Time Management
Time management
CHAPTER
2
AIMS AND LEARNING OUTCOMES The aim of this chapter is to make you more effective at work and study through better management of your time. There are two main points to understand in this chapter: one is that time management is a choice, over which we do have control, and the other is that it is a habit, which requires practice to learn. As a result of reading this chapter you will be able to:
■ ■ ■ ■ ■ ■
identify your own time management problems and time bandits appreciate common problems of balancing priorities, and keeping to objectives identify a realistic approach to improving your own time management develop a more disciplined approach to your work prioritise well, and be more effective at work create good habits in time management, by putting thought into action.
INTRODUCTION
This chapter will begin with a definition of time management, and will then discuss common time management problems, and invite you to identify your own issues. It then moves on to examine possible solutions and the guiding principles of time management. To check your understanding there will be a number of scenarios and exercises to practise time management skills, followed by a personal contract aimed at improving your own approach to time management.
WHAT IS TIME MANAGEMENT?
Time management involves making the best use of time, and getting more done in the time available. It means not wasting time on irrelevant things, instead focusing on important parts of the job. Ultimately this means working calmly and effectively, avoiding the panic and anxiety of the last-minute rush. In the western world, time is treated as a valuable resource which people spend. Most managers claim that they do not have enough time. Often this is blamed on the organisation and colleagues for making too many demands. However, we all have at least some control over how we spend our time. We can and do make choices. Recognising this is the first step on the path to
CHAPTER
2
AIMS AND LEARNING OUTCOMES The aim of this chapter is to make you more effective at work and study through better management of your time. There are two main points to understand in this chapter: one is that time management is a choice, over which we do have control, and the other is that it is a habit, which requires practice to learn. As a result of reading this chapter you will be able to:
■ ■ ■ ■ ■ ■
identify your own time management problems and time bandits appreciate common problems of balancing priorities, and keeping to objectives identify a realistic approach to improving your own time management develop a more disciplined approach to your work prioritise well, and be more effective at work create good habits in time management, by putting thought into action.
INTRODUCTION
This chapter will begin with a definition of time management, and will then discuss common time management problems, and invite you to identify your own issues. It then moves on to examine possible solutions and the guiding principles of time management. To check your understanding there will be a number of scenarios and exercises to practise time management skills, followed by a personal contract aimed at improving your own approach to time management.
WHAT IS TIME MANAGEMENT?
Time management involves making the best use of time, and getting more done in the time available. It means not wasting time on irrelevant things, instead focusing on important parts of the job. Ultimately this means working calmly and effectively, avoiding the panic and anxiety of the last-minute rush. In the western world, time is treated as a valuable resource which people spend. Most managers claim that they do not have enough time. Often this is blamed on the organisation and colleagues for making too many demands. However, we all have at least some control over how we spend our time. We can and do make choices. Recognising this is the first step on the path to
References: AND FURTHER READING BAILYN, L. (1993) Breaking the Mold: Women, men and time in the new corporate world. New York: Macmillan. CLEGGE, C., LEGGE, K. and WALSH, S. (1999) The Experience of Managing: A skills guide. Hants: Macmillan Business. Chapter 31, GRIFFITHS, D. Time Management 285–292. COVEY, S. (1989) The 7 Habits of Highly Effective People. London: Simon and Schuster. HINDLE, T. (1998) Manage Your Time. London: Dorling Kindersley Essential Manager Series. KOTTER, J. P. (1982) The General Managers. New York: Macmillan. MAITLAND, I. (2001) Managing Your Time. London: CIPD. MINTZBERG, H. (1973) The Nature of Managerial Work. London: Harper and Row. MURDOCK, A. and SCUTT, C. (2003) Personal Effectiveness. 3rd ed. Oxford: Institute of Management/Butterworth/Heinemann. Chapter 4, 127–147. NEENAN, M. and DRYDEN, W. (2002) Life Coaching: A cognitive-behavioural approach. Hove: Brunner-Routledge. WHETTON, D. and CAMERON, K. (2002) Developing Management Skills. 5th ed. New Jersey: Prentice Hall/Pearson. 99–100, 113–120, 151–152 or WHETTON, D., CAMERON, K. and WOODS, M. (2000) Developing Management Skills for Europe. 2nd ed. Harlow: Financial Times/Prentice Hall, Pearson Education. 93–94, 107–111. 52 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www.cipd.co.uk/bookstore.