Time Management. Dr. Warren C. Weber. Time Topics. Time Management Problem Solving Decision Making Leadership Delegation Communication Control. No one has enough time, yet everyone has all there is! PARKINSON'S LAWS #1--Work expands to fill the time available.
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Dr. Warren C. Weber
#1--Work expands to fill the time available.
#2-Managers tend to spend time in amounts inversely related to the importance of their tasks.
#3--Expenditures rise to meet incomes.
#1--If anything can go wrong, it will.
#2--Nothing is as simple as it seems.
#3--Everything takes longer than you think.Timely Statements
2. Do you think people who steal do it because
they always have? ____ ____
3. If you saw another person stealing on the job
would you turn that person in to the boss? ____ ____
4. When you are wrong, do you usually admit it? ____ ____
5. Is it very important for you to be trusted? ____ ____
6. Have you ever been disgusted with yourself
because you did something dishonest? ____ ____
7. Do you think you are sometimes too honest? ____ ____
8. Do you believe everyone is dishonest to a
certain degree? ____ ____
9. Do you agree with this: once a thief, always a thief? ____ ____
10. Is it worse if someone takes something from a
small store rather than from a large chain store? ____ ____
CORRECT ANSWERS: 1, 2, 3, 4, 5 = YES. 6, 7, 8, 9, 10 = NOHOW HONEST ARE YOU?
Do Which Lead
To This Goal
Do Which Detract
From This Goal
Use a calendar
Handle correspondence effectively—
Short answers. Answers on correspondence
Summaries and abstracts. Avoid memos and reports
Use form letters. Handle only once
Avoid information overload
Use blocks of time and quiet time
Cluttered desk—cluttered mind
Use the round fileGetting Organized
2. Calm Down. Don’t make decisions when angry.
3. Keep the ball in your court. Remember, it’s your decision..
4. Avoid oversimplification. Some decisions are difficult to make.
5. Relax. You can always change your mind.Advice on Decision Making
8. See opportunities in problems
9. Avoid problems by planning ahead
10. Be willing to make reasonable adjustments
11. Don’t find fault
12. Seek advice
13. Be decisive
14. Do what you can
HOW WELL DO THEY SOLVE THE PROBLEM? ARE THEY COMPATIBLE WITH OUR GOALS AND RESOURCES?
P = .5
P = .l
P = 1.0
P = .8
P = .25
1. More information and knowledge available
2. More alternatives are generated
3. More acceptance of the final decision
4. Enhanced communication likely
5. More accurate decisions generally emergeGroup Decision Making
1. The process takes longer and is costlier
2. Compromise decisions resulting from indecisiveness may emerge
3. One person may dominate the group
4. Groupthink may occur
2. Be flexible, creative and playful with your thoughts..
3 Brainstorm, use mind-mapping. Write down whatever thoughts you have.
4. Practice stress reduction, relaxation, and meditation
5. Keep a daily or weekly journal.Use Your Intuition
2. Offer no reasons for your behavior
3. Judge if you are responsible for finding solutions to others’ problems
4. Change your mind
5. Make mistakes
6. Say "I don’t know!”
7. Be independent of the goodwill of others before coping with them.
8. Be illogical in making decisions
9. Say “I don’t understand.”
10. Say “I don’t care.”
*Smith, Manuel J., When I Say No, I Feel Guilty.Assertive Rights—You Have the Right To:
2. Don’t expect others to do the job as well as you can
3. Don’t delegate hapazardly
4. Don’t be an autocratic delegator
5. Don’t check constantly to see how things are going
6. Don’t take credit for the results achieved by subordinates
7. Don’t just overload subordinatesThe Don’ts of Delegation
2. Manager may worry that the subordinate will do too well and be a threat.
3. Manager may not trust the subordinate to do the job well.
4. Subordinate may be afraid of failure and reprimand.
5. Subordinate may feel that there are no rewards for accepting the added responsibility.
6. Subordinates may prefer to avoid risk and let the manager take the responsibility.
7. Subordinate may have poor instructions or training.Why Delegation Fails
2. Get people to make decisions.
3. Don’t chop their heads off if they make mistakes.
4. Don’t allow a climate of fear to develop.
5. Allow people to grow and advance in their positions. When they do well, you look better.
6. Delegation requires instructions which are:
Complete, clear and carry sufficient authority.Destroying Delegation Problems
1. Be realistic about how long things take
2. Allow for Interruptions and Disruptions
3. Learn to Use Little Bits of Time
4. Don’t spread yourself too thin
5. Schedule tasks at your high energy timeProcrastination Problems
1. Resistance to being controlled
2. Fear of Failure
3. Fear of Success
4. Job Dissatisfaction
5. Thrill Seeking
2. Place your 1A item in the center of your desk for tomorrow.
3. Select the best time of the day for the work required.
4. Use blank spaces of time constructively.
5. Start with the tough part.
6. When bogged down or overwhelmed, take a break!
7. Turn difficult tasks into games.
8. You’ve got to have your list.Procrastinate Productively
2. Use an assistant
3. Be professional
4. Get a direct number
5. Be authoritative
6. Don’t offer too much information
7. Be persistentTimely Telephone Tips
____B. Mr. Big has left word that he wants to see you in his office immediately upon your return. Anticipated time: 60 minutes.
____C. You have some very important looking unopened mail (both company and personal) on your desk. Time: 10 minutes.
____D. Your telephone is ringing.
____E. A piece of equipment has broken down halting all production in your department. You are the only one who can fix it. (30 min.)
____F. A most attractive person is seated outside your office waiting to see you.Case Problem on Prioritizing
____H. Mr. Demanding has sent word he wants to see you and has asked that you return his call as soon as possible. (10 minutes)
____I. Miss O is in the women's lounge and claims to be sick. She wants permission to go home. You need to get facts and make a decision. 15 minutes.
____J. In order to get to your office by 1 p.m. you had to miss lunch. You are very hungry, but you figure it will take 30 minutes to get something decent to eat.Case Problem on Prioritizing, Cont’d.
Derive both goals and self-fulfillment internally
Have specific skills and ways of operating.
Spend two-thirds of their time doing things they choose to do and enjoy doing.
Are committed to the activies they choose and enjoy.
Are very goal-oriented, but goals are internally oriented.
Stress a need to take risks based on the worst that can happen if they take that particular risk.Key Elements of High Performers
Have a good self-image, self-confidence.
Practice mental rehearsal, visualization.
Solve problems based on what the existing situation is, what the goals are, and how to get there from where they are now.
Are healthier than the norm.
Have better-than-average relationships on the job.
BY ISOLATING THESE SKILLS AND STUDYING THEM
ALMOST ANYBODY CAN INCREASE PERFORMANCEKey Elements of High Performers, Cont’d.