Time management
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Efficient time management is an essential skill in today’s high-pressure and fast-paced world of work. Therefore, time must be explicitly managed, just like money.
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Time management
- 1. TIME MANAGEMENT Dr Aloni Alali MBBS. MSc Hlth Mgt. FWACP.
- 2. Benjamin Franklin famously adviced a young tradesman to…
- 3. Expected learning outcomes At the end of the course, learners should be able to; • Clarify your goals and achieve them • Handle people and projects that waste time • Be involved in better delegation • Work more efficiently with your boss/advisor • Learn specific skills and tools to save you time • Overcome stress and procrastination
- 4. Introduction •Time must be explicitly managed, just like money. •Time is one of our most precious resources. •Efficient time management is an essential skill in today’s high-pressure and fast-paced world of work
- 5. The Time Management Matrix
- 6. Quadrant 1 • Immediate attention required Quadrant II • Requires attention, but not yet critical Quadrant III • “Nice to do” Quadrant IV • These activities are time eaters
- 8. Time Management Tips 1. Plan your work, then work your plan. Failing to plan is planning to fail • The “to-do” list • Assess your tasks • Plan for the unplanned 2. Planning and prioritisation • Prioritize your tasks • Where do the majority of your tasks fall on the matrix?
- 9. Time Management Tips •Increase your efficiency •After organizing and categorizing tasks, prioritize tasks •Develop new skills • Time Sense • Goal Setting • Time Planning • Recognize Procrastination •Celebrate your accomplishments •Eat right, sleep well and exercise
- 10. Time Management Tips • Leverage on technology • Use “to do” and reminder apps on your smart phone and laptops • Engage the 80/20 rule • 20% of your activities is responsible for 80% of your result. • find out you efficient 20% and focus on it. This saves you the 80% of your time
- 11. Time Management Tips • Learn to say no • Especially to tasks that fall in quadrant III and IV of the time management matrix. • Keep a time journal • What am I doing that doesn’t really need to be done? • What am I doing that could be done by someone else? • What am I doing that could be done more efficiently? • What do I do that wastes others’ time?
- 12. Principles of Delegation Delegation of Authority is a process through which a manager assigns responsibility to the subordinate to carry out the work on his behalf. Also, a certain authority is delegated to the subordinate to the extent, which is sufficient to accomplish the assigned responsibility
- 14. • Principle of Functional Definition: An organization is comprised of different functional departments, each contributing to the organizational goals and in turn has their specific objectives. • Principle of Result Expected: Before actually delegating the authority to the subordinate, the manager must know the purpose of such delegation and the results expected from it.
- 15. • Principle of Parity of Authority and Responsibility: This principle states that the responsibility and the authority co-exist. This means, if the subordinate is assigned certain responsibility, he must be given some level of authority i.e. power to perform his responsibility. • Principle of Unity of Command: According to this principle, every subordinate should have a single supervisor from whom he gets the authority and to whom he is solely accountable.
- 16. • Principle of Absoluteness of Responsibility: This principle asserts that responsibility cannot be delegated. This means even after delegating the authority to the subordinate to perform certain tasks on the manager’s behalf; the manager will be solely responsible for the doings of the subordinate
- 17. • The Scalar Principle: There are clear lines of authority in the organization, i.e. who is under whom. This helps the subordinate to know, who delegates the authority to him and to whom he shall be accountable. • Principle of Exception: According to this principle, the subordinate shall be given complete freedom to perform his responsibilities under the purview of his authority.
- 18. Notes on Delegation • No one is an island • You can accomplish a lot more with help • People rise to the challenge: You should delegate “until they complain” • Communication must be clear: “Get it in writing” if possible • Give objectives, not procedures • Tell the relative importance of this task
- 20. Overcoming procrastination •Doing things at the last minute is much more expensive than just before the last minute •Deadlines are important: establish them yourself! •Never break a promise but re-negotiate them if need be. •If you haven’t got time to do it right, you don’t have time to do it wrong.
- 21. Use money to buy time Take a flight instead of a bus. The extra cost for the flight is the amount you paid for the extra time that buys you.
- 22. Thoughts from “The Seven Habits of Highly Effective People” 1. BE PROACTIVE Between stimulus and response in human beings lies the power to choose. Productivity, then, means that we are solely responsible for what happens in our lives. No fair blaming anyone or anything else.
- 23. 2. BEGIN WITH THE END IN MIND Imagine your funeral and listen to what you would like the eulogist to say about you. This should reveal exactly what matters most to you in your life. Use this frame of reference to make all your day-to-day decisions so that you are working toward your most meaningful life goals.
- 24. 3. PUT FIRST THINGS FIRST To manage our lives effectively, we must keep our mission in mind, understand what’s important as well as urgent, and maintain a balance between what we produce each day and our ability to produce in the future. Think of the former as putting out fires and the latter as personal development.
- 25. 4. THINK WIN/WIN Agreements or solutions among people can be mutually beneficial if all parties cooperate and begin with a belief in the “third alternative”: a better way that hasn’t been thought of yet.
- 26. 5. SEEK FIRST TO BE UNDERSTANDING, THEN TO BE UNDERSTOOD. Most people don’t listen. Not really. They listen long enough to devise a solution to the speaker’s problem or a rejoinder to what’s being said. Then they dive into the conversation. You’ll be more effective in your relationships with people if you sincerely try to understand them fully before you try to make them understand your point of view
- 27. 6. SYNERGIZE Just what it sounds like. The whole is greater than the sum of its parts. In practice, this means you must use “creative cooperation” in social interactions. Value differences because it is often the clash between them that leads to creative solutions.
- 28. 7. SHARPEN THE SAW This is the habit of self-renewal, which has four elements. The first is mental, which includes reading, visualizing, planning and writing. The second is spiritual, which means value clarification and commitment, study and meditation. Third is social/emotional, which stress management includes service, empathy, synergy and intrinsic security. Finally, the physical includes exercise, nutrition and stress management.