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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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time management
Time Management

Dr. Warren C. Weber

time topics
Time Topics

Time Management

Problem Solving

Decision Making

Leadership

Delegation

Communication

Control

timely statements
No one has enough time, yet everyone has all there is!

PARKINSON'S LAWS

#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.

MURPHY'S LAWS

#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
timely principles
Timely Principles
  • Peter Principle
    • People tend to rise to their level of incompetence.
  • Pareto Principle
    • 80 percent of time expended yields 20 percent of the results.
  • Principle of Calculated Neglect
    • Despite their apparent urgency, some problems, if left alone, will go away.
how honest are you
1. Did you ever lie to a teacher or policeman? ____ ____

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 = NO

HOW HONEST ARE YOU?
personal motivations worksheet
Personal Motivations Worksheet

My Goals

(Real or

Perceived)

My Motives

For Pursuing

This Goal

Activities I

Do Which Lead

To This Goal

Activities I

Do Which Detract

From This Goal

1.

2.

3.

time wasters
Making Mistakes

Interruptions-- Meetings

Idle Chit Chat

Failure to Listen

Lack of Delegation

Time Wasters

Unclear Objectives

Procrastination

Perfectionism

Interruptions

Attempting Too Much

Blaming Others

time management problems
MY TIME PROBLEMS

1.

2.

3.

4.

5.

Time Management Problems

MY SOLUTIONS

1.

2.

3.

4.

5.

getting organized
Organize work space

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 file

Getting Organized
use technology
Learn How to Use Technology—

Take the Time

Use Technology Properly

Use Technology Fully

Use Technology
problem solving help
1. Confront Problems—Don’t evade them

2. Keep in Mind Basic Procedures

3. Clarify Problems by Writing Out

4. Get All the Facts

5. Overcome Your Prejudices

6. Use Common Sense

7. Tackle Problems in an Orderly Way

Problem-Solving Help
problem solving help cont d
8. Don’t Oversimplify

9. See Opportunities in Problems

10. Plan Ahead to Avoid Problems

11. Make Reasonable Adjustments

12. Get Beyond Faultfinding

13. Seek Advice

14. Be Decisive

15. Do What You Can

Problem-Solving Help, Cont’d.
advice on decision making
1. Stop stewing and second guessing. Trust your hunches and intuition.

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
is to decide
NOT TO

DECIDE

IS TO

DECIDE

Is to Decide
problem solving help16
1. Confront problems. Don’t evade them.

2. Keep in mind basic procedures

3. Clarify problems by writing them out

4. Get all the facts

5. Overcome prejudice

6. Use common sense

7. Tackle problems in an orderly way

Problem-Solving Help
problem solving help cont d17
Problem-Solving Help, Cont’d.

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

the decision making process
The Decision-Making Process

HOW WELL DO THEY SOLVE THE PROBLEM? ARE THEY COMPATIBLE WITH OUR GOALS AND RESOURCES?

STEP 1

DEFINE

PROBLEM

THE CRUX

STEP 3

DEVELOP

ALTERNA-

TIVES

STEP 4

EVALUATE

ALTERNA-

TIVES

STEP 5

SELECT

BEST AL-

TERNATIVE

STEP 2

GATHER &

ANALYZE

FACTS

STEP 8

FOLLOW UP

& REVISE

IF NEC.

STEP 7

IMPLEMENT

DECISION

STEP 6

ANALYZE

CONSE-

QUENCES

the decision world
The Decision World

CHAOTIC

DECISION WORLD

OPERATIONAL

DECISION WORLD

IDEAL

DECISION WORLD

P = .5

?

?

?

P = .l

?

P = 1.0

P = .8

?

?

P = .25

UNCERTAINTY

RISKS

CERTAINTY

group decision making
Advantages

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 emerge

Group Decision Making

Disadvantages

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

use your intuition
1. Suspend judgment while you listen to your inner voice.

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
assertive rights you have the right to
1. Judge your own behavior, thoughts, and emotions and to take responsibility for their initiation and consequences upon yourself.

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:
the do s of delegation
1. Specify the results expected

2. Explain WHY you are delegating

3. Give the necessary authority to carry out the task

4. Let others know of the delegation

5. Have confidence of subordinates

The Do’s of Delegation
the don ts of delegation
1. Don’t delegate just trivial tasks

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 subordinates

The Don’ts of Delegation
why delegation fails
1. Manager disorganized—Unable to plan work and then delegate.

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
destroying delegation problems
1. Allow people initiative—allow them to act.

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
procrastination problems
Overcoming

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 time

Procrastination Problems

Causes

1. Resistance to being controlled

2. Fear of Failure

3. Fear of Success

4. Job Dissatisfaction

5. Thrill Seeking

procrastinate productively
1. Do tomorrow what you could not do today.

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
timely telephone tips
1. Time your calls when you can most likely reach your party.

2. Use an assistant

3. Be professional

4. Get a direct number

5. Be authoritative

6. Don’t offer too much information

7. Be persistent

Timely Telephone Tips
case problem on prioritizing
____ A. You have received a report from Miss Personnel that Mr. K is looking for another job outside the company. She wants you to talk to him. You figure it would take 15 minutes.

____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
case problem on prioritizing cont d
____G. You have an urgent written notice in front of you to call a long-distance operator in a city in which both your mother and company headquarters are located. Time: 10 minutes.

____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.
key elements of high performers
High Performers

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
key elements of high performers cont d
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 PERFORMANCE

Key Elements of High Performers, Cont’d.
priority tally
TOTAL RANK

A. ___________________________________________________________

B. ___________________________________________________________

C.___________________________________________________________

D.___________________________________________________________

E.___________________________________________________________

F.___________________________________________________________

G.___________________________________________________________

H.___________________________________________________________

I. ___________________________________________________________

J.___________________________________________________________

Priority Tally