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Time Will Take Your Money, But Money

This document discusses various tips and strategies for effectively managing one's time. It highlights that time is a finite and scarce resource that must be used wisely. It provides insights into different time management techniques like prioritizing tasks, avoiding time wasters, managing interruptions, and focusing on important vs urgent activities. Effective time management can lead to increased productivity, reduced stress, and enhanced satisfaction.

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gvenitus
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22 views21 pages

Time Will Take Your Money, But Money

This document discusses various tips and strategies for effectively managing one's time. It highlights that time is a finite and scarce resource that must be used wisely. It provides insights into different time management techniques like prioritizing tasks, avoiding time wasters, managing interruptions, and focusing on important vs urgent activities. Effective time management can lead to increased productivity, reduced stress, and enhanced satisfaction.

Uploaded by

gvenitus
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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N T

A G E ME
MA N
TI M E

.’’
on't buy time
ey w
n e y, b ut mon
mo
w i ll take your a-
‘’Time
ha W e walwal
nt
- Srima ger – Sales-
-Mana
Type A Type B
Urgency Relaxed
Competitiveness Walks Slowly
Walks/ moves quickly Lots of relaxing hobbies
Eats quickly Good Listener
Hates delay Patient
Guilty when relaxing Thoughtful
Impatient Takes time to make decisions

If you can not manage your self, nothing else can be managed
The importance of managing your time

 Increased effectiveness and efficiency,


 High productivity
 Increased leisure time
 Enhanced job satisfaction
 Reduced stress
 More opportunity to switch off after hours
 More room for forward planning and for long term solutions
 Higher creativity
Top 15 time thieves
1. Telephone interruptions
2. People dropping by
3. Poor information exchange caused by colleagues
4. Problem with computers
5. Change priorities caused by colleagues
6. Lack of planning
7. Poor listening skills
8. Inappropriate caused by colleagues
9. Moving goal posts
10. Putting things right that were not right first time
11. Indecision
12. Badly chaired meetings
13. Distractions
14. Bureaucracy
15. Unnecessary checking of others and their work
ARE YOU EFFECTIVELY MANAGING YOUR SELF ?
No. Description Yes/No
1 I am a hard worker and as such try to do every job with total
commitment. Even though I am frequently tired at the end of a day, I feel
a great sense of accomplishment
2 If asked to take an extra assignment, I will consent. Even if this new
responsibility makes it nearly impossible for me to finish current projects
on schedule it is hard for me to refuse
3 Most people consider me as a workaholic. I am usually involved in several
projects at once. No one can make an appointment to see me without
having to wait at least two weeks. I’d like to exercise more, but cannot
seem to fit such a program in to my heavy schedule
4 I pride myself on the ability to anticipate most problems before they
occur. To me the work schedule is sacred. Therefore I rarely deviate from
it. Interruptions must be discouraged as much as possible. I limit phone
calls and prolonged conversations
5 The top and inside of my desk is covered with papers. A collector, I save
telephone messages, reports, relevant new paper articles and schedules
and letters. In fact my filling system is so well organized so that I can pull
out a year old memo at a moment’s notice. Colleagues told me about my
tendency to do so many items but I am sure that this is an asset
No. Description Yes /No
6 I tend to pay considerable attention to details. I am an expert at
catching even the tiniest mistake, whether in typing grammar or
figures although most assignments takes hours for me to complete I
am known for my thoroughness and dedication. If necessary I will take
work home to ensure that a job is finished on schedule

7 Large projects are my forte. I find them too overwhelming and


confusing I much prefer to be given more routine tasks. It is generally
difficult for me to focus on too many details at once. I enjoy the
involvement and the sense of accomplishment that results from a
small job brought to completion
Some comments about different types.

• No.1. If you are often tired at the end of the day, this is an indications that
something is wrong. Learn to pace yourself, reserving some energy for the
unexpected.

• No.2 . It is not your responsibility to do other’s work. Trying to be a super person


will decrease your effectiveness. Not only your own work won’t get done, but also
you will eventually be resented for your efforts.

• No.3 . You will actually increase your on the job effectiveness if you make sure to
regularly schedule recreation and socializing with friends.

• No.4. Although consistency and firmness are definite attributes of a good worker
too much control implies rigidity
• No.5. Being unable to discard items can be a symptom of poor self-management at
work

• No.6. It is fine to concentrate on details- but not when it prevents you from having
a perspective on the whole picture.

• No.7. By doing every thing yourself, you generally limit what you can accomplish
TIPS for taking action against postponing

• Don’t look at difficult job too long before starting it

• Break the task in to several smaller ones. Big tasks are


discouraging

• Don’t postpone by saying you don’t have time or are looking


for a better way to do things
The part that habits play
 This leads me to react rather than act
 This is really a bad habit
 This makes it harder for me to get what I want
 This costs me time
 This costs other people's time
 I do this for all the wrong reasons
 I don’t know why I do this
Proactive or Reactive
Between the stimulus and response, the man has the
freedom to choose

Stimulus Response

If you are not focused on your goals and disciplined enough the stimulus or
the environment will control you
Put first things first

‘’THE MAIN THING IS TO KEEP THE MAIN THING THE


MAIN THING’’
Support tasks and progressive tasks

‘’WHILE WE DO CONTROL OUR CHOICE OF ACTION, WE CANNOT


CONTROL THE CONSEQUENCES OF OUR CHOICES’’
THE TIME MANAGEMENT MATRIX
Urgent Not Urgent

1 2

Crisis Prevention activities


Pressing Problems Relationship building
Important Deadline-driven projects Recognizing new opportunities
Planning, recreation

3 4

Interruptions, some calls Trivia, busy work


Some mail , some repots Some mail, some phone calls
Some meetings Time wasters, pleasant activities
Not Important Proximate pressing matters
Popular activities
Urgent Not Urgent

1 2

20% - 25% 65% - 80%

25% - 30% 15%


Important

3 4

Not Important 15 % Less than 1 %

50% - 60% 2 % - 3%

Bold type= high – performance organizations


Normal type = typical organizations
Time is a unique resource!
 It is constant, most predictable and finite and resource

 It is the only resource that must be consumed the instant it is received

 It is the only resource that the person has no choice on its usage

 It is the only resource that is equally divided among all the human beings

 It is the most scare resource and unless it is manages nothing else can be
managed

 Time is life, therefore managing time is managing life


TEST OF TIME
NECESSITY
Is the task really necessary to be done
If you pass this test, then the next test is ,

APPROPRIATENESS
Are you the person who should do this ?
If you pass this test, then the next test is ,

EFFICENCY
Is there any other better way to carry out this task. My way may not be the best.
There may be better ways of doing it
TIPS for managing interruptions
 Use body language to discourage the other person
 Stand up and talk to the other person
 Don’t offer a chair to the other person
 Delegate the interruption
 Rearrange your office so that you don’t face those who walk
about
 Screen the telephone calls
 When you must handle an interruption right away, don’t get
sidetracked. Fix the problem or handle the request and then
go back to your original task while it is still fresh in your mind
 Let your employees know when you’re doing certain tasks
that shouldn’t except for emergencies
w ant
at w e
i s w h e u s e
Ti m e ha t w
, b ut w
m o s t
…

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