• To utilize the available time in optimum manner to achieve one’s personal and professional goals.

1. TIME MANAGEMENT
‫إدارة‬
‫الوقت‬
Amir Alkaram

2. WHY TIME MANAGEMENT ?
• To utilize the available time in
optimum manner to achieve one’s
personal and professional goals.

3. CAUSES OF STRESS (‫اإلجهاد‬ ‫)أسباب‬
• What causes stress?
– Internal sources (self-generated)
– External sources
• What is stressful for you?

4. CAUSES OF STRESS
Internal Sources
• Inability to accept
uncertainty
• Pessimism
• Negative self-talk
• Unrealistic expectations
• Perfectionism
• Lack of assertiveness
External Sources
• Major life changes – good
and bad
• Work
• Relationship difficulties
• Financial problems
• Being too busy
• Children and family

5. EFFECTS OF STRESS
• Cognitive Symptoms
– Memory problems
– Inability to concentrate
– Poor judgment
– Seeing only the negative
– Anxious or racing thoughts
– Constant worrying
• Emotional Symptoms
– Moodiness
– Irritability or short temper
– Agitation and inability to relax
– Feeling overwhelmed
– Sense of loneliness and isolation
– Depression or general unhappiness
• Physical Symptoms
– Aches and pains
– Diarrhea or constipation
– Nausea and/or dizziness
– Chest pain and/or rapid heartbeat
– Frequent colds
• Physical Symptoms
– Eating more or less
– Sleeping too much or too little
– Isolating yourself from others
– Procrastinating or neglecting
responsibilities
– Using alcohol, or drugs to relax
– Nervous habits (e.g., nail biting,
pacing)

6. REDUCING STRESS
• Reduce your stress through:
– Time Management
– Organization
– Delegation

7. REDUCING STRESS
• Time Management – Schedule (but don’t over-schedule), list, and prioritize
tasks.
• Plan each day. Planning your day can help you accomplish more and feel
more in control of your life. Write a to-do list, putting the most important tasks
at the top. Keep a schedule of your daily activities to minimize conflicts and
last-minute rushes.
• Prioritize your tasks. Time-consuming, but relatively unimportant tasks can
consume a lot of your day. Prioritizing tasks will ensure that you spend your
time and energy on those that are truly important to you.
• Say no to nonessential tasks. Consider your goals and schedule before
agreeing to take on additional work.
• Take the time you need to do a quality job. Doing work right the first time
may take more time up front, but errors usually result in time spent making
corrections, which takes more time overall.

8. REDUCING STRESS
• Practice the 10-minute rule. Work on a dreaded task for 10 minutes each
day. Once you get started, you may find you can finish it.
• Evaluate how you're spending your time. Keep a diary of everything you
do for three days to determine how you're spending your time. Look for time
that can be used more wisely. For example, could you take a bus or train to
work and use the commute to catch up on reading? If so, you could free up
some time to exercise or spend with family or friends.
• Take a break when needed. Too much stress can derail your attempts at
getting organized. When you need a break, take one. Take a walk. Do some
quick stretches at your workstation. Take a day of vacation to rest and re-
energize.

9. REDUCING STRESS
• Organization – Make a place for work and personal tasks in your schedule.
Plan daily for short-term goals and plan weekly or longer for larger goals.
Organize your physical space. There's a direct relationship between
clutter and stress; more of one causes more of the other. When you are
surrounded by piles, it's hard to relax, to feel at peace, to be contented with
your living or working environment.
• Delegate – Are there some things you can delegate to others?

10. TIME AWARNESS – TIME TRACKING
• Make sure you know where your time goes.
• Don’t depend on memory. Keep a time log.
• See that your time is spend as per your priorities or
your core responsibilities.

11. MANAGERS TIME
• Planning is key managerial function but research
shows that less than 5% of management time goes on
planning.
• Pareto Principle : 20% of your time will produce 80%
of your productive output. Can you afford not to
manage at-least that 20% ?
• Parkinson’s Law : Work expands to fill the time
available for it. Beware !

12. ORGANIZE AND PRIORITIZE
Time Management matrix-classification of activities
Urgent Not Urgent
Important
I
Important
and
Urgent
II
Important ,
but
Not Urgent
Not
Important
III
Urgent,
but
Not Important
IV
Not Urgent
and
Not Important
Prioritize your tasks
Where do the majority of your
tasks fall on the chart?

13. Organize and Prioritize
Should be done today
Quadrant I
Immediate Attention Required,
Urgent Not Urgent
Important
I
Important
and
Urgent
II
Important,
but
Not Urgent
Not
Important
III
Urgent,
but
Not Important
IV
Not Urgent
and
Not Important
Including:
• A crisis,
• Pressing problems,
• Deadline-driven projects,
Meeting preparations.
Example:
You are having a very large party at a local
venue. The day before your party, the
building catches fire and burns down. You
now need to immediately locate a new
venue for your event. This task is important
because you need a place to have the
party, as well as urgent, due to the party
occurring the next day. This requires your
immediate attention, or the party will not be
a success.

14. ORGANIZE AND PRIORITIZE
Should be done soon…
Quadrant II
Requires attention, but not yet critical
If not completed, nothing
significant will happen
Urgent Not Urgent
Important
I
Important
and
Urgent
II
Important,
but
Not Urgent
Not
Important
III
Urgent,
but
Not Important
IV
Not Urgent
and
Not Important
Including:
• Preparations,
• Presentations, Planning,
• Relationship Building,
• Empowerment
Example:
It is two months before your big party. You
need to order invitations, and have made an
appointment with the local stationary store.
This is an important task, but at this time, it is
not urgent.
highly effective people make time for the QII activities

15. ORGANIZE AND PRIORITIZE
Urgent, but Not Important
Quadrant III
“Nice to do”
Urgent Not Urgent
Important
I
Important
and
Urgent
II
Important,
but
Not Urgent
Not
Important III
Urgent,
but
Not Important
IV
Not Urgent
and
Not Important
Including:
• Interruptions,
• Some phone calls,
• Some mail,
• Some reports,
• Some meetings,
• Many proximate pressing matters,
• Many popular activities
Example:
Three days before your party, you decide that it
would be really nice to have 300 handmade
party favors ready for your guests. Because it
is so close to your party date, this is an urgent
task. However, if you do not complete this task,
nothing significant will happen. You will still
have a nice party, and your guests will not
know the difference.

16. ORGANIZE AND PRIORITIZE
Your time eaters
Quadrant IV
These activities are time eaters
Urgent Not Urgent
Important
I
Important
and
Urgent
II
Important,
but
Not Urgent
Not
Important
III
Urgent,
but
Not Important
IV
Not Urgent
and
Not Important
Effective people stay out of Quadrants III and IV
Including:
• Busywork,
• junk mail,
• Some phone calls,
• Time thieves,
• “escape” activities
Example:
You have two weeks until your party, and decide
that you would like to add another food item to
your menu. You already have enough food
ordered, and this item is not needed

17. EFFICIENCY vs EFFECTIVENESS
• Often worst performers are those who seem to
be working hardest and longest. They are very
busy but not necessarily effective ( ‫ليس‬
‫فعال‬ ‫بالضرورة‬ ).

18. COMMON TIME MANAGEMENT
PROBLEMS : PROCRASTINATION (‫مماطلة‬ )
• Procrastination : Putting off the doing of something
intentionally and habitually.
• If you suspect yourself; ask yourself – why am I
putting this off?. If there is no reason. Do it. Do not
confuse reason with excuse.
• PROCRASTINATION is world’s number one time
waster. Eject it from your life. There is no time like
present to do any work.

19. COMMON TIME MANAGEMENT PROBLEMS :
POOR DELEGATION
• Do not spend time on a work that can be done to a
satisfactory level, by your subordinate.
• Delegation saves your time and develops subordinates
• Delegation improves results by making fuller use of
resources
• Delegation implies transferring initiative and authority to
another

20. THE ART OF DELEGATION
• Delegation begins with a deep sense of the value and
limits of your time.
• Managers often complain that they are running out of
time when their subordinates are running out of work.
•
• Delegating the more routine or predictable part of
ones job is only the first step.
• Delegation is not abandonment. Some degree of
control needs to be maintained.

21. DIFFICULTIES IN DELEGATION
– It’s risky.
– We enjoy doing things.
– We don’t sit & think.
– It’s a slow process.
– Like to be “on-top of everything”.
– Will subordinate outperform us?
– Nobody can do it as well as I can.
• Delegation is a great motivator. It enriches jobs,
improves performance & raises morale of staff.

22. COMMON TIME MANAGEMENT PROBLEMS
OFFICE MIS-MANAGEMENT
• Develop an efficient system of office working.
• Muddle makes work and wastes time. Strive for good
order in your office.
• Utilize all resources fully.
• Handle telephone properly. Don’t let it become a
nuisance.

23. TIME EFFECTIVENESS IN OFFICES
• Time can be wasted imperceptibly if your work
area is not organized well.
• Your desk should be clear of all paper except
the specific job on hand.
• It invites you to think about one thing at a
time.
• Concentration is a great time saver.
• Sort papers under : FOR ACTION/
FOR INFORMATION/ FOR READING/
FOR WASTE PAPER
• BOTTOM DRAWER

24. EFFECTIVE WRITING
• Clarity, simplicity and conciseness are essentials of good
writing.
• Think, List and then Arrange.
• Do not cover too many subjects in one letter.
• Strive to write one page letters. These are more
digestible.

25. MAKE THE TELEPHONE WORK FOR YOU
• Telephone is a great time-saving tool in right hands.
• Plan your calls.
• Set aside a period of time for making and if possible,
receiving calls
•
• Timing for each call.

26. HOW TO CONTROL INTERRUPTIONS
• Set a time limit and stick to it.
• Set the stage in advance : You are very busy
with a deadline in light.
• With casual droppers-in, remain standing.
• Meet in other person’s office.
• Get visitors to the point and minimize small talk.
• Be ruthless with time but gracious with people.
• Have a clock available .
• Use a call-back system for telephone calls.

27. YOUR PROFESSIONAL ASSISTANT
• Transform your PA/Secretary into Professional Assistant .
• Your PA can help you save time by
– Keeping unwanted callers at bay – by diverting them to
appropriate person.
– Minimizing interruptions; can arrange interviews suitably.
– Dealing with routine correspondence.

28. COMMON TIME MANAGEMENT
PROBLEMS : MEETINGS
• Meetings are potential time wasters.
• Meetings are necessary evil; distractions from
one’s regular work.
• Try to say ‘No’ to a meeting where you are not
required.
• Agenda should be definite. Every one should
receive the agenda and relevant papers well in
advance.
• There should be a finishing time for meeting.

29. DOs/ DON’Ts FOR
BOSS/CHAIRPERSON/ADMINISTRATOR
• Do not call a meeting unless it is necessary
• Do not call a meeting if the task can be handled by a
call or by a small group through formal/ informal
discussion
• Meetings are not required to:
▪ ‘Boss around’ or give ‘messages’
▪ Socialize
▪ Rubber stamp decisions
▪ Pass on information
▪ Promote private or hidden agenda
▪ Continue the habit

30. DOs/DON’Ts FOR
BOSS/CHAIRPERSON/ADMINISTRATOR
• Call only those who are involved
• Have a written agenda and circulate to all along with
supporting papers
• Do not over-pack the agenda
• Agenda should not have ‘Any other item’
• Start on time
• Stick to agenda
• Beware of ‘Hijackers’

31. DOs/DON’Ts FOR PARTICIPANTS
• Come prepared (with facts and figures)
• Come on time
• Talk to the point. Do not try to divert the discussion
• Do not try to hijack the meeting

32. ROLE OF BOSS: BOSS MUST REALISE
• The time of the subordinate is also important for the
organization .
• The tasks monitored by you are only part of duties of
subordinate.
• If subordinate is hard pressed for time the quality of
output is bound to suffer.
• System improvements are essential responsibilities of
bosses-particularly those which reduce time being spend
on unimportant/ unnecessary activities
• You can do only one persons work.
• Perfection at times becomes counterproductive.

33. ROLE OF SUBORDINATE
• Realise that Boss has a wider vision
• Devote time as per organizational objectives and
your goals
• Go to Boss after doing your home work
• Manage the problems which can be tackled at
your level

34. PLANNING THE DAY
• Prepare a list of priorities for the day based on
urgency and importance.
• Get the timing right.
• Morning is the time for hard work.
• Interesting work, meetings and social events can
take place in off-peak time.
• Have work-breaks to over come fatigue.
• Living 100% in the present improves your work
output.

35. OTHER TIME SAVERS
• Concentration, Avoid interruptions
• Use of committed time
• Good Health
• Do not let your subordinate come to you with
problems unless they bring their proposed
solutions.

36. PROBLEMS OF OVERWORKED
MANAGER
• Why some managers are typically running out of time
while their staff is running out of work.
– They pick up staff’s job. They enjoy & are good at it.
– They try to do things efficiently which are not worth doing at
first place. Efficiency Vs Effectiveness.
• It can be explained by ‘Monkey-on-the-back’ analogy.
Monkey is ‘next move’ or problem or opportunity that
comes to us.

37. WHAT IS A MONKEY?
• A monkey is a next move or
an opportunity, or problem
which comes to us.
• ‘Monkey Management’
helps to transform from a
manager under time
pressure to an effective one.

38. MONKEY-ON-THE-BACK
• Some ‘Monkeys’ belong to us. However,
greatest proportion belongs to subordinates.
• Once we pick up ‘Monkeys’ from subordinates
they get the message that we want Monkeys.
• By allowing ‘Monkey’ from your subordinates
on to your back you volunteered for two things:
–Accepted responsibility for the problem from him/her.
–Promised him/her a progress report.
• Now he/she will pressurize you to do what
actually is his/her job.

39. MONKEY-ON-THE-BACK
• Sometimes colleagues also try to pass on their
monkeys.
• Many Bosses are in habit of passing their monkeys to
subordinates.
• This snowballs to upward, sideward & downward
leaping ‘Monkeys’. These take our all available time
with no time to work on our own ‘Monkeys’.
• So be careful.
Do not accept others monkeys

40. Technology and Tools
• Microsoft Outlook Basics to Manage Your Days
– E-mail management
– Calendar management
– Task management

41. Technology and Tools
• E-mail Management
– Creating folders
– Setting rules
• Calendar Management
– Setting an appointment
– Updating and deleting an appointment
• Task Management
– Entering to create” to-do” lists
– Color coding

42. RECAP
• When feasible, delegate.
• Don’t let paperwork pile up.
• Do not postpone work.
• Identify your time waster and resolve to
eliminate them.
• Add times for relaxation and recreation in your
schedule.

43. RECAP
• Identify and make use of “up” and “down” time.
• Learn to say “NO.” It is not a crime.
• Make use of committed time – travel time,
waiting time etc.
• Plan the day.
• Set goals and work towards achieving them.
• Keep the Boss happy.

44. THANK YOU