The document outlines the importance of time management in the workplace, detailing various factors that affect how individuals perceive and manage their time. It categorizes different work cultures and boss management styles that influence employees' control over their time, and distinguishes between 'time-fillers' and 'time managers.' The course provides tools and insights to help individuals improve their time management skills, ultimately promoting a more productive work life.

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Working Time
Time Management
MTL Course Topics
Working Time
TIME MANAGEMENT

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Working Time
Time Management
MTL Course Topics
The Course Topics series from Manage Train Learn is a large collection of topics that will help you as a learner
to quickly and easily master a range of skills in your everyday working life and life outside work. If you are a
trainer, they are perfect for adding to your classroom courses and online learning plans.
COURSE TOPICS FROM MTL
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Time Management
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ARE YOU READY?
OK, LET’S START!

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Time Management
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INTRODUCTION
Most of us tend not to think about time: it's always there
and, even if we waste some of it today, there's more around
tomorrow to help us catch up. But in the workplace, time is
a key factor in determining how well we work. By thinking
about how much time we have, how much we own
ourselves and what factors determine our freedom to use it
as we want, we can start to think about managing it and
managing it better.

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TIME TO MANAGE
There are seven factors which determine how much time
we have to manage at work:
1. our personal view of work, which determines whether we
veer towards work overload or work underload
2. the type of job we do, which determines whether we are
in control of events or at the mercy of events
3. the work flow, which determines whether we are
proactive in getting work or dependent on others
4. the organisational culture, which determines how much
time we have to manage ourselves
5. the boss's style of managing us, which determines
whether we have more or less freedom to manage
ourselves
6. employment patterns, which determine how much of our
life is spent at work
7. our attitude to time, which determines whether we are
time fillers or time managers.

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TIME CENTRES
We each have a different way of putting meaning into work.
These ways of looking at work form "centres" around which
all other aspects of our lives revolve. They determine
whether we will veer towards work overloads or work
underloads.
There are nine different centres:
1. Work: the more you do, the better a person you are.
2. Relationships: work offers the chance to be with others.
3. Success: work leads to rewards.
4. Individuality: work is a way to express ourselves.
5. Knowledge: work is a route to learning about our world.
6. Security: work is a form of security.
7. Activity: work allows us to experience new things.
8. Control: work allows us to take charge of our world.
9. Freedom: work allows us to be ourselves.

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WORK AND TIME
Professor Cary Cooper of the University of Manchester
studied jobs which have intrinsically high or low levels of
stress. His findings indicate that there is a difference in the
way time has to be managed in some jobs as opposed to
others.
Where the nature of the work forces us to be reactive to
events, it is hard to manage time, simply because it is not
ours to manage or because we are at the mercy of outside
events. These include jobs which are machine-driven,
customer-driven, deadline-driven, or driven in response to
emergencies. Cooper says that jobs such as the uniformed
professions, journalism, aviation, and printing do not allow
people to be fully in control of their own time.
Where people do less reactive jobs, such as in the arts,
consultancy work, design and the thinking professions,
stress is correspondingly lower.

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MTL Course Topics
WORK FLOW
All tasks are a mixture of work we originate ourselves and
work we do in response to outside demands.
If we are able to do mainly self-generated work, our work
flow is proactive and we have more chance to manage our
time; if we have to wait for others to give us work, our work
flow is reactive and managing time is more difficult.
There is no reason why jobs where the work flow is
intrinsically reactive, such as a fire brigade crew who might
spend a large amount of their time waiting on standby,
cannot, through studying their normal workflows and call-
out times, achieve an optimum level of good time
management through preparation and planning.
"The secret of success in life is that a man should be ready
for his opportunity when it comes." (Disraeli)

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THE WORKPLACE CULTURE
The culture of an organisation reflects the values that are
cherished, supported, allowed, encouraged and rewarded in
it. Culture may arise from the unique way in which the
organisation was originally put together, what its purpose is
now and how it overtly or implicitly believes people should
behave in order to achieve that purpose. It is inextricably
linked to the kind of work carried out.
Culture is supported by managerial policies and attitudes
and by the less obvious signs of approval or disapproval of
different kinds of behaviour.
The four main kinds of organisational culture are: autocratic,
bureaucratic, democratic and anarchic. How individuals
manage their time in each type of culture is distinctly
different.

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CULTURE AND TIME
There are four types of organisational time cultures:
1. the democratic culture. In an organisation that has the
freedom to allow individuals some say in how jobs are
carried out, there is a democratic time culture. In such a
culture, for example in many professional jobs,
individuals may have to manage a large proportion of
their time.
2. the bureaucratic culture. In a bureaucratic culture work
is determined by set rules, procedures and systems.
There may be no leeway to change the rules and so
little leeway to manage your personal time.
3. the autocratic culture. In an autocratic culture, the
amount of time a person can manage is determined by
the boss. This may vary from a lot to a little.
4. the anarchic culture. In an anarchic culture, there is
little direction from above and so individuals may be
expected to manage large amounts of their own time.

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THE BOSS'S STYLE
Your boss will have a considerable influence over the
amount of time you are allowed to manage. The boss's style
of managing you is likely to be a mix of the organisational
style of managing, their own preferred style, based on their
deeply-held assumptions about people, their personality
characteristics and the needs of the job.
There are four types of boss: the default boss who likes to
be hands-off; the drive boss who likes to control in person;
the delegated boss, who likes to oversee and hand out
work; and the developed boss, who likes to help staff grow.
Delegated and developed bosses give employees some
freedom to manage their time. If you work for a default or
drive boss, who either give too much time or not enough,
you need to re-educate them to the best ways to use your
time.

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TYPES OF BOSS
There are four types of boss. Each type can determine how
much of your working time is yours to manage and how
much is not.
1. the Developed Boss believes in giving people as much
responsibility over their time as possible, trusting that
they will grow as a result
2. the Delegated Boss believes that his or her role is to
feed jobs to their staff. The amount of time a person has
to manage is a matter of negotiation with the delegated
boss.
3. the Default Boss leaves his or her staff to manage as
best they can. The boss's attitude is: "if they can't figure
it out for themselves, they don't deserve to be here.“
4. the Drive Boss believes people should be kept busy all
the time. Employees of a Drive Boss learn to act busy
when he or she is around and slacken off when the boss
is away.

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WORKING TIME PATTERNS
As organisations change the way they work, in response to
the rapid changes in the environment of work, so our time
patterns of work are changing too.
In the past, people aspired to a "job for life", based on the 3
x 47 pattern. This was a working life of:
1. 47 years (16 to the average retirement age of 63)
2. 47 weeks a year (a full year less holidays)
3. 47 hours a week (the average of full-time and
overtime).
This pattern no longer holds sway. More and more people
are working a range of time patterns, including several jobs
at once; a mixture of paid and unpaid work; more stopping
and starting to meet market demands, chunking (periods in
and periods out of work); and starting work later and
retiring earlier.

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YOU AS A TIME MANAGER
There are seven scales against which we can measure
ourselves as time managers. They are:
1. Control: is control of your time with you or others?
2. Pace: is your pace of work even or erratic?
3. Direction: do you have short-term or long-term
objectives?
4. Variety: is there a little or a lot of variety in your work?
5. Ownership: do you own what you do or do others?
6. Volume: does the amount of work you do result in
overloads or underloads?
7. Balance: is there an equal or unequal balance in the
different tasks you do?
Our response to each of these questions determines
whether we are largely time-fillers or time managers.

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TIME-FILLERS
Time-fillers are those people who see time as a stretch of
eight hours work each day or 40 hours a week which
somehow has to be filled and endured.
Time-fillers...
1. put themselves at others' beck and call
2. fill up their time in empty ritual, pastimes and
competitive game-playing with others
3. swing from boredom to crisis and back again
4. lack any pace of work; sometimes they allow
themselves to fall behind time and so have to rush,
while at other times nobody has anything for them to
do so they waste their time and become bored
5. have no sense of direction
6. find themselves underworked or overworked
7. suffer stress as a result of not being in control of their
time.

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TIME MANAGERS
Time managers see time as a partner in helping them
achieve their goals and objectives.
Sometimes time will be less helpful, eg when things aren't
ready for action. Sometimes time will be more than helpful,
eg when offering them opportunities to seize the moment
and get ahead.
Time managers...
1. know what they want to achieve with their time
2. feel in control even when there is little personal
freedom to arrange their working day
3. work closely with others
4. work at an even pace without highs or lows
5. have a sense of direction
6. are able to vary their activities to maintain their interest
7. can balance their tasks
8. feel a sense of accomplishment and achievement.

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DIVING FOR PEARLS
Edward Sheldrick of Time Management describes people at
work as either pearl crushers or pearl divers.
1. Pearl Crushers are those who miss the opportunities
that work affords. They let others determine how they
spend their time at work and complain and blame them
when they feel they underachieve. They are fillers of
their time.
2. Pearl Divers are those who discover the hidden jewels
on the sea-bed through their own searching and
discovery. They see work as an endless adventure and a
means to achieve, serve and accomplish. They are
managers of their time.

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THAT’S
IT!
WELL DONE!

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THANK YOU
This has been a Slide Topic from Manage Train Learn