A group of four students (Travis Dodge, Miguel Lara, Sarah Hamilton, Nichole Buck) and I created this presentation for a leadership course in Clark University's Graduate School of Management. The presentation topic is organizational skills and is divided into three major parts 1.) practical/hands on organizational skills 2.) time management 3.) bridging the gap between individual organization and managerial organization. Enjoy!
Time management is the process of planning and exercising conscious control of time spent on specific activities, especially to increase effectiveness, efficiency, and productivity.
Time Management has become more crucial than ever before. With Work from Home options, employees and managers alike are more stressed and more time strapped than ever before. How can you master this - here are the Time management hacks.
The document discusses various time management techniques. It begins by explaining how to evaluate current time usage through activity logs and identifying productive vs unproductive periods. Important tips include planning and prioritizing tasks, creating to-do lists, delegating work, avoiding distractions, and learning to say no. The document also stresses starting the day early, bundling meetings, and being prepared and concise. With effective time management, one can complete tasks more efficiently and productively, face less stress, and achieve a better work-life balance.
This is the most comprehensive presentation on time management. We all know that how important is it to manage time because of the multi tasking that is done by all of us to make ends meet. This presentation will be of great help to all those who are willing to adopt the positive methods discussed there in.
This document provides an overview of time management strategies for small businesses. It discusses the importance of time management, benefits of having a time management plan, and methods for prioritizing tasks like Pareto analysis, ABC method, and Eisenhower method. The document also provides tips for creating a time management plan with SMART goals and instructions for regularly reviewing and updating the plan.
The document provides time management tips to improve job performance. It defines time management as the conscious control of time spent on work activities to maximize personal efficiency. Some key benefits of effective time management are gaining more control over activities, increasing efficiency, and improving work-life balance. The document recommends establishing how time is spent, being clear on objectives and priorities, determining problem areas, prioritizing tasks, delegating tasks, and planning work based on one's schedule and abilities.
Time management refers to a range of skills, tools, and techniques used to manage time when accomplishing specific tasks, projects and goals. This includes planning, allocating time, setting goals, delegation, analyzing time spent, monitoring, organizing, scheduling, and prioritizing activities. Techniques for prioritizing tasks include ABC analysis, Pareto analysis, and the Eisenhower Method. Effective time management is essential for completing projects on time and involves doing important and urgent tasks first, planning ahead, setting priorities, making to-do lists, delegating tasks, and eliminating time wasters and procrastination.
The document discusses time management. It begins by listing the objectives of a time management course, which include explaining various time management concepts, principles, styles, tools and best practices. It then introduces a scenario of Dave, a project manager, struggling with poor time management as he is constantly late, disorganized and unable to complete tasks on time. The root cause of all of Dave's issues is determined to be a lack of proper time management. Effective time management is important for anyone, whether a student, professional or homemaker, to stay organized and productive while managing their various responsibilities.
The document provides guidance on effective time management. It discusses setting goals and priorities, planning activities, delegating tasks, avoiding procrastination, and balancing work and personal life. Specific tips include preparing a to-do list with ranked priorities, focusing on the most productive times of day, taking regular breaks, and getting sufficient sleep each night. Effective time management can help individuals increase productivity, reduce stress, and achieve goals.
The document discusses effective time management techniques. It begins by outlining the "Three Ps" of time management: planning, priorities, and procrastination. It then discusses ten common myths about time management. Some key time wasters are attempting too much, not setting boundaries, working in a crisis mode, and interruptions. The document provides tips for overcoming procrastination, making the most of mornings, managing meetings and emails, planning and setting priorities, and strategic planning. The overall message is the importance of planning, setting priorities, and effective time management.
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.
The document discusses time management and provides tips for improving it. It emphasizes the importance of balancing life aspects like family, work, health and personal goals. It recommends writing down goals and breaking them into tasks, creating a daily to-do list with priorities, and reviewing the list daily to track progress. Common time wasters like interruptions and procrastination should be minimized. Practicing time management techniques like task lists for a few months can help make it a habit for achieving more in life.
Time management is the ability to use one's time effectively or productively. It enables people to work smarter and get more done in less time. Good time management skills include organization, prioritization, goal-setting, communication, and stress management. These skills help people stay on track, focus on important tasks, and avoid feeling overwhelmed.
Learn Basic but powerful concepts of Time Management. What is time? What are Time Stealer? Time Management Matrix with explanation. Time Management Tips.
This document discusses time management and provides tips for improving time management skills. It begins with several quotes about time and discusses the 80:20 rule, which is that 80% of effort only generates 20% of results. It then lists the top 10 time wasters and provides assessments and articles on goal setting, prioritization, procrastination, scheduling, and managing distractions. The document stresses the importance of managing time effectively and provides strategies for doing so, including setting goals, prioritizing tasks, avoiding multitasking, and reducing stress.
This document provides tips for increasing productivity in the workplace. It recommends (1) using Facebook appropriately and avoiding distractions, (2) setting deadlines to increase motivation and work speed, (3) turning off notification sounds to better concentrate, and (4) arranging to work from home to work more efficiently if the proper environment can be set up.
“Time is free, but it’s priceless. You can’t own it, but you can use it. You can’t keep it, but you can spend it. Once you’ve lost it you can never get it back.” Harvey Mackay..
The document discusses time management and its importance. It states that time management is a skill that can be learned to improve effectiveness and achieve personal and organizational success. While many people work hard, there is not always a correlation between being busy and being effective. The document provides tips on managing priorities, avoiding time wasters, setting goals, and developing good time management habits and routines.
This document discusses time management. It will define time management, explain why it is needed, and how to manage time effectively through processes like planning, setting goals and priorities, and scheduling. Some key time wasters are also outlined, as well as the consequences of bad time management. The overall message is that time management allows you to control your schedule and allocate time to the most important tasks.
Planning & Prioritizing for Effective Resultsm nagaRAJU
The document discusses effective time management and planning skills. It defines planning as developing strategies to accomplish goals. Proper planning can improve efficiency, coordination, and success. The document outlines various planning techniques like prioritizing tasks, estimating time needed, scheduling milestones, and anticipating obstacles. It emphasizes the importance of prioritizing by differentiating between urgent and important tasks, and focusing on high priority tasks first to maximize productivity.
This document provides tips for improving organizational skills for middle school, high school, and college students. It recommends using color-coded plastic folders for each class to easily find homework. Keeping assignments written in a daily calendar or planner is also suggested to track important due dates and activities. Students should have a special designated place for materials and always return items to the same location. Following these three tips of using folders, a planner, and having a place for everything can help students become better organized.
This document discusses the importance of time management and organizational skills for college students. It recommends estimating commitments and scheduling time for the most important tasks first. Factors like work, family, and recreation can affect time management. Maintaining balance through proper sleep and relaxation is also important. The document provides tips for avoiding distractions and suggests using an assignment framework model to plan, gather information, draft, and produce assignments.
The document provides tips for developing strong organizational skills in school including using a daily planner, binders with dividers for each subject, keeping lockers and book bags neat. It recommends prioritizing assignments, checking them off as completed, and keeping completed work in an assignment folder. For notetaking, it suggests taking detailed notes in class, marking important points, and developing a consistent notetaking style. Organizational techniques like highlighting, outlining, and using different colors can make notes more useful. Organization helps with college, jobs, budgeting, bills, and dates in the future by eliminating stress, chaos, and confusion, ultimately leading to success.
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Budget reductions and accountability finalTim Washington
Do budget cuts drive accountability and force decision makers to make better and more efficient budgetary decisions? This question is not only an issue for state and local governments, but of corporations as well. In many companies, there is downward pressure to reduce information technology (IT) spending, even slashing budgets in order to “get things under control.” There were big IT layoffs at Boeing in 2010, yet IT organizations are still expected to perform at pre-2010 levels. Based upon current literature and examples from the Boeing company and the City of Bellevue, the outstanding characteristic is that the more proactive a management team is to develop good governance processes, the quicker it can respond with better decisions when budget cuts do occur. This paper will address the needs and benefits of good governance, as well as the leadership required to be proactive in order to realize the benefits of a solid governance framework.
Getting Things Done - internal implementation planHerbJones
David Allen's "Getting Things Done" system was exactly what my small business needed to get lean, efficient and most importantly reduce stress.
We hope that this presentation empowers you to employ this system for your own team. You won't regret it.
Software (requirement) analysis using umlDhiraj Shetty
The document discusses software requirement analysis for a hotel management system using UML. It describes creating requirement artifacts like use case models, class diagrams, sequence diagrams and activity diagrams. The use case model identifies key actors and elaborates use case scenarios for room reservation, room service, telephone service and billing. The document prioritizes top use cases and provides detailed use case specifications for making a reservation, corporate reservation and group reservation.
This document provides an overview of action research, including its history, key characteristics, types, design process, and role of reflection. Action research began with Kurt Lewin in the 1940s and aims to solve practical problems through participatory and cyclical research. It positions itself within the critical theoretical research paradigm as research done "with" rather than "on" or "for" people. The presentation reviews action research methodology, emphasizing its practical and collaborative nature. It also addresses validity, ethics, and the importance of reflection in the action research process.
This document provides an overview of task-based language learning (TBLL) as a methodology. It describes TBLL as focusing on completing real-world tasks through a series of activities and preparation steps. This allows learners to use language in an authentic context. The document outlines the key stages of TBLL - pre-task, task preparation, task realization, and post-task. It also discusses factors to consider when implementing TBLL, such as learners' profiles, language abilities, and learning styles.
Delegation involves assigning tasks and responsibilities to subordinates while maintaining overall accountability. It allows managers to overcome limitations and accomplish more. There are three types of delegation - downward, upward, and sidewise. Successful delegation requires clear communication of expectations, authority, and responsibilities. While it can improve efficiency and development, some managers resist delegating due to control issues, lack of trust, or preference to do tasks themselves. Centralization and decentralization refer to how authority is distributed within an organization.
The document defines demonstration as a teaching method that involves showing concepts through examples or experiments to help students better understand and conceptualize material. Studies show that classroom demonstrations, especially those related to chemistry, can improve how students connect theories to practice. Demonstrations are most effective when accompanied by verbal explanations. To be successful, demonstrations should establish rapport, avoid assuming prior knowledge, and highlight key points. Proper planning, preparation of materials, rehearsal, and evaluation are important for effective demonstrations.
Procrastination PowerPoint Slides include topics such as: overcoming procrastination, the 8 causes of procrastination, recognition and signs of procrastination, remedies, approaching procrastinators, 9 rationalizations to avoid, behavioral solutions, do's and don'ts, solving procrastination, 14 remedies for procrastination, the self motivation option, how to's and much more.
The document discusses reward and recognition programs in organizations. It provides an overview of common elements of total rewards packages and discusses the purpose and benefits of recognition programs. Recognition programs are found to be effective motivators that help with retention, performance, and creating a positive work culture. The document also outlines best practices for designing successful recognition programs, including management support, employee involvement, tailoring rewards, and clear communication.
The document discusses performance appraisal, which is a method for evaluating an employee's performance in areas such as quality, quantity, cost and time. It outlines several aims of performance appraisal including providing feedback to employees, identifying training needs, and forming the basis for personnel decisions. The document also discusses different performance appraisal methods such as management by objectives and 360 degree feedback, which involves collecting feedback from subordinates, peers and managers. It notes debates around performance appraisal and both benefits and challenges to implementing 360 degree feedback in organizations.
This document provides an overview of setting up a Project Management Office (PMO). It discusses what a PMO is, why organizations need them, and the key components and structures of an effective PMO. A PMO sets standards, provides governance, and establishes processes to manage projects consistently. It aims to deliver projects efficiently and successfully while improving reporting, resource management, and alignment with organizational strategy. The document outlines the functional, structural, and disciplinary facets of a PMO and how they work interdependently. It also promotes accessing the full guide online for more details on PMO components, maturity levels, setup, and considerations.
The document discusses strategy execution and outlines three key building blocks for effective execution: 1) The leader's seven essential behaviors which include knowing the business, insisting on realism, setting clear goals, following through, rewarding performance, coaching employees, and self-awareness. 2) Creating an execution culture by setting clear expectations, discussing how to achieve results, and rewarding results. 3) Having the right people in the right jobs by ensuring a robust people process that is linked to the strategic plan and focuses on leadership development, performance management, and succession planning. Effective execution also requires alignment between the strategy, people, and operational processes.
Motivation refers to factors that arouse, direct, and sustain human behavior. There are several theories of motivation, including drive theory which proposes that internal drives or needs push people towards goals, and incentive theory which suggests that external rewards or goals pull people to act. Maslow's hierarchy of needs theory also explains motivation and proposes that people are motivated to fulfill lower level basic needs before pursuing higher level growth needs. Managers can create a motivating work climate by setting clear expectations, being fair and consistent, developing teamwork, recognizing contributions, allowing autonomy and growth, and addressing individual needs and values.
Explore:
The difference between “important” and “urgent”, and how to deal with each
The “time stealers” – what they are and how to avoid them
What is “quality time” and how you can create it
Dealing with the e-mail mountain – the 4 Ds
The document provides guidance on developing effective time management skills through identifying personal values and goals, prioritizing tasks, creating schedules, avoiding procrastination, and maintaining routines. It emphasizes the importance of self-management over rigid time management, experimenting to find what works best personally, and allowing flexibility for unexpected events. The recommendations include setting reasonable goals, breaking large tasks into smaller steps, rewarding accomplishments, and focusing on progress rather than perfection.
Ramesh Kundu's time management workshop covered various techniques for improving productivity and efficiency. The workshop objectives included prioritizing activities, overcoming procrastination, organizing one's workspace, learning about the 10 laws of time management, delegating efficiently, and planning meetings effectively. Some of the key time management techniques discussed were setting SMART goals, using a productivity journal to plan daily tasks, prioritizing tasks based on urgency and importance, tackling procrastination through breaking large tasks into smaller ones, and managing workflow, emails, meetings and crises more efficiently through planning and organization. The presentation emphasized the importance of regular planning, prioritizing the most important tasks, and continuously reviewing and updating one's methods to
Andy Hockley Steps to being a more effetive leadereaquals
This document outlines steps that leaders can take to be more effective, including making time for strategic planning, getting to know their team members, establishing a shared vision for the future, ensuring tasks are completed as expected, and trusting staff. It discusses balancing leadership and management responsibilities and the importance of doing both the right things and doing things right. Key challenges for leaders are identified as lack of time for planning, development, and interacting with teachers and students due to heavy workloads and administrative burdens.
The document provides an outline for a seminar on time management. It begins with objectives to clarify goals, handle time wasters, improve delegation, work efficiently, learn time saving skills, and overcome stress and procrastination. It then covers defining time management, importance of prioritization, scheduling and execution. Mythological backgrounds of time and definitions of time management are presented. Ten strategies for better time management are discussed, including knowing how time is spent, setting priorities, using planning tools, getting organized, scheduling appropriately, delegating, stopping procrastination, managing external time wasters like phones and meetings, avoiding multitasking, and staying healthy.
This document discusses time management and putting first things first. It explains that Habit 3 involves managing your life based on your deepest values and priorities. This includes identifying your key roles, selecting goals for each role, and scheduling your time to achieve those goals. It emphasizes the importance of living according to your values and principles, not just schedules and short-term goals. Effective time management also involves delegating tasks to others to increase productivity and focus on higher priority activities.
This document provides guidance on time management and delegation. It examines different views of time, reviews processes for using time effectively, and identifies elements of empowering work environments. The document outlines steps for successful delegation, including establishing desired results, guidelines, accountability, and consequences. It also discusses managing meetings, emails, interruptions, and common time consumers effectively.
Set Your Goals And Take Action, 16 Febguest27f8ddf
1. An action plan is a written document that outlines goals, objectives, actions, resources, and timeline to accomplish goals over a specified period.
2. Developing an action plan helps organize work, stay focused, prioritize tasks, and avoid procrastination. It also allows for evaluating progress and making adjustments.
3. Key components of an action plan include objectives, specific actions to achieve objectives with deadlines, required resources, and methodology for monitoring progress and revising the plan.
This document provides guidance on effective meeting management. It discusses establishing clear objectives for meetings and writing effective agendas, including listing agenda items, prioritizing them, and putting them in a logical sequence. The document also covers facilitating meetings, including establishing norms, decision making techniques like the 6 Thinking Hats model, and assigning roles for note taking and tracking action items. It emphasizes focusing meetings on desired outcomes and planning to address potential obstacles.
This document provides guidance on effective time management techniques. It discusses assessing how time is currently spent, setting priorities, avoiding time wasters like procrastination and multitasking, and using planning tools. The key recommendations are to focus on important rather than just urgent tasks, schedule priority items first to protect that time, and regularly evaluate time management strategies to ensure a healthy work-life balance.
Time Management Self-Assessment ToolRespond to each of theTakishaPeck109
Time Management Self-Assessment Tool
Respond to each of the following statements by marking “X” in the column that best describes the frequency with which you display the behavior. Choose responses that accurately reflect your current behavior and not what your behavior should be. Consider the questions on page 2 for this week’s discussion forum.
Never
Rarely
Sometimes
Often
Almost Always
N/A
ORGANIZING BEHAVIORS
1
2
3
4
5
1. I write a “TO DO” list to guide my daily activities.
2. I can find my important papers quickly when I need to.
3. I have a weekly, monthly, and yearly calendar that is updated.
4. Friends would say that my closets are neat and organized.
5. I have addresses alphabetized and updated for quick reference.
6. When leading a meeting, I have an agenda to distribute.
7. I arrive early or on time to scheduled meetings and appointments.
8. I check email every day and respond within 24 hours.
9. I keep a notebook handy to capture ideas and information.
10. I have an orderly workspace.
PRIORITIZING BEHAVIORS
1
2
3
4
5
1. I have a system for prioritizing tasks and frequently order my “to do” list.
2. I am able to handle interruptions effectively.
3. I say “no” to things that I have no time for.
4. I delegate to others the tasks that I know I will not have time for.
5. I avoid unnecessary meetings and conversations.
6. I build time into my day for exercise and fitness.
7. I feel peace and am not overwhelmed by circumstances.
8. I take time to meditate and nourish my soul daily.
9. I take time to listen carefully to others around me.
10. I take time early in the day to plan my day, making urgent items a priority for the day.
MANAGING BEHAVIORS
1
2
3
4
5
1. I spend a great deal of time multitasking at home and at work.
2. I allow phone calls to go to voice mail when I am busy.
3. I know exactly where my time goes every day.
4. I have things accomplished in plenty of time because I start early.
5. I know what distracts me and I am disciplined in ignoring them.
6. I set goals that guide my daily plans and activities.
7. I always have something to read or to write on when unexpected lapses of time occur in my day.
8. I have a realistic timeline in my head for projects that must be completed and am able to pace my work to complete the project in time.
9. I am confident in my ability to lead a group of people to accomplish a task or assignment.
10. I will sacrifice my personal time in order to do a great job on a school or work project.
After you complete the self-assessment, determine whether you are strongest in organizing, prioritizing, or managing your time. What behavior area was assessed as your weakest when considering time?
Search the Mindtools.com web site for articles related to time management. Identify some personal initiatives ...
Group 10 getting things done by david allen summarySameer Mathur
1. The document summarizes seven practical lessons for managers from David Allen's book "Getting Things Done". It outlines Allen's methodology for personal productivity which involves writing down all tasks, determining the next action for each, and regularly reviewing tasks.
2. It describes setting up systems for time, space, and tools to manage work including a filing system, and categories to track projects, actions, and information. The methodology involves collecting all work items, clarifying each item, and deciding what to do with them.
3. The summary highlights three tiers of mastery in applying the GTD methodology including employing fundamentals, implementing an integrated life management system, and leveraging skills to create clear space and get things
How to Manage Time Properly and Set the Right GoalsJohn Lemp
This document provides an agenda and instructions for a 3.5 hour course on goal-setting and time management for Venturers. The course introduces established time management strategies and methods for improving a Venturer's ability to effectively manage their time. It includes activities like tracking how time is currently spent, setting priorities among tasks, getting organized, and using planning tools. The overall goal is to increase awareness of time management strategies and help Venturers implement self-selected strategies.
The document provides 10 strategies for improving time management. It begins by explaining that time cannot be managed, only the events in one's life. It then outlines the following strategies: 1) Keep a time log to understand how time is spent; 2) Set priorities by making a to-do list ranked by importance; 3) Use a planning tool like a calendar or planner; 4) Get organized and implement a filing system; 5) Schedule time appropriately by blocking out high priorities; 6) Delegate tasks to others to free up time; 7) Stop procrastinating by breaking large tasks into smaller pieces; 8) Manage external time wasters like interruptions; 9) Avoid multitasking which reduces productivity; and 10
PDT Training - Time management, initiave and travelStevenJGood
The document provides 10 time management techniques for work. It discusses daily planning including setting daily goals and prioritizing tasks. It recommends prioritizing tasks using an ABC system and scheduling tasks. It also recommends sharing goals with others for accountability, keeping your workspace clean and organized, stopping multitasking, being a problem solver, organizing your email inbox, taking time for yourself, and taking initiative at work.
This document provides information on a supervisory training program that uses interactive seminars, case studies, exercises, group discussion and demonstrations. The program consists of 8 modules covering topics like leadership, meetings, organization skills, coaching, delegation, teamwork, decision making and communication. Each module is divided into topics and provides learning objectives. For example, the leadership module explores leadership styles, power bases and motivating employees. The document aims to give supervisors skills and understanding to perform their roles effectively.
This document provides an overview of a time management training workshop. It covers 8 modules: getting started with goal setting and prioritization; setting SMART goals; prioritizing time; planning tasks; tackling procrastination; crisis management; organizing workspaces; and delegating tasks. Key points covered include setting goals and breaking tasks into chunks, the urgent/important matrix, overcoming procrastination, creating productivity journals, managing workflows and emails, using calendars, and effectively delegating work to others. The overall aim is to provide strategies to plan time efficiently and focus on what is most important.
This document provides an agenda and guidance for a training session on effective meeting management. The session will cover recognizing good meeting characteristics, preparing for, structuring and facilitating meetings, and devising an action plan to improve meeting skills. It will discuss defining objectives, writing agendas, facilitating, note-taking, and following up on action items. Meeting exercises are included to discuss objectives, agenda writing, facilitation challenges, and setting norms. The goal is to help participants focus on desired behaviors to make their meetings more productive.
The document discusses various aspects of time management including common sayings about time, myths about time management, and an overview of the time management process. It describes a five step process for effective time management: 1) set priorities, 2) set goals for each priority, 3) plan for goal attainment, 4) allocate time appropriately for each step, and 5) use time management tools and techniques. It also discusses obstacles to planning, consequences of poor planning, and internal and external time wasters.
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2. “Some people are naturally organized, but their habits
which they adopt to become organized are not that
difficult to learn”
Mancini, (2003)
Words of Wisdom
3. Pitfalls to Organization
Strategies for Being More Organized
Time management
Traditional Managers
Organization for Managers & Leaders
Road Map
7. Finding Out what Needs to Be Done:
“Information flows at us continuously from email, voice mail,
meetings, cellphones, mail, magazines, books, newspaper,
Web, TV”
→ The trick knowing what information is valuable and
what is not
Having a Method & Using it Consistently
Once you receive a task write it down, set an alarm, put it in your
phone.
Whatever you do- Do it Consistently
Gathering Tasks
8. When Does it Need to be Done by:
Deadlines
create a sense of urgency
help prioritize which tasks are most important
“Non-time targeted tasks don’t get done! Give every task a
deadline. Until you set a deadline for a project, it’s more like a
wish not an action”
Someday is Not a Day of the Week!
Gathering Tasks
9. Involves a written plan which specifies the steps needed to
achieve a desired result
You cannot plan and work at the same time
“ Suppose you wanted to build a deck, you wouldn’t buy the
lumber and start sawing the wood without planning how large
the deck should be”
Defining Tasks
10. Use your Question Words:
Who
Personal Tasks
Delegation - Do I have time? Would it be a better project for someone
else?
When
Deadlines
What
What exactly needs to be done?
How
Break it down into smaller steps
Work Back from a deadline to identify the action that needs to be taken.
Defining Tasks
11. At the End of the Day
Tidy Up
Take 5 Minutes to clear your desk for tomorrow
Evaluate the Day
What worked, what didn’t work, what would I do differently?
Preparation
12. Creating a plan for Tomorrow Today
Define what needs to get done, and by when
Work in what will be done differently tomorrow
Example
Looking at schedule/planner before bed every night
Helps Determine:
What needs to be done, and when I am going to do it during the
day.
Preparation
13. “With practice practitioners can improve their organizational
skills through consistently following an organizational process and
developing positive and helpful routines and habits”
(Wicker, 2009)
METHODS
Lack of consistency results in a loss of
information and time
Pick a single reference tool
14. Help with awareness of where things are located.
Filing:
File Systems
Excessive
“Is it conceivable I
might want to
refer to this file in
the future?”
Always a Yes
Sensible
“If I wanted this
item again and I
didn’t have it,
what would I do?”
Usually you’ll get
along fine without
it
15. Physical Record Keeping
Portable - Easy to Carry Essentials
Folders
Home
Folder
Pocket
Files
16. Master List
“Reservoir or catchment basin in which you capture
everything you have to do”
Daily List
“Each morning or night, create a new daily list for the day
mostly including things from the master list, but also adding
sporadic things that have just arisen”
Should be specific, limited, and timely
Lists with Dates
19. Benefits
Technology
Easy for simple routine tasks time after
time
Organizing lists of items & displaying in
various ways
Cloud Technology - Access anywhere, no
need to bring a planner
21. No method is perfect
They all have different benefits & downfalls!
Consistency is the key!
Methods – Take Away
22. Instructions:
You will each receive a handout that contains a few different types of
tasks to be organized for two months!
Use:
One of the techniques discussed
A hybrid technique
Your own method to organize these tasks
You can use the Calendar provided on the back, your planner, or any
device you have with you!
Assume Today is November 1st!
Some Tasks Don’t have dates – Use your own judgment
You have 5 Minutes!
Time: 5 Minutes
Class Activity
23. Things to Note:
Not all tasks have dates – Emails, Phone calls, ASAP
Should use your judgment and assign a date yourself
Repetitive Tasks – Make sure you write-in for every date
Big Tasks – Start taxes, Organize personal Finances, Submit Quarter Reports
Probably require breaking into smaller tasks & and assigning shorter deadlines
Continually Update these lists – Planner, App, Outlook
Any Different Methods we haven’t mentioned?
Activity DeBrief
25. S.M.A.R.T Goals
Goal Setting
Specific What are your goals?
Measurable How will you measure your
goals?
Attainable Are the goals achievable?
Realistic/ Relevant Are the goals realistic and
relevant?
Tangible/Time-Bound Are the goals tangible and
when will it be accomplished?
26. Tasks
Important and Urgent
Important and Not Urgent
Urgent but Not Important
Busy Work
Wasted Time
Priorities
Set prioritizes by:
Importance and
then urgency
What are the Priorities?
28. Directions
Because you don't seem to be getting as much
accomplished as you would like, you decide to analyze your
activities for one day. You kept a record of your job routine
and personal activities in 15-minute segments. Following is a
summary of what you accomplished during the day.
Analyze the activities for the day and suggest some areas
in which you might save time.
Organizational Skills Activity
29. How would you save time?
Skip breaks?
Skipping breaks will
actually hurt your
productivity
Different Ideas:
Supplies
One trip for all supplies
Have them delivered
prior
Organize in advance
Not as many personal
calls
30. What else can help with managing
your time?
Breaking down large projects into smaller tasks
Setting a due date for yourself
What else can you do?
32. Why are these skills important for managers?
Scheduling?
Organization?
Task management?
Discussion
33. Classical Functions of Management
1) Planning
2) Organizing
3) Coordinating
4) Commanding
5) Controlling
Henri Fayol (Istanbul, 29 July 1841 – Paris, 19 November 1925)
34. Mahoney, Jerdee, Carroll (1963, 1965)
P Planning 19%
R Representing 2%
I Investigating 26%
N Negotiating 07%
C Coordinating 21%
E Evaluating 9%
S Supervising 12%
S Staffing 5%
35. GE study (1957) Planning Organization Production
Stagner (1969) Organizational Planning Profitability
Boyatzis (1982) Goal setting Planning Effectiveness
Studies over the years
39. Skills have been known as “threshold capabilities”,
Goleman, (1998)
Managerial and Leadership-styled skills combined are
necessary
Functional overlap between managers and leaders
Cultural differences still prevalent
Each is used to balance one another
Managers are Leaders
40. Cycle between Managers and
Leaders
Planning &
Budgeting
•Setting
Direction
Organizing &
Staffing
•Aligning Vision
Providing Control
& Problem Solving
•Motivating
41. Functional Overlap
Verma and Kamlesh (2001)
Articulate that there is a
functional overlap based
off of two components:
Human Factors
• Managers
• Organizing &
Staffing
Interpersonal
Activity
• Leaders
• Motivating
• Richard
Nicolosi – P&G
42. Managers and Leaders have taken different approaches to
organizing teams
I.E Japanese managers seen as leaders, Ravichandran (2000)
U.S, Japan, and China ,Weihrich (1990)
Cultural Differences
U.S.
•Emphasis on
the Individual
•Clearly Defined
Responsibilities
Japan
•Collective
Approach
•Informal
Organizational
Team Structure
China
•Emphasis on
the Individual
•Identify with
the company,
no team spirit
43. Skills Apply to
Both Managers
& Leaders
Strategies for
Being More
Organized &
Time
Management
Pitfalls of
Organization
Conclusions
44. “The real challenge is to combine strong leadership and
strong management and use each to balance the other”
Kotter, (1990)
21st Century Leadership
45. Adair, J., Allen, M. (2003). The Concise Time Management and Personal Development Guide. London: Thorogood.
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Bliss, E. C. (1976). Getting things done: The ABCs of time management. New York: Scribner.
Carroll, S. J., & Gillen, D. I. (1987). Are the classical management functions useful in describing managerial work?. Academy of management review, 12(1), 38-51.
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Crisfield, P. (1994). Time Management: Balance, sport, work, and home more effectively. Leeds: National Coaching Foundation.
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http://www.pbs.org/wgbh/pages/frontline/digitalnation/view/
Goleman D. (1998). What Makes a Leader?, Harvard Business Review Press, 1-11.
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nervoso/MULTITASKING.pdf?attachauth=ANoY7coGyXTfFNfUgyLlciLgdcaiEC3mQQEg1YJOeXzep5YEgPjQXvqfyBmUhezy8CjOz44xkPKwvBjCnHjhyZitL5QC9T0
Iu5SUDF0XgShMytmiT71s5wKPOZ1b7Gu76idjFwKMCnQLjRSlMo_jknzMa5VRNLhmEiEbg14sTMGljs5QiByBlWtSgRY5T73ifEQhlNri5rKdgV1T6HXxG1T0fVeeZ6c1z
N06GjE0tCTWB6EHh55Pxf5BL1bCYF92JWNeA9VHMDnsF2wSPAC-nmkq8JOFT-TuHg%3D%3D&attredirects=0
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http://clarkconnect.clarku.edu/file/Test2.pdf
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Works Cited
Editor's Notes
(Mancini, 2003)
http://www.huffingtonpost.com/robert-j-kriegel-phd/unplug-recharge_b_1333126.html
http://www.forbes.com/sites/susanadams/2014/06/16/eight-ways-goofing-off-can-make-you-more-productive-3/
Taking Breaks leads to a rejuvenated and clearer mind, which helps assist in making better decisions, being more organized, more creative, and more productive. Even though you feel you are too busy, and you can’t take a break because you don’t have time. It is often true that taking the break will leave you so refreshed your work output will increase in quantity as well as quality. When you are in a “time-out” you produce your best and most creative thinking. So plan ahead, make time for yourself, organization can lead to a healthier lifestyle.
http://www.forbes.com/sites/susanadams/2014/06/16/eight-ways-goofing-off-can-make-you-more-productive-3/
MultiTasking is something we all do. It is highly prevalent at MIT where professors acknowledge the change in atmosphere as a demand for a change in their teaching methods and a concern, while students feel very positive about their multitasking. A groundbreaking study was then completed at Stanford to measure the effectiveness of multitasking. Several students who were surveyed as the most intense multi-taskers (meaning they participate in 6 different tasks at minimum at most points throughout their day) Despite the belief by these students that they were getting a lot more done this way, and were a lot more efficient the study proved that they were actually very bad at multitasking. The concerns from the study grew to be that we have a lot of people who can not form complete thoughts, or are really absorbing in-depth concepts, or are effectively learning and thinking. If tasks are planned out in advance the need to multitask can be avoided completely. Leading to better organization and higher productivity.
http://clarkconnect.clarku.edu/file/Test2.pdf
Discipline could be defined as gaining
control by enforcing order, while
procrastination is the act of habitually and
intentionally putting off or delaying a task. A person who is
disciplined will be more likely to be
organised. Procrastination is often the result of fear, for
example fear of the inability to undertake
the task, fear of the consequences of the
task, fear of failure, or fear of the task itself.
http://clarkconnect.clarku.edu/file/Test2.pdf
The best way to reduce Job stress is to emphasize taking care of yourself by being self-aware and active towards healthier behaviors. To help with stress it is important to organize and prioritize to proactively feel more confident in your work, your efforts and what lies ahead. Don’t overcommit yourself, schedule breaks, create a balanced schedule, and leave early to be timely.
Bliss, (1976)
Adair & Allen, (2003)
Bliss, (1976)
Adair & Allen, (2003)
Bliss, (1976)
Wicker, (2009)
As a future business manager it will be your responsibility to not only stay organized yourself, but to organize and coordinate the activities of your team. The key organiizational skills that we have showcased for you will therefore be magnified in importance and crucial to your success. To see just how crucial these traditional organizational skills are for managers we will trace the literary evidence through the years, beginning with the great great grandfather of management theory, Henri Fayol.
Most management textbooks for the last 60 years are in some way based on the original classical management functions first introduced by Henri Fayol (1949). Fayol's work was one of the first comprehensive statements of a general theory of management. He proposed that there were five primary functions of management; planning, organizing, coordinating, commanding, and controlling.
Planning, managers must plan for future conditions, develop strategic objectives and secure the achievement of future goals. Therefore, mangers must evaluate future contingencies affecting the organization, and shape the future operational and strategic landscape of the company.
Organizing, Managers must organize the workforce in an efficient manner and structure and align the activities of the organization. Managers must also train and recruit the right people for the job, and always secure a sufficiently skilled and educated workforce.
Coordinating, Managers must harmonize the procedures and activities performed by the company, meaning that every activity of each organizational unit should complement and enrich the work of another.
Commanding, Managers must supervise subordinates in their daily work, and communicate company goals.
Controlling, Managers must control that company activities are in line with general company policies and objectives. It is also the responsibility of the manager to report deviations from plans and objectives, and to make initiatives to correct potential deviations.
His work has been both elaborated upon and criticized over the years, however it is clear that they form the basis of the formula for management success. This set of basic managerial skills are what we have come to call threshold leadership skills, and have been the center of discussion in management literature for decades. Although the current literary discussion focuses on new leadership skills we will show you that practicing these key classical management skills in your daily life will make you a more effective leader.
Mahoney, Jerdee, and Carroll (1963, 1965) reported that managerial time can be allocated to a set of eight basic managerial functions which can be called "PRINCESS" factors (Planning, Representing, Investigating, Negotiating, Coordinating, Evaluating, Supervising, Staffing). This study of 452 managers, in which Fayol's five function were expanded to eight, indicated that there appeared to be a minimum core of time spent in each of these functional responsibilities and that managers in various job and level categories had different tie patterns with respect to these responsibilities.
See chart*
Fayol (1949) and other classical writers said that not only do managers carry out the classical functions, but that their skill in such areas was related to managerial success. A number of studies indicate that time spent by managers on some of these classical functional areas and skill in performing them does result in higher organization and unit performance. (Miner, 1982)
For example a GE study (1957) found that foremen with higher production records spent more time in long-range planning and organizing than did formen with poorer production records.
Stagner (1969) found that the time 109 chief executives spent in organizational planning was related to the firm's profitability.
Boyatzis (1982) also found a goal setting/planning skill of competence related positively to managerial effectiveness.
Other studies also partly support the validity of Fayol's conceptualization of the manager's job. In a Hughes and Singler (1985) study , more than 700 managers were surveyed about the relative importance of various functions. They found that the importance of directing, controlling, and organizing was fairly constant from one level to another, but the importance of planning and staffing increased as managers progressed to higher levels.
Successful vs Effective Managers
University of Nebraska’s Fred Luthans found that although managers who are successful (that is, rapidly promoted) may be astute politicians, they are not necessarily effective. Indeed, the so-called successful managers may be the ones who do not in fact take care of people and get high performance from their units. Vs. Effective managers, the ones with satisfied, committed subordinates turning out quantity and quality performance in their units.
Who are these managers? They are found at all levels and types of organizations with titles such as department head, general manager, store manager, marketing manager, office manager, agency chief, or district manager. In otherwords, maybe the answers to the performance problems facing organizations today can be found in their own backyards, in the managers themselves in their day-to-day activities.
With grant from the Office of naval research, he observed detailed behaviors and activities of 44 real managers. Unlike Mintzbegr's and Kotter's managers, these managers came from all levels and many types of organizations (mostly in the services sector- such as retail, hospitals, corporate headquarters, railroad, government agenicees, insurance companies, newspapers office, financial institutions, a few manufacturing comanies.) Luthans found that effective managers engage more in traditional management, or the activities of planning, decision making, and controlling. The observed behaviors of traditional managemetn in this case include setting goals and objectives, defining tasks needed to accomplish goals, scheduling employees, assigning tasks, providing routine instructions, defining problems, handling day-to-day operational crises, deciding what to do, developing new procedures, inspecting work, walking around inspecting work, monitoring performance data, and doing preventative maintenance.