Bagali MM Time Management Bagali [Compatibility Mode]
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timetime managementmanagementdr. m m bagali
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PhD (HRD & OB area) ; PhD (Management)
Assistant Professor of Management & Human Resources,
KLE Institute of Management Studies & Research,
Research Center Incharge, Centre for Advanced Studies in HR and OB,
(A Center for Creating Future People work for you)
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t
a b c d e f g h i j k
2
a b c d e f g h i j k l m n o p q r s u v w x y z
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3can3can
Can we manage time?
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Can we manage time?
Can we really manage time?
Can we really really manage time?
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We
we
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We all have time to either spend or
waste and it is our decision what to do
with it. But once passed, it is gone
forever
�
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What can be done at any time is never
done at all, because if you don't take care
we
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done at all, because if you don't take careof the minutes, for the hours will not takecare of themselves
If we take care of the minutes, the years will take care of
themselves, and your life
�
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Time is the coin of your life. It is
the only coin you have, and only
we
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the only coin you have, and only
you can determine how it will be
spent. Be careful lest you let
other people spend it for you
�
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The secret of a person's
we
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success is discovered in his
daily agenda,which says about
time and how one spends this
for rest of the life
�
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Why we Waste TIMEWhy we Waste TIME
Poor Attitude towards jobNo AgendaNo Personal Plan of Growth
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No Personal Plan of GrowthLack of Clear cut PoliciesNo Prior PlanningLeaving work half doneNo delegating attitudeUnnecessary Prolong Meeting
�
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No organization of person, activity, functioningTime wasterWorry on trivial matters
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Too much work at a timeNo priorityDisciplined approachUnplanned activityNo focus / goals Unplanned phones callsNo scheduling of assignments
�
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Clarity of urgent and not urgent workStart work without planningNo Scheduling / time table
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Bogged dawn with one workMix work- family work at same placeHandling tooo much dutyInterruptions - telephone Interruptions - personal visitorsNo diplomacy where neededAd-hoc interpretations / distractions
�
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Tasks you should have delegated Procrastination and indecision Acting with incomplete information
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Acting with incomplete information Crisis management (more fire fighting) Unclear communication Inadequate technical knowledge Unclear objectives and priorities Lack of planning / planning / planning
�
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Value of TIMEValue of TIME
If you are a man of business,Come to a man of business
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Come to a man of businessSolely for the matter of businessQuickly transact your businessThen go back to your business
Leaving other to attend ones own business
that’s b u s i n e s s �
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Time is S m a r t
S imple and specific
M easurable
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A s if now
R easonable and believable
T imed with time, date, action
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a look…..
Things that matter most
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Things that matter mostmust never be at the mercy
of things that matter least
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effective time management?effective time management?
Different ways of doing business / u workEvaluate how you are using your timeDetermine your priorities
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Determine your prioritiesCreate a weekly scheduleMaintain a to-do listEliminate barriers to effective time
managementSharpen up u decision making What exactly causes time waste
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do it … Tips
Time Budget in Morning
Time Audit in Night
Days Schedule
One thing/ work at a time
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One thing/ work at a time
Task complete … Start to End
Establish Priority
Prepare for every Work / Job
Delegate / Organize work
Say ….. NO…. If needed
Be Brief and to the point �
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One thing at a time and that too done well
Form a habit of completing a given a task
Never leave a task unfinished
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Never leave a task unfinished
Cut meetings
If phone, don’t write / if email, don’t phone
A time for everything
Time slots for unplanned activity
Time slots for desperate emergencies �
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15-30 minutes for concentration
15-30 for newspaper/journal / general reading
Take break / relax
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Take break / relax
Office problem not for the home / visa versa
Make lunch break a real break
Away from useless discussion
Schedule a call back period (after lunch is good)
�
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Devote some
T I MEFor Thinking
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For Thinking
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?Commitment
to
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to
C h a n g e
habit / routine / behavior
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Evaluating your use of time
Make a list of the activities that you spendtime on
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Identify how much time the activitiesconsume
Take note of activities you are keeping upwith versus activities you are fallingbehind on �
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Prioritizing Tasks
and A llocating T ime
� An urgency/im portance map or matrix helps you to categorize, prioritize and therefore allocate tim e to tasks.
Prioritizing Tasks
and A llocating T ime
� An urgency/im portance map or matrix helps you to categorize, prioritize and therefore allocate tim e to tasks.
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therefore allocate tim e to tasks.
� The map or matrix categorizes tasks by assessing:
�Urgency (How soon does it need to be done? How qu ick ly must it be addressed?), and
� Im portance (How important is th is issue to our business? How centra l is it to our success?)
therefore allocate tim e to tasks.
� The map or matrix categorizes tasks by assessing:
�Urgency (How soon does it need to be done? How qu ick ly must it be addressed?), and
� Im portance (How important is th is issue to our business? How centra l is it to our success?)
�
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Tips on evaluating your time
Be systematic: Start in the morning and gothrough the day when thinking of your activities
Don’t overlook activities like commuting, taking
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Don’t overlook activities like commuting, takingcare of yourself, and relaxing. These activitiesmay not be work or school related, but theyconsume time too
Be realistic. People often fail to allow enoughtime for activities.
�
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Priorities
The Task
The Work
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The Work
The Activity
and The Priorities
and the TIME
�
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Tips on Prioritizing
Know your goals
Identify activities that help you achieve your goals
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Decide whether activities need to be done in a particular order
Give the highest priority to tasks that are most necessary in achieving your goals and need to be done first �
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Mark the priority level for each item on the list of
activities that you created.
The The M a t h e m a t i c s
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A = High Priority urgentB = Medium Priority less urgentC = Low Priority not at all urgent
Remember that priorities can change. You need
to re-visit your priority ratings often. �
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can we really work this matrixcan we really work this matrix
Urgent/ ImpCrises
Pressing problems
Deadline driven work
Business development
Not Urgent/ ImpRecreation
Shopping
Hotels
Family
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Business development Family
Urgent/ N ImpSome calls
Some email
Meetings
Luncheon
Not Urgent/ N ImpTime wasters
Some phone calls
Some email
TV Serials / Movies
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A Weekly Schedule Matrix
�
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Sample SchedulingScheduling Grid
Mon Tue Wed Thu Fri Sat Sun
9:00
10:00
11:00
12:00
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12:00
1:00
2:00
3:00
4:00
5:00
6:00
7:00
8:00
9:00
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Scheduling Grid Instructions
Block out times on the schedule for each of
your major activities.
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Then block out time for activities that you
want to do on a regular basis (examples:
exercising or studying); library, leisure,
dating
�
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Allot ample time for each activity, especially high
priority activities.
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Take into account when you are most effective.
Morning people might schedule more activities
early in the day. Night owls might schedule
things later (when you are active)
�
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To-Do Lists
Personal
Professional
Home
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Home
Office
Market
Relatives
Any E m e r g e n c y ? �
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Make a written list of specific tasks orassignments that you need to do.
Plan ahead, taking into account the entire
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Plan ahead, taking into account the entirework.
Allot time for these tasks in your schedule.Keep in mind their due dates.
Assign priority ratings (A, B, or C) andrevise as needed.
�
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Barriers to Effective Time Management
� Distractions
� Disorganization
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� Disorganization
� Perfectionism
� Procrastination
� Rigidity �
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M a n a g in g T a s k s & T im e -
D e le g a t i o n : W h a t i s i t ?
� D e le g a t io n in v o lv e s g iv in g s o m e o n e e ls e
M a n a g in g T a s k s & T im e -
D e le g a t i o n : W h a t i s i t ?
� D e le g a t io n in v o lv e s g iv in g s o m e o n e e ls e
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� D e le g a t io n in v o lv e s g iv in g s o m e o n e e ls e t h e r e s p o n s ib i l i t y t o p e r f o rm a t a s k t h a t i s a c t u a l ly p a r t o f y o u r o w n j o b .
� R e a s o n s f o r d e le g a t io n :
� C a n h e lp t o c r e a t e t h e t im e n e e d e d f o r o t h e r v i t a l f u n c t io n s .
� I t d e v e lo p s t h e s k i l l s o f e v e r y o n e in t h e t e a m .
� E v e r y o n e b e c o m e s m o r e in v o lv e d in h e lp in g t o a c h ie v e g o a ls .
� D e le g a t io n in v o lv e s g iv in g s o m e o n e e ls e t h e r e s p o n s ib i l i t y t o p e r f o rm a t a s k t h a t i s a c t u a l ly p a r t o f y o u r o w n j o b .
� R e a s o n s f o r d e le g a t io n :
� C a n h e lp t o c r e a t e t h e t im e n e e d e d f o r o t h e r v i t a l f u n c t io n s .
� I t d e v e lo p s t h e s k i l l s o f e v e r y o n e in t h e t e a m .
� E v e r y o n e b e c o m e s m o r e in v o lv e d in h e lp in g t o a c h ie v e g o a ls .
�
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W h y n o t D e l e g a t e ?
T h e r e a s o n s w e m ig h t g iv e f o r n o t d e le g a t in g
W h y n o t D e l e g a t e ?
T h e r e a s o n s w e m ig h t g iv e f o r n o t d e le g a t in g
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T h e r e a s o n s w e m ig h t g iv e f o r n o t d e le g a t in g in c lu d e :
� A s k in g f o r h e lp in d ic a t e s a la c k o f a b i l i t y .
� N o b o d y e ls e c a n b e t r u s t e d t o d o t h e j o b p r o p e r ly .
� S o m e o n e e ls e w i l l d o a b e t t e r j o b a n d t a k e t h e c r e d i t .
� N o b o d y e ls e c a n a c t u a l ly h e lp .
� F e e l g u i l t y a b o u t t h e a c t o f d e le g a t in g w o r k .
� R e lu c t a n t t o r e l in q u is h a n y p a r t o f t h e w o r k b e c a u s e y o u e n j o y d o in g i t .
T h e r e a s o n s w e m ig h t g iv e f o r n o t d e le g a t in g in c lu d e :
� A s k in g f o r h e lp in d ic a t e s a la c k o f a b i l i t y .
� N o b o d y e ls e c a n b e t r u s t e d t o d o t h e j o b p r o p e r ly .
� S o m e o n e e ls e w i l l d o a b e t t e r j o b a n d t a k e t h e c r e d i t .
� N o b o d y e ls e c a n a c t u a l ly h e lp .
� F e e l g u i l t y a b o u t t h e a c t o f d e le g a t in g w o r k .
� R e lu c t a n t t o r e l in q u is h a n y p a r t o f t h e w o r k b e c a u s e y o u e n j o y d o in g i t .
�
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D e le g a t in g E ffe c t iv e ly -
R e d u c in g th e R is k s
� T o re d u ce th e r is k o n e sh o u ld :
D e le g a t in g E ffe c t iv e ly -
R e d u c in g th e R is k s
� T o re d u ce th e r is k o n e sh o u ld :
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� T o re d u ce th e r is k o n e sh o u ld :
� S e le c t th e ta s k s to b e d e le g a te d c a re fu lly , a n d
� S e le c t th e r ig h t p e o p le to d o th em .
� T o re d u ce th e r is k o n e sh o u ld :
� S e le c t th e ta s k s to b e d e le g a te d c a re fu lly , a n d
� S e le c t th e r ig h t p e o p le to d o th em .
�
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Distractions
Tell people when you are busy and cannot be
disturbed
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disturbed
Work in areas where you are less likely to be
disturbed
It is easier to get distracted when you are tired
…. It is up to u to welcome �
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Disorganization
� Keep things that you need in a specific place.
� Eliminate clutter
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� Eliminate clutter
� Before starting on a task, make sure that you have
all of the materials or information that you need
� Follow your schedule
� If u have decided to be disorganized, no one can
help u
�
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Perfectionism
� Examine whether your efforts to get the job done
perfectly are really improving things or preventing
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perfectly are really improving things or preventing
you from getting the job done
� Think about the cost-benefit ratio of the extra effort
� Remember that nothing is perfect
�
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Procrastination
It is easy to put off tasks if they are not due right
away. The trouble is, tasks pile up and you can
run into a time crunch later.
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run into a time crunch later.
Remember to work ahead whenever possible.
If you can do it today, do it!
�
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Rigidity
It is important to have some flexibility inyour schedule. Allow extra time and avoid
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your schedule. Allow extra time and avoidbecoming too frustrated if things don’twork out as planned… just re-evaluatethe plan and make adjustments.
�
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Remember quietly………
Don't say you don't have enough time.
You have exactly the same number of
hours per day that were given to
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hours per day that were given to
Michelangelo, Mother Teresa,Leonardo da Vinci, Albert Einstein,and Ratan TATA
�
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the how’show’s
How we spend our days is
how we spend our lives
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how we spend our lives
How we spend our life is
how is spend our T I M E
�
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r e m e m b e r
Don't put off for tomorrow what you
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Don't put off for tomorrow what youcan do today because if you enjoyit today, you can do it againtomorrow
�
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dondon’’t waitt wait
if you wait until wind and the weather are
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wind and the weather are just right, you will never plant
anything, and never harvest anything
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where do you go from here
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thank you all
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