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Time Management

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1 views

Time Management

Uploaded by

megalomaniac
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Time Management

 Time is an important resource although in many cases, it is not


thought of as such.
 It is sometimes referred to as one of the M’s of management
and stands for moments. The other M’s being money,
manpower and materials.
The demands on time as a manager and a health care provider
is classified into three categories (Nduba 1999):
a) Tasks that have to be performed. These relate to key
responsibilities, for example, clinical or administrative duties.
b) Tasks that other people pressurize you into doing. Some of
these are important and must be done while others you do
because you do not want to say no.
c) Tasks that you perform because you want to.
These are usually out of choice and include tasks that someone
else could do.
Time Waster
This is something that prevents a person from accomplishing a job or
achieving a goal. Some of the common time wasters include:
• Interruptions such as telephone calls and drop in visitors.
• Lack of clear cut goals, objectives and priorities.
• Meetings both scheduled and unscheduled.
• Lack of daily or weekly plans.
• Lack of self discipline.
• Failure to delegate.
• Ineffective communication.
• Inability to say no.
Principles of Time Management
The following are techniques that you can use to deal with time management
constraints.
a. Goal Setting
One sets both organizational and personal goals. The goals are either short or
long term and provide direction and vision for actions as well as time frames
in which activities will be accomplished.
b. Time Analysis
The manager should conduct a survey of how they spend a
day.
 Review of daily schedule ad keeping it accurate may
demonstrate how time is used. A schedule with no
“available” time is as problematic as one in which all
time is available.
c. Priority Setting
The nurse manager identifies time frames for achievement
of goals
The ’to do’ list should be prioritised by classifying
activities as ’one’ for urgent, ’two’ for not urgent but
important and ’three’ for less important.
d. Delegation
The manager can delegate those activities that can be
effectively handled by juniors.
e. Controlling Interruptions
• A manager should identify causes of interruption and
plan to reduce them.
• One way of doing this is incorporating some of these
interruptions into planned and scheduled activities.
f. Phone calls
• Minimize socializing and small talk
• Plan calls
• Set time for calls
• State and ask for preferred call times
g. Paperwork
• Plan and schedule paperwork
• Sort paperwork for effective processing
• Analyze paper work frequently
h. Daily planning; To-Do lists and
scheduling make up the bulk of daily planning
tools.
i. Interruption control; the manager must
identify causes of interruptions, and plan to reduce
them.
j. Evaluation; the manager should assess
how effectively time was used weekly.
Potential constraints on the ability to manage time
effectively
• Doing things for which resources are available.
• Doing scheduled things before non scheduled ones
• At times, doing planned things before the unplanned
ones
• Response to others’ demands before ours
• Doing urgent things before important ones
• Responding to crises and emergencies readily
• Doing things advancing our personal objectives or are
politically expedient
• Waiting till deadline approaches before getting
moving
• Doing things providing the most immediate closure
• Doing what we like doing before what we don’t like
doing
• Doing the things we know doing faster than those we
do not know to do fast
• Doing easy things first than the difficult ones
• Doing what requires little time fast before that which
needs lots of time
• Responding on basis of who wants it
• Responding on basis of the consequences to us of
doing or not doing something
• Working on things depending on their arrival
• Working on the basis of consequences to the group
• Working on basis of the principle of the squeaky
wheel.

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