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This chapter provides some excellent tips for effective time management. While students can learn information to prepare them for the certification exam, emphasize that they can also make some important changes in their life to make it run more smoothly. As you begin, tell students that time management is an ongoing process, not a quick fix.
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*. Correct the "ro#$em based on individual goals% kno' 'here time is being 'asted each day and make necessary changes.
6. 7etting 8oals
. Esta#$ish C$ear %oa$s that meet five criteria! a. 8oals must be as specific as possible. b. -f a goal is not measurable, a person cannot kno' 'hen it has been achieved. c. -f goals are not attainable, there is no motivation to 'ork to'ard them. d. The goal should be realistic in relation to other responsibilities. e. All goals must have a timetable or deadline% some 'ill be short5term, others intermediate, and still others long5term. #. &et "ersona$ an "rofessiona$ %oa$s to maintain a balance, and then determine the specific steps necessary to reach them. 8oals should be prioritized. *. The "areto "rincip$e says #9: of time spent on certain tasks 'ill produce ;9: of final results, 'hile ;9: of time spent on others 'ill produce only #9: of output /;95#9 rule0. $. The 'rgency()mportance %ri is used to prioritize tasks to ensure that energy is spent on the #9: of tasks that produce ;9: of results. a. <one contains tasks that are important and urgent% they require immediate attention. b. <one # sho's tasks that are important, but not urgent% necessary but not immediate. c. <one * contains tasks that are urgent, but not important% the necessary evils that must be complete, but mean little to goals. d. <one $ includes tasks that are not urgent and not important% minimize or eliminate.
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d. =o it if it is something important that should be done. $. "nding "rocrastination takes a huge commitment% you must realize that it is a problem to make any commitment to change. a. (ou must first identify the causes /'hich can be many0 of your o'n procrastination. b. Then, you can 'ork to break the habit by making changes that directly tackle the causes. >. -aci$itate Meetings so that they do not last too long% training programs in facilitating are available. a. 1repare for the meeting ahead of time by distributing the agenda before the meeting. The agenda should include timeframes for each topic. b. 1lanning should include everyone involved 'ith the meeting% it may be that various people take on different presentations during the meeting. c. 7chedule meetings carefully% they should begin and end on time. ?. *e$egating is getting things done through others. a. @ailure to delegate occurs too often, but it happens for a variety of reasons. ,elief that no one can do it as 'ell as yourself 4ook like the supervisor lacks abilities =oesnAt 'ant to let go of a task -nsecurity b. "ffective supervisors delegate by the results they expect and accept no less. 6hoose the right person, make ob3ectives clear, provide support, specify deadlines, and provide feedback.
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#. "ut Time into "erspective by comparing time actually spent on tasks to the time that should be spent on them. a. Where is the time being physically spentC b. What are the staffing needsC c. Are there policies and procedures to be setC *. 'se a Time "$anner, the most important time management tool. A planner is used to 'rite do'n activities and goals to be completed and commit time to them. a. A 'eekly schedule identifies the needs and goals for each day in a 'eek. b. The daily schedule organizes each part of the day to assure goals are met.
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a. 1-2 soft'are combines the address book, appointment book, alarm clock, to5 do list, dialer, and notepad. b. 7cheduling soft'are can coordinate meetings electronically by coordinating different peopleAs schedules.
Eecommended readings /no texts should be more than t'o years old0! 6ovey, 7tephen E. The Seven Habits of Highly Effective People. @ranklin 6ovey. &ayes, 2arion ". Personal Time anagement. 6risp 1ublications. anagement. 1rentice5&all.
Eue, 4eslie W. and 4loyd ,yars. Supervision! "ey #in$ to Productivity. -r'inB2c8ra'5&ill.
6urrent issues of periodicals or business publications are also an excellent resource. 7ome of the follo'ing periodicals have an accompanying Web site. Current Periodical %&&P 'omplete (ffice Handboo$ odern (ffice Technology (fficePro The (ffice Business)ee$ )all Street *ournal http!BB'''.business'eek.com http!BB'''.'allstreet3ournal.com Web Address http!BB'''.iaap5hq.orgBproductsBhandbook.htm
http!BB'''.iaap5hq.orgBofficeproBtoc.htm
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