. ---- Inadequate Equipment/Facilities STAFFING   14. ---- Untrained/Inadequate Staff 15. ---- Under/Over Staffed 16. ---- Absenteeism/Tardiness/Turnover 17. ---- Personnel with problems 18. ---- Over-Dependent Staff   DIRECTING   19. ---- Ineffective Delegation/Involved in Routine Details 20. ---- Lack of Motivation/Indifference 21. ---- Lack of coordination/Teamwork
  • 8. FIND OUT YOUR TIME-WASTERS Instructions : Select your top time wasters and assign weights in descending order of importance. Weight your top timewaster “10”, your next most important “9” etc. CONTROLLING   22. ---- Telephone Interruptions 23. ---- Drop-in visitors 24. ---- Inability to say “No” 25. ---- Incomplete/Delayed Information 26. ---- Lack of Self-Discipline 27. ---- Leaving Tasks Unfinished 28. ---- Lack Standards/Controls/Progress Reports 29. ---- Visual Distractions/Noise 30. ---- Over-control 31. ---- Not being informed 32. ---- People not available for discussion   COMMUNICATING   33. ---- Meetings 34. ---- Lack/Unclear Communication, Instructions 35. ---- Socializing/Idle Conversation 36. ---- “Lack of”/Over-Communication 37. ---- Failure to Listen DECISION-MAKING   38. ---- Procrastination/Indecision 39. ---- Wanting all the facts 40. ---- Snap decision
  • 9. TIME MANAGEMENT FILM
  • 10. LEARNING TO SAY “NO”. When I was Director of University Relations at a large university, I hired a very talented, proactive, creative writer. One day, after he had been on the job for a few months, I went into his office and asked him to work on some urgent matters that were pressing on me. He said,”Stephen, I’ll do whatever you want me to do. Just let me share with you my situation.” Then he took me over to his wallboard, where he had listed over two dozen projects he was working on, together with performance criteria and deadline dates that had been clearly negotiated before. He was highly disciplined, which is why I went to see hem in the first place. If you want to get something done, give it to a busy man. Then he said,”Stephen, to do these new jobs would take several days. Which of these projects would you like me to delay or cancel to satisfy your request?” Well, I didn’t want to take the responsibility for that. I didn’t want to put a cog in the wheel of one of the most productive people on the staff just because I happened to be managing by crisis at that time. The jobs I wanted done were urgent, but not important. So I went and found another crisis manager and gave the job to him. Dr. Stephen R. Covey
  • 11. Need immediate attention. Insist on action. Usually visible. They are right in front of us. They press on us. Often they are pleasant, easy and fun to do. Usually we react to urgent matters. OUR TASKS IMPORTANT URGENT NOT URGENT NOT IMPORTANT
  • 12. Q IV NOT URGENT AND NOT IMPORTANT Q I   URGENT AND IMPORTANT Q III URGENT AND NOT IMPORTANT     Q II NOT URGENT AND IMPORTANT QUADRANT MATRIX IMPORTANT URGENT NOT URGENT NOT IMPORTANT
  • 13. Q II Prevention   Relationship building   Recognizing new opportunities Q I       Crises   Pressing Problems   Deadline driven projects Q III     Interruptions Phone calls      Mail      Meetings      Popular’Activites      Pressing Matters Q IV        Trivial Activities           Mail           Phone calls PUT / 010 ACTIVITIES IN EACH QUADRANT IMPORTANT URGENT NOT URGENT NOT IMPORTANT
  • 14. Q II Vision. Perspective   Balance   Discipline   Control   Few Crises Q I     Stress   Burnout   Crisis Management   Always putting out fires Q III     Short term focus   Crisis Management   Sees goals/plans as worthless   Feel victimized/out of control   Shallow relationship Q IV     Total irresponsibility   Fired from jobs   Dependent on others for basics PUT / 010 RESULT OF EACH QUADRANT IMPORTANT URGENT NOT URGENT NOT IMPORTANT
  • 15. PLEASE GO BACK TO THE EXERCISE 1 WHERE YOU WROTE THE ANSWERS FOR TWO QUESTIONS. PLEASE VERIFY YOUR ANSWERS WOULD FALL INTO SECOND QUANDRANT, WHERE THE TASKS ARE NOT URGENT BUT THEY ARE IMPORTANT.
  • 16. DO YOU SLEEP WELL WHEN THE WIND BLOWS? A young man applied for a job as a farmhand. When the farmer asked for his qualifications, he said, “I can sleep when the wind blows.” This puzzled the farmer. But he liked the young man, and hired him. A few days later, the farmer and his wife were awakened in the night by a violent storm. They quickly began to check things out to see if all was secure. They found that the shutters of the farmhouse had been securely fastened. A good supply of logs had been set next to the fireplace. The young man was sleeping soundly. The farmer and his wife then inspected their property. They found that the farm tools had been placed in the storage shed, safe from the elements. The tractor had been moved into the garage. The barn was properly locked. Even the animals were calm. All was well. The farmer then understood the meaning of the young man’s words. “I can sleep when the wind blows.”       How does this apply to our lives ?
  • 17. PLEASE IDENTIFY SOME MORE QUADRANT II ACTIVITIES WHICH ARE NEGLECTED IN YOUR LIFE. LIST THEM AND DECIDE TO WORK ON THEM. MAKE AN ACTION PLAN. EXERCISE 2 :
  • 18. REASONS GIVEN BY MANAGERS FOR NOT DELEGATING
    • THE STAFF ALREADY HAVE TOO MUCH TO DO.
    • THE STAFF ARE NOT ABLE TO DO.
    • THE STAFF DON’T WANT TO DO.
    • I HAVE NOBODY TO DELEGATE WORK TO.
    • I DON’T HAVE AN AUTHORITY.
    • I DON’T HAVE TIME TO EXPLAIN IT.
    • IT IS BETTER TO DO IT MYSELF.
  • 19. SOME TASKS WHICH CAN EASILY BE DELEGATED     Reports. Fact gathering. Planning a project. Supervising a project. Delegating at some routine meetings. Liaison with other departments. Routine telephone calls and letters. Screening and preliminary interviews/meetings. Departmental routine work.    
  • 20. RULES FOR DELEGATION
    • WHY - Explain “Why” of the job
    • WHAT - Explain “WHAT RESULTS” are expected. Do not explain “HOW”
    • TIME - Communicate dead line
    • AUTHORITY - Explain his authority
    • FEEDBACK - Ask his feedback
    • CONTROL - Decide review meetings
  • 21. THANK YOU

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