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Time management is key to job performance. Effective time management involves prioritizing tasks, making clear decisions, and setting boundaries. It reduces unproductive time and improves relationships. Poor time management leads to missed deadlines and financial losses. Organizations should link time management strategies to performance to boost morale and confidence.
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2. Establishing planning premises to determine assumptions and potential obstacles.
3. Choosing the best alternative course of action by evaluating options.
4. Formulating derivative or secondary plans to support achieving the main plan.
5. Securing cooperation from subordinates involved in implementation for improved plans.
6. Conducting follow up and appraisal of implemented plans to evaluate effectiveness and allow for modifications.
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Planning for the future has limitations including a lack of fully accurate information, the time and expense required for data collection and analysis, resistance to change from people who fear failure and uncertainty, potential to create a false sense of security that discourages independent thinking, and inflexibility that restricts individual skill, initiative, and creativity by requiring strict adherence to predetermined policies and programs.
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This document discusses planning in management. It defines planning as deciding in advance what is to be done. The document outlines the six steps in the planning process: determining objectives, establishing planning premises, selecting the best plan from alternatives, timing and sequencing operations, estimating future events, and following up on action. It also categorizes plans as standing or single-use and discusses various types of plans including financial, formal/informal, specific/routine, strategic/functional, long-range/short-range, and administrative/operational.
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Unit 3-planning
Planning is a primary function of management that focuses on future courses of action. It involves setting objectives, analyzing alternatives, and making decisions. The key steps in the planning process are: 1) Analyzing opportunities and threats, 2) Setting objectives, 3) Determining assumptions about the future, 4) Identifying alternative actions, 5) Evaluating alternatives, 6) Selecting an action plan, 7) Formulating subordinate plans, 8) Implementing plans, and 9) Reviewing results. Planning establishes a framework for achieving goals efficiently and on schedule.
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Planning process
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1. Establishing objectives to provide direction and focus on results.
2. Establishing planning premises to determine assumptions and potential obstacles.
3. Choosing the best alternative course of action by evaluating options.
4. Formulating derivative or secondary plans to support achieving the main plan.
5. Securing cooperation from subordinates involved in implementation for improved plans.
6. Conducting follow up and appraisal of implemented plans to evaluate effectiveness and allow for modifications.
Limitations of planning
Planning for the future has limitations including a lack of fully accurate information, the time and expense required for data collection and analysis, resistance to change from people who fear failure and uncertainty, potential to create a false sense of security that discourages independent thinking, and inflexibility that restricts individual skill, initiative, and creativity by requiring strict adherence to predetermined policies and programs.
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Planning is a primary function of management that focuses on future courses of action. It involves setting objectives, analyzing alternatives, and making decisions. The key steps in the planning process are: 1) Analyzing opportunities and threats, 2) Setting objectives, 3) Determining assumptions about the future, 4) Identifying alternative actions, 5) Evaluating alternatives, 6) Selecting an action plan, 7) Formulating subordinate plans, 8) Implementing plans, and 9) Reviewing results. Planning establishes a framework for achieving goals efficiently and on schedule.
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Planning and controlling are critical management functions. Planning involves determining future courses of action to achieve goals, while controlling ensures plans are executed properly and goals are met. Effective planning considers alternatives, resources, and changing conditions. Controlling establishes standards, measures performance, and takes corrective actions if needed. Together, planning and controlling provide direction and oversight to help organizations operate efficiently.
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This document outlines the key phases and activities in a typical project management process: concept and initiation, definition and planning, execution, performance and control, and project close. It describes establishing objectives and scope, creating plans and budgets, assigning tasks, monitoring progress, managing risks and quality, and conducting reviews and closure activities after a project is complete.
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This slide will walk you through the hierarchy of planning. Differences between:
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Relationship between planning and controlling
Planning and controlling are interdependent management functions. Planning establishes goals and how they will be achieved, while controlling monitors performance against those goals. Without plans to monitor against, controlling cannot determine if actual performance is acceptable. Likewise, plans must be implemented and followed, which is the role of controlling. Both functions also look backward to learn from past experiences and look forward to apply lessons learned and make adjustments for the future. Together, planning and controlling work to bridge the gap between current and desired performance.
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The lecture discussed the importance of planning and organizing for success. It addressed that planning and organizing are key functions that allow one to be efficient and productive. Effective planning prepares one to achieve goals and deal with workplace changes, while organizing aligns resources toward common goals. The lecture covered principles of planning like keeping aims clear and flexible plans, and types of planning. It also discussed the difference between goals as desired outcomes and plans as documents outlining how to meet goals.
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The document discusses various aspects of organizational planning including:
1) Plans are proposed actions to help organizations achieve objectives and rational managers are crucial to developing effective plans.
2) Factors like repetitiveness, time scope, and level determine plan characteristics. Repetitive plans are used long-term for recurring situations while single-use plans address unique situations.
3) Forecasting and scheduling are important planning tools used to predict the future and allocate resources and timelines to achieve objectives.
Planning tools and techniques
The document discusses various planning and forecasting techniques used by organizations. It describes qualitative and quantitative forecasting, as well as planning, contingency planning, scenario planning, benchmarking, and participatory planning. It also discusses management by objectives and performance management as planning approaches where supervisors and workers jointly set objectives and review results. Effective performance objectives are specific, time-defined, challenging, and measurable. Management by objectives focuses workers and supervisors on important tasks and objectives while allowing worker participation in decision making.
Basic Guidelines for Successful Planning Process
The document provides guidelines for a successful planning process. It outlines key phases including analyzing the current situation, establishing goals and strategies, and writing a plan document. It emphasizes involving stakeholders, communicating the plan widely, and making goals specific, measurable, achievable and time-bound. Regularly reviewing progress, noting deviations, and adjusting the plan as needed are also highlighted. The planning process itself is emphasized as being as important as the written plan.
Limitations of planning
Planning has several internal and external limitations:
Internally, planning can lead to rigidity if managers are unable to change plans according to the changing business environment. Planning is also difficult in dynamic environments since anticipating the future is uncertain. Planning also involves huge costs to collect accurate data and hire experts, and it is a time consuming process which leaves little time for implementation. Externally, changes in government policies, economic/social conditions, natural calamities, competitor strategies, and regular technological changes can all negatively impact planning effectiveness.
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Planning involves determining a course of action to achieve objectives. It bridges the gap between the present and desired future. The planning process involves classifying problems, setting objectives, collecting and analyzing information, establishing assumptions, determining alternative plans, selecting an operating plan, arranging the timing and sequence of operations, and following up on implementation. Planning allows organizations to align their resources with opportunities to achieve defined goals.
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This document provides an overview of planning and control processes for an organization. It defines planning as preparing a blueprint that decides objectives, actions, timing, roles and locations in advance. Control is measuring performance against objectives and standards, comparing results, and taking corrective actions. The document outlines principles, essentials and methods of planning, as well as advantages and disadvantages. It also details the four steps of the control process: establishing objectives/standards, measuring performance, comparing results to standards, and taking corrective actions.
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Planning and controlling are interdependent functions that reinforce each other. Planning precedes controlling by putting activities on track through goals and strategies. Controlling then succeeds planning by monitoring activities and ensuring they stay on track to achieve goals. If planning fails due to unforeseen events, controlling can help rescue the situation. Effective controlling also provides feedback to improve future planning. Therefore, planning and controlling are inseparable and forward-looking functions that are important for the smooth and coordinated operation of an organization.
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This document discusses the nature and concepts of planning in management. It defines planning as the process of thinking about and organizing activities to achieve goals. Planning is a basic management function that includes formulating detailed plans to balance needs with available resources. Planning provides security, organization, and direction for companies by setting expectations and regulations. There are long-term and short-term plans at strategic, tactical, and operational levels. Effective planning is challenging due to expenses, inflexibility with changes, difficulty formulating accurate assumptions, and potential resistance from people.
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1. What is time management?
2. Benefits of time management
3. Busy vs. Productive
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5.Components of time management
-Planning
-Organizing
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- Control
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Planning and controlling are critical management functions. Planning involves determining future courses of action to achieve goals, while controlling ensures plans are executed properly and goals are met. Effective planning considers alternatives, resources, and changing conditions. Controlling establishes standards, measures performance, and takes corrective actions if needed. Together, planning and controlling provide direction and oversight to help organizations operate efficiently.
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This document outlines the key phases and activities in a typical project management process: concept and initiation, definition and planning, execution, performance and control, and project close. It describes establishing objectives and scope, creating plans and budgets, assigning tasks, monitoring progress, managing risks and quality, and conducting reviews and closure activities after a project is complete.
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This slide will walk you through the hierarchy of planning. Differences between:
1) Plan and Strategy
2) Mission and Vision
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Planning and controlling are interdependent management functions. Planning establishes goals and how they will be achieved, while controlling monitors performance against those goals. Without plans to monitor against, controlling cannot determine if actual performance is acceptable. Likewise, plans must be implemented and followed, which is the role of controlling. Both functions also look backward to learn from past experiences and look forward to apply lessons learned and make adjustments for the future. Together, planning and controlling work to bridge the gap between current and desired performance.
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The lecture discussed the importance of planning and organizing for success. It addressed that planning and organizing are key functions that allow one to be efficient and productive. Effective planning prepares one to achieve goals and deal with workplace changes, while organizing aligns resources toward common goals. The lecture covered principles of planning like keeping aims clear and flexible plans, and types of planning. It also discussed the difference between goals as desired outcomes and plans as documents outlining how to meet goals.
Plans and planning tools (principles of management).
The document discusses various aspects of organizational planning including:
1) Plans are proposed actions to help organizations achieve objectives and rational managers are crucial to developing effective plans.
2) Factors like repetitiveness, time scope, and level determine plan characteristics. Repetitive plans are used long-term for recurring situations while single-use plans address unique situations.
3) Forecasting and scheduling are important planning tools used to predict the future and allocate resources and timelines to achieve objectives.
Planning tools and techniques
The document discusses various planning and forecasting techniques used by organizations. It describes qualitative and quantitative forecasting, as well as planning, contingency planning, scenario planning, benchmarking, and participatory planning. It also discusses management by objectives and performance management as planning approaches where supervisors and workers jointly set objectives and review results. Effective performance objectives are specific, time-defined, challenging, and measurable. Management by objectives focuses workers and supervisors on important tasks and objectives while allowing worker participation in decision making.
Basic Guidelines for Successful Planning Process
The document provides guidelines for a successful planning process. It outlines key phases including analyzing the current situation, establishing goals and strategies, and writing a plan document. It emphasizes involving stakeholders, communicating the plan widely, and making goals specific, measurable, achievable and time-bound. Regularly reviewing progress, noting deviations, and adjusting the plan as needed are also highlighted. The planning process itself is emphasized as being as important as the written plan.
Limitations of planning
Planning has several internal and external limitations:
Internally, planning can lead to rigidity if managers are unable to change plans according to the changing business environment. Planning is also difficult in dynamic environments since anticipating the future is uncertain. Planning also involves huge costs to collect accurate data and hire experts, and it is a time consuming process which leaves little time for implementation. Externally, changes in government policies, economic/social conditions, natural calamities, competitor strategies, and regular technological changes can all negatively impact planning effectiveness.
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Planning involves determining a course of action to achieve objectives. It bridges the gap between the present and desired future. The planning process involves classifying problems, setting objectives, collecting and analyzing information, establishing assumptions, determining alternative plans, selecting an operating plan, arranging the timing and sequence of operations, and following up on implementation. Planning allows organizations to align their resources with opportunities to achieve defined goals.
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This document provides an overview of planning and control processes for an organization. It defines planning as preparing a blueprint that decides objectives, actions, timing, roles and locations in advance. Control is measuring performance against objectives and standards, comparing results, and taking corrective actions. The document outlines principles, essentials and methods of planning, as well as advantages and disadvantages. It also details the four steps of the control process: establishing objectives/standards, measuring performance, comparing results to standards, and taking corrective actions.
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Planning and controlling are interdependent functions that reinforce each other. Planning precedes controlling by putting activities on track through goals and strategies. Controlling then succeeds planning by monitoring activities and ensuring they stay on track to achieve goals. If planning fails due to unforeseen events, controlling can help rescue the situation. Effective controlling also provides feedback to improve future planning. Therefore, planning and controlling are inseparable and forward-looking functions that are important for the smooth and coordinated operation of an organization.
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maximize the effectiveness of an individual’s efforts with prioritizing
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This document discusses the nature and concepts of planning in management. It defines planning as the process of thinking about and organizing activities to achieve goals. Planning is a basic management function that includes formulating detailed plans to balance needs with available resources. Planning provides security, organization, and direction for companies by setting expectations and regulations. There are long-term and short-term plans at strategic, tactical, and operational levels. Effective planning is challenging due to expenses, inflexibility with changes, difficulty formulating accurate assumptions, and potential resistance from people.
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1. What is time management?
2. Benefits of time management
3. Busy vs. Productive
4. Elements of time management
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This document discusses time management and its importance. It begins by defining time management as managing one's time effectively by allocating the right amount of time to the right activities. It then discusses different types of time, including linear, circular, and linear-circular time. The document outlines a strategy for effective time management, including setting goals and priorities, planning, organizing, and dealing with time hiccups like procrastination. It provides tips for managing time well through techniques like using lists and calendars. Overall, the document emphasizes the value of planning, prioritizing and making the most of one's time.
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CHAPTER TEXT:
Guidelines for Managers
The chaotic and demanding nature of managerial work makes time management one of
the most important administrative skills for leaders. This section presents guidelines (see sum-
mary in Table 2-2 ) for managing time wisely, coping with demands, and handling role con-
flicts. The guidelines are based on research, practical experience, and recommendations by
consultants.
• Understand the reasons for demands and constraints.
It is essential to learn how others perceive the manager’s role and what they expect.
Perception of demands and constraints inevitably involves subjective judgments, but many
managers fail to take the time necessary to gather sufficient information on which to base these
judgments. Do not assume that everyone agrees with your vision, priorities, or ideas about effec-
tive management. Before one can satisfy people or modify their expectations, it is necessary to
understand what they really desire. Understanding role expectations requires frequent face-to-
face interaction, asking questions, listening to others rather than constantly preaching, being
sensitive to negative reactions (including nonverbal cues), and trying to discover the values and
needs underlying a person’s opinions and preferences.
• Expand the range of choices.
Too many managers focus on the demands and constraints and fail to give adequate con-
sideration to opportunities to define the job in different ways. It is essential to step back from the
job and see it in a broader strategic perspective. It is usually possible to be proactive with supe-
riors about defining the job in a way that allows more discretion, especially when role ambiguity
is already present due to poorly-defined responsibilities. Choices may be expanded by finding
ways to avoid demands and reduce constraints. A manager’s planning and agenda development
should include a conscious analysis of the demands and constraints limiting current effective-
ness, and how they can be reduced, eliminated, or circumvented.
• Determine what you want to accomplish.
Time is a scarce resource that must be used well if the manager is to be effective. The key to
effective time management is knowing what you want to accomplish. A person with a clear set of
objectives and priorities can identify important activities and plan the best way to use time; with-
out clear objectives, no amount of planning will improve time management. The objectives and
priorities may be informal, as with Kotter’s (1982) mental agendas, but they need to be identified
by a deliberate, conscious process.
• Analyze how you use your time.
It is difficult to improve time management without knowing how time is actually spent. Most
managers are unable to estimate very accurately how much time they spend on different activi-
ties. Most time management systems recommend keeping a daily log of activities for one or two
weeks. The log should list each activity in .
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Planning is the primary function of management and involves deciding in advance what should be done. It bridges the gap between where an organization currently is and where it wants to go. There are various types of planning including strategic, tactical, long-term, medium-term, and short-term planning. Planning provides focus, avoids waste, and ensures efficiency. Some limitations include uncertainty and potential rigidity. Key elements in planning include objectives, strategies, policies, and budgets. Tools that assist with planning include Porter's Five Forces model and SWOT analysis.
Planning
Planning involves defining organizational goals, strategies, and plans. There are formal and informal types of planning. Goals are desired outcomes that guide decisions, while plans outline how goals will be achieved. Stated goals are what an organization publicly claims its goals are, while real goals are what the organization actually pursues based on members' actions. Types of plans include strategic plans for the whole organization, operational plans for specific areas, long and short-term plans based on timeframe, specific plans with no ambiguity versus directional flexible plans, single-use plans for unique situations, and standing ongoing plans.
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This document discusses time management concepts and techniques. It defines time management and identifies its benefits for organizations and individuals. It discusses categorizing time, prioritizing tasks, avoiding busywork, and moving activities from urgent to important. Tools like spent time matrices and SMART goals are presented to help manage time effectively.
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This document discusses time management techniques and principles. It defines time management and identifies key concepts like planning, prioritization and goal setting. It emphasizes the importance of having an effective time management process to improve productivity and lower stress. Some tips discussed include using time logs to analyze time usage, scheduling quality time without interruptions, and controlling documents, workspace and phone to minimize distractions.
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This document discusses time management techniques and principles. It defines time management and identifies key concepts like planning, prioritization and goal setting. It emphasizes the importance of analyzing how time is currently spent, setting goals and priorities, and having an effective planning system to improve productivity and reduce stress. Some tips provided include using time logs, managing interruptions, and focusing on high priority "quality time" tasks.
Timemanagement
Time management involves organizing and scheduling one's activities to increase productivity. It can be achieved through Stephen Covey's time management matrix and seven steps like staying focused, automating tasks, and setting priorities.
Delegation means assigning authority and responsibility to others. It makes work easier, provides opportunities, improves self-efficiency and skills, leads to better decisions, saves time, and distributes workload. However, managers must be careful not to delegate tasks they cannot explain well or essential responsibilities like performance reviews. Proper delegation requires defining tasks, selecting individuals, explaining goals, agreeing on deadlines, providing support, and giving feedback.
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Coyne t presentation_exercise.
- 1. THE RELATIONSHIP BETWEEN TIME MANAGEMENT AND JOB PERFORMANCE C O Y N E _ T _ P R E S E N TAT IO N E X E R C IS E . C O M M U N IC AT IO N / T E C H F O R C O LLE G E ( IT D - 1 3 0 0 - B S 0 0 7 ) P R O F E S S O R M . LA C K E Y 0 5 / 0 9 / 2 0 1 6 C LIC K A N Y K E Y TO C O N T IN U E
- 2. 3 Keys to Time Management • The act of planning and executing conscious decisions over the amount of time spent a specific task • Staying busy is not the same as being effective 1. Prioritization of Tasks • In order to importance, Due Date, Cost Factors…etc. 2. Make Decisions • Avoid Borrowing from one task to finish another. 3. Set Boundaries • Communicate Clearly the importance ofTasks
- 3. Job Performance • Employee Performance • Defined as whether a person executes their job duties and responsibilities well. • A person who lacks knowledge about a task will require more time allotted than someone who knows the work well.
- 4. Work Performance Comparison POSITIVE TIME MANAGEMENT • UnproductiveTime Reduced • Clear Objectives Defined • Improved Employer/Employee Relationships • UnproductiveTime Reduced NEGATIVE TIME MANAGEMENT • Missed Deadlines • Financial Losses • Stressed/Unhappy employees • Hectic work environment
- 5. Conclusion • Time management is the key to success on any project. • A given task is only achieved if the time and objectives are well communicated. • EffectiveTime Management boosts morale and makes employees confident. • Organizations should invest more on crafting better strategies to manage time and link it to performance
- 6. References • Lucy, K. N. (2012).Time management and job performance in selected parastatals in Kenya. Lucy, K. N., & Malel, J. (2012).Time management and joAustralian Journal of Business and Management Research, 24. • Mathur, G., Jugdev, K., & Shing Fung,T. (2014).The relationship between project management process characteristics and performance outcomes. Management Research Review, 990-1015.
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