Session 4 The Case Of The Missing Time Sesson Ward
Pages 154-158
Session 4
The Case of the Missing Time
1. What principles of time and stress management are violated in this case? Chet needs to really look for ways to reduce is work overload and he obviously needs to delegate more. Chet tries to solve every problem that’s presented to him.
2. What are the organizational problems in this case? There are several foremen in the central plant and they should be responsible for their areas. However, after reading the case, it appears as though they or at least some of them lack initiative and leadership abilities. It’s as if they do not know how to take charge. Several of the foremen are coming to Chet and asking him to solve some of the most simplistic things. It’s incredible! Asking Chet to find a replacement? That’s something a foreman can do. That’s his job, that’s his area, and that’s his employee. Total lack of control.
3. Which of Chet’s personal characteristics inhibit his effective management of time? He’s obviously absent-minded. He’s overly critical of himself, self-demanding, impulsive, unorganized, non-realistic, and feels obligated to help others out of “their” crisis.
4. If you were hired as a consultant to Chet, what would you advise him? The textbook offers suggest several realistic and doable skills. Nevertheless, if I were a consultant, I would advise Chet to set boundaries. I would suggest (according to the text) that Chet increase decision-making authority to his foreman. Allow a significant level of autonomy. He really needs to let go of those responsibilities that he really does not need to be a part of. I would then advise Chet to set long-term and short-term goals. Separate and delegate. He needs to understand how to make good use of his time –efficient time management. In order to use time more efficiently, Chet would have to set several ground-rules. He needs to make a to-do list and prioritize that list according to importance. Concentrate on one important task
Session 4
The Case of the Missing Time
1. What principles of time and stress management are violated in this case? Chet needs to really look for ways to reduce is work overload and he obviously needs to delegate more. Chet tries to solve every problem that’s presented to him.
2. What are the organizational problems in this case? There are several foremen in the central plant and they should be responsible for their areas. However, after reading the case, it appears as though they or at least some of them lack initiative and leadership abilities. It’s as if they do not know how to take charge. Several of the foremen are coming to Chet and asking him to solve some of the most simplistic things. It’s incredible! Asking Chet to find a replacement? That’s something a foreman can do. That’s his job, that’s his area, and that’s his employee. Total lack of control.
3. Which of Chet’s personal characteristics inhibit his effective management of time? He’s obviously absent-minded. He’s overly critical of himself, self-demanding, impulsive, unorganized, non-realistic, and feels obligated to help others out of “their” crisis.
4. If you were hired as a consultant to Chet, what would you advise him? The textbook offers suggest several realistic and doable skills. Nevertheless, if I were a consultant, I would advise Chet to set boundaries. I would suggest (according to the text) that Chet increase decision-making authority to his foreman. Allow a significant level of autonomy. He really needs to let go of those responsibilities that he really does not need to be a part of. I would then advise Chet to set long-term and short-term goals. Separate and delegate. He needs to understand how to make good use of his time –efficient time management. In order to use time more efficiently, Chet would have to set several ground-rules. He needs to make a to-do list and prioritize that list according to importance. Concentrate on one important task