This document outlines objectives and content on time management presented by Ms. Tiffany Chichester Gilkes. It defines time management and describes basic steps including planning, prioritizing tasks, and reprioritizing. It identifies priority setting traps and how to categorize tasks into "do," "do later," and "don't do." It also discusses leadership roles in time management, managing time at work and personally, and time wasters internally and externally. Finally, it differentiates between monochronic and polychronic time management styles.

1. TIME MANAGEMENT
Presenter: Ms Tiffany Chichester Gilkes RN

2. OBJECTIVES
 Understand the definition of time management.
 Describe the steps in time management.
 Identifying priority settings and procrastination.
 Outline the leaders roles and function in time management.
 Identify how to manage time at work , daily planning , and personal time.
 Identify time wasters both internally and externally.
 Outline methods of time management.
 Differentiate between polychronic and Monochronic time management
styles.

3. TIME MANAGEMENT
 Time management-is making optimal use of
available time.
 Is the act or process of planning and exercising
conscious control over the amount time spent on
specific activities ,especially to increase
effectiveness , efficiency or productivity.

4. BASIC STEPS IN TIME MANAGEMENT
step1
• Allow time for planning, and establish
priorities
step2
• Complete the highest priority task whenever
possible, and finish one task before
beginning another.
step3
• Reprioritize based on the remaining tasks
and on new information that may have been
received.

5. PRIORITY SETTING AND PROCRASTINATION
 Vacarro (2001) suggest that there are five priority –setting
traps:
1. Whatever hits first –this occurs when an individual simply
responds to things as they happen rather than thinking first
then acting.
2. “Path of least resistance”-the individual makes an erroneous
assumption that is always easier to do a task personally
and fails to delegate appropriately.

6. CONT.
3. “Squeaky wheel”-the individual falls prey to those who
are most vocal about their urgent request.
4. “Default’‟-the individual feel obligated to take on task no
one else has come forward to do.
5. “Inspiration‟‟-individual wait until they become „inspired‟
to accomplish task.

7. HOW TO PRIORITIZE WHAT NEEDS TO BE
ACCOMPLISH
You must divide all requests into three categories:
1. “Don’t do”-items reflect problem that will take care of
themselves , are already outdated or are accomplished by
someone else.
2. “Do later”- the manager must be sure that large projects
have been broken down into smaller projects and that a
specific time line and plan for implementation are in place
3. “Do now”-most commonly reflect a unit‟s day-to-day
operational needs.

8. LEADERSHIP ROLES IN TIME MANAGEMENT
 Is self-aware regarding personal blocks and barriers to
efficient time management as well as how one‟s own value
system influences one‟s own use of time and the expectation
of followers.
 Functions as a role model , supporter ,and resource person to
subordinates in setting priorities.
 Assists followers in working cooperatively to maximize time
use.

9. CONT.
 Prevents and/or filters interruptions that prevent
effective time management.
 Roles models flexibility in working with other people
whose primary time management style is different.
 Presents a calm and reassuring demeanor during
periods of high unit goals.

10. MANAGEMENT FUNCTION IN TIME MANAGEMENT
 Appropriately prioritizes day-to-day planning to meet
short-term and long-term unit goal.
 Builds time for planning into the work place.
 Analyzes how time is manage on the unit level using
job analysis and time motion studies.
 Eliminates environmental barriers to effective time
management for unit time.

11. MANAGEMENT FUNCTION IN TIME
MANAGEMENT CONT
 Handles paper work promptly and efficiently and maintains a neat work
area.
 Breaks down large tasks into smaller ones that can more easily be
accomplished by unit members.
 Utilizes appropriately technology to facilitate timely communication and
documentation.
 Discriminates between inadequate staffing and inefficient use of time
when time resources are inadequate to complete assign tasks.

12. DAILY PLANNING ACTIONS THAT MAY HELP THE
UNIT MANAGER
 At the start of each workday , identify key priorities to be accomplished
that day.
 Determine the level of achievement you expect each prioritized task.
 Asses the staff assigned to work with you.
 Review the short-and long -term plans of the unit regularly.
 Plan ahead for meetings.
 Allow time at several points throughout the day to assess progress in
meeting established daily goals.

13. MANAGING TIME AT WORK
 Gather all the supplies and equipment that will be
needed before starting an activity.
 Group activities that are in the same location .
 Use time estimates .
 Document your nursing interventions as soon as
possible after an activity is completed .
 Always strive to end the workday on time.

14. PERSONAL TIME MANAGEMENT
 Personal time management refers in part to knowing of self.
 Self-awareness is a leadership skill.
 Managing time is difficult if a person is unsure of his or her priorities for time management
including short-term , intermediate , and long term goals.
 These goals give structure to what should be done today, tomorrow ,(2000)maintains that
we should first analyze our work and time management efforts and then develop strategies
that attack our problems because we each waste time differently

15. PTM CONT
 Hansten and Washburn(1998)suggest that there a
three areas of practice that consumes the time of
the professional registered nurse:
1. Professional-refers to implementation of the nursing process –
the ability to make assessment, plan care , effectively coordinated
the efforts of the health care team and evaluate their effect.
2. Technical -includes technical or psychomotor tasks such as
cannulation , catherization and injection.
3. Amenity care-is more service oriented , such as focusing on
customer satisfaction by ensuring appetizing meals ,aesthetic
environment , surroundings, and friendliness of all staff.

16. TIME WASTERS
1. Don‟t make yourself overly assessible.
2. Interrupt
3. Avoid providing socialization
4. Be brief
5. Schedule long –winded pest
6. If you would like to chat and have the time to do
so, use coffee breaks and lunch hours for socializing.

17. TIME WASTERS CONT
 TECHNOLOGY- Marano (2006) suggest that what differentiates
procrastination today from a century is the variety of distractions and
diversions available e.g. internet, chat room, online card games and x-box.
 Belkin (2005) suggest that technology provides endless ways to waste time.
 AOL and salary.com found 45% of respondent name the computer as their
primary distraction.

18. EXTERNAL TIME-WASTERS
1. Telephone interruption
2. Socializing
3. Meetings
4. Lack of information
5. Lack of feedback
6. Lack of adequately described policies and procedures
7. Incompetent coworkers
8. Poor filling system

19. INTERNAL TIME-WASTER
1. Procrastination
2. Poor planning
3. Failure to establish goals and objectives
4. Failure to set objectives
5. Inability to delegate
6. Inability to say no
7. Management by crisis
8. Haste
9. Indecisiveness
10. Open- door policy

20. TAKING BREAKS
 Taking regularly scheduled breaks from work is important as breaks allow the
worker to refresh both physically and mentally.
 Strongan and Burt‟s(2000) studies of students hunger/thirst ,boredom, feeling tired
, lack of concentration and mental exhaustion were identified most commonly as
the reasons for taking breaks.
 Kriegel (2002) says that when individuals are overworked ,they must recognize
that longer hours on the job do not necessarily produce the desired outcome.
Thought- A passionate 90%of work effort is more effective than a
panicked 110%.
R.Kriegel

21. DEALING WITH INTERRUPTIONS
 All managers experience interruptions.
 Lower- levels managers experience more interruption than higher-
level managers.
 Fist and middle managers are more involved in daily planning and
thus directly interact with a greater number of subordinates.
 Frequent work interruption result in situational stress and lowered job
satisfaction.
 Managers needs to develop skill in preventing interruption that

22. USING A TIME INVENTORY
 Using time inventory is one way to gain insight into
how and when persons is most productive .it also
assist in identifying internal time-waster.
 There is no way to beg, borrow, or steal hours in
the day.
 If time is habitually used ineffectively, being a
manager will always be stressful.

23. MONOCHRONIC TIME MANAGEMENT STYLES
 Monochronic style refers to do one thing at
a time.
characteristics
 People tend to begin and finish projects on time.
 Have clean and organized desk as a result of
handling each piece of paper work on time.
 Are highly structured.

24. POLYCHRONIC TIME MANAGEMENT STYLES
 Polychronic style typically do two or more things
simultaneously.
Characteristics
 People tend to change plans .
 Burrow and lends things frequently.
 Emphasize relationship than task
 Builds long-term relationship

25. GROUP ACTIVITY
 Groups discussion among 3 groups
 Topics :
 setting daily priorities exc:9.4 (pg#198)
 A busy day at the public health agency exc
9.5(pg#202)
 Creating a shift time inventory exc:9.8 ( pg #207)

26. REFERENCES
 Marquis, B.L. & Huston, C.J (2006).Leadership Roles
and Management Functions in Nursing: Theory and
Application. Lippincott Williams & Wilkins. Page 192-
207.