Improvement of Time Management Skills - Example

Improvement of Time Management Skill Student’s Name: Learning Institution: Abstract According to Hassanzabeh & Ebagi (2007), time is a very important resource in an organization and its proper management can be reflected in all the other resources. This is because planning is an important aspect of promoting performance. It is also helpful in time management effectiveness as well as in avoiding stress and tension. Management of time develops tools and processes that increase productivity and efficiency. Therefore, mastering the skills to manage time leads to an organization efficiency and happiness (Arnold & Pulich, 2004). This report discusses theoretical concepts relevant to time management skills. In addition, it will analyze the implications of time management skill in effective management practices; provide an action plan for effective time management skills while stating pre and post measures for achievement of effective time management, as well as the changes demonstrating achievement of time management skill. Management of time goes beyond the mere thought of managing time. It is more about management of oneself. It is also about avoiding time wasting activities and embracing habits that enhance the effectiveness in time usage. Table of Contents Table of Contents 3 Introduction 4 Discussion 5 Theoretical Concepts Relevant to Time Management Skill 5 Implications of Time Management Skill in Effective Management Practices 7 Action Plan for Effective Time Management Skills 8 Measures for Achievement of Effective Time Management 9 Pre- task Measures 9 Task Measures 9 Post- task Measures 10 Changes to Demonstrate Achievement of Time Management Skill 10 References 14 Appendices 16 Appendix 1: 16 Appendix 2: Time Management Matrix 17 Appendix 3: Personal Action Plan 18 Introduction According to Hassanzabeh & Ebagi (2007), time is a very important resource in an organization and its proper management can be reflected in all the other resources. This is because planning is important in promoting performance. It is helpful in time management effectiveness as well as in avoiding stress and tension. Management of time develops tools and processes that increase productivity and efficiency. This narrows down to the personal management of time in ensuring things that require doing are done so as to create time for things that individuals want to do. Therefore, mastering the skills to manage time leads to an organization, efficiency and happiness (Arnold & Pulich, 2004). The achievement of these skills requires planning, setting goals, prioritizing, making decisions, delegating tasks and working with time schedules. In addition, time management can be effective through the use of software. However, measures to be undertaken in the management of time require an analysis of the current manner in which time is spent, and a decision on the appropriate changes to improve management of time. Failure to notice the amount of wasted time hinders management of time and self. Obstacles to the management of time include unclear goals, disorganization, lack of routines, procrastination, phone calls and disjoined processes among others as exemplified by Hassanzabeh & Ebagi (2007). Time management objectives should aim at improvement of the skill through planning and prioritizing, preparing to- do lists, following the 80- 20 rule, planning time specific tasks and non- time specific tasks, discovering optimal working hours, organization, delegation, differentiate between urgent and important tasks and avoiding procrastination (Janasz, Dowd & Schneider, 2012). Possessing time management skills will allow individuals to control their time, lives, energy and stress levels that will be reflected in effective management of the organization. To this end, this report aims at discussing the theoretical concepts relevant to the skill of time management, analyzing the implications of time management skill in effective management practices, providing an action plan for effective time management skills while states pre and post measures for achievement of effective time management, as well as, changes to demonstrate achievement of time management skill. Discussion Theoretical Concepts Relevant to Time Management Skill Time management refers to skills, techniques, activities and theories that are helpful in getting the most out of time while providing a variety of benefits. Hassanzabeh & Ebagi (2007), point out that management of time in different managers varies depending on service and management experience, and difference in education. However, time is considered by organizations as a very precious resource (Wu, & Passerini, 2013) for planning, measuring and evaluating the performance of organizations. Planning uses strategies of time management in the sense that tasks are expected to be fully accomplished within a certain time limit. Therefore, strategic plans can be used in breaking down tasks and prescribing how the tasks are to be executed in accordance with the set deadlines. Individuals in an organization can be classified as crammers, visioners, relators and organizers according to a combination of how individuals value the urgency of time and their perspective on the present and future time orientations as has been discussed by Wu & Passerini (2013). The urgency of time in visioners and relators is low with a less likelihood in concentrating on deadlines. They have minimal desire to schedule or control deadlines, and they underestimate time passage. On one hand, relators have a tendency of enjoying the present and failing to notice time passage, visioners get impatient and irritated easily. Also, they do not keep track of time and do not take deadlines seriously. On the other hand, organizers and crammers have a high urgency for time. Crammers always want to control deadlines, achievement strivings and competitiveness although they are highly irritable and impatient. In addition, they focus on daily objectives compared to future goals. Organizers value time awareness, achievement strivings and the benefits of schedules. It is for these reasons that there is a high possibility for organizations to achieve their goals with the staff consisting of more crammers and organizers compared to having visioners and relators (Wu & Passerini, 2013). There are several theories to time management skill. They include Maslow’s time management theory, Pickle Jar theory, Pareto’s Principle of 80- 20 and the silent Cockpit theory of time management. Maslow’s theory has a basis of needs (Le Blanc, 2008). It provides that time allocation should be according to priority. According to Fiore (2006), Pickle Jar theory uses the example of a pickle jar filled with rocks, pebbles, sand and water. The jar signifies life, rocks signify responsibilities, and pebbles signify hobbies, while sand and water signify obstacles in life. This can be used in creating effective schedules for time management through the listing of priorities first before everything else. The theory suggests that big things should be identified and done first instead of sweating over the small stuff while pickles are meant to be eaten. The Pareto’s Principle of 80- 20 provides that 20% of the things happening in life matter a lot and the 20% can be used to complete 80% of what needs to be done. Therefore, it is important to list activities amounting to the 20%, consider them while coming up with a task list and strategize how they will be dealt with. Implications of Time Management Skill in Effective Management Practices Effective management practices require managers to have time management skills that will be reflected in their excellent performance, high performance of employees and high productivity of the organization. Management of time resource allows the manager to assign tasks, plan how work is to be conducted in the organization, determine the priority and order of how work is to be done and set deadlines for the tasks. Effectiveness in time management will allow completion of tasks within the prescribed time, avoidance of procrastination and ensuring maximum attention is given on tasks that require concentration (Arnold & Pulich, 2004). In turn, this will ensure achievement of the objectives of the organization. Effective management of time is a means through which managers set standards to be complied with in the organization of current and future employees (Claessens et al, 2007). This plays a significant role in establishing professional ethics and differential advantage of the organization. High standards create a good reputation for the organization which is also good for business. Also, effectiveness in management of time contributes significantly to the policies, rules and regulations that are formulated by the organization. In addition, setting deadlines is a motivating factor for employees in an organization. This is because when deadlines are given on the delegated work, employees work hard to ensure completion of tasks within the prescribed time. Additionally, effectiveness in time management and completion of tasks prevents last minute rush and hasty completion of tasks. This ensures reduced levels of stress and tension among employees. Good working conditions and professional relationships for team work are fostered within the organization (Hassanzabeh & Ebagi, 2007). This prevents warnings, termination of employment and turnover level due to delivery of poor quality work resulting from the inadequate allocation of time on tasks. Action Plan for Effective Time Management Skills Time management skills can be learned in different ways including through experiences in life or theoretically by formal training. This starts with identifying time wasters and applying measures to reduce time wasting activities. According to Claessens, et al (2007), it is important for managers learn time management skills because this is a very important resource for management in organizations and unlike other resources, recovering lost time is impossible. Proper use of time makes a great difference in the productivity. Effectiveness in management of time requires a reduction of activities that waste time and an increase in the ability to use the available time effectively so as to get important and urgent things done (Hellsten, 2012). There are measures that have been used in an action plan for improvement of time management skills. The action plan consists of pre- task measures, the main task measures and post- task measures as discussed below. Measures for Achievement of Effective Time Management Pre- task Measures Managers can prepare for task measures in time management effectiveness though filling in an inventory chart as illustrated in Appendix 1. It consists of writing down the amount of time spent daily on activities such as the number of hours one is asleep, the number of hours one is awake, how much time was spent at work, travelling and commuting, eating, personal hygiene and dressing, personal work and family, self improvement and education, professional and community activities, leisure and the number of hours that are not accounted for (Covey, Merrill & Merrill, 2012). Task Measures Task measures for improvement of time management skill require the use of a time management matrix for prioritizing activities (Covey, Merrill & Merrill, 2012). The matrix is provided in Appendix 2 where activities are classified according to urgency and importance such as urgent/ not urgent or important/ not important. Categorizing activities in the matrix help in identifying important activities to be dealt with and avoiding activities that are unimportant. It also helps the manager in deciding on activities that are a priority as well as setting goals what needs to be achieved. Covey, Merrill & Merrill (2012), state that the matrix consists of important and urgent activities, important and not urgent activities, not important and urgent activities and not important and not urgent activities. Important and urgent activities occur on a daily basis and are driven by deadlines. They involve crisis management, burnout and are stressful. Important and not urgent activities require planning, preparation, avoiding deadlines and crisis prevention. This means that the manager has discipline, perspective, control and vision of what he is doing. Not important but urgent are usually an interruption of important activities. These activities require a short- term focus and management of crisis, but they bring a feeling of worthlessness of plans and victimization. Not important and not urgent activities are a total lack of responsibility and depend on other activities. Post- task Measures Managers are then required to conduct an analysis of how their time is spent per day in improvement of time management skills. The analysis is determined through an efficiency ratio which is equal to the time spent doing real work over the time spent at work. Afterwards, they are required to determine time wasting activities, their causes and solutions. A personal action plan is used in this case as shown in Appendix 3. The action plan also consists of the commencement date for the solution, when the progress is to be checked and follow up actions that need to be undertaken. This exercise helps in identifying and solving time wasting activities (Janasz, Dowd & Schneider, 2012). Changes to Demonstrate Achievement of Time Management Skill Improvement in time management skill has been achieved through the ability to overcome barriers to effective time management. This can be demonstrated by the ability to control telephone interruptions through delegation of responsibilities such as screening procedures to avoid intrusions by unwanted telephone calls and setting aside time to socialize has been helpful in avoiding the interruption as has been proposed by Soderlund (2012). In addition, time wasted on the drop- in visitors has been minimized through the arrangement and screening of appointments. This has been helpful in allowing maximum concentration on tasks that require undivided attention. Abrupt and unplanned meeting have been minimized. Proper planning and selection of appropriate locations as well as assessing agendas and coordination have led to purposeful and result oriented meetings. Normally, personal organization plays a significant role in effective time management. This includes orderly systems of filing, uncluttered desk, and the use of simple procedures, screened junk mails and minimized paper work. Setting of priorities, objectives and deadlines also show the effectiveness of time management skills (Soderlund, 2012). Responses have been limited to important and urgent demands. Procrastination has been minimized due to the use of reminders and setting of deadlines on all priorities and objectives. Self discipline, accomplishing tasks and being able to say ‘no’ is an indication of improved time management skill. Conclusion Management of time is a means through which tools and processes that increase productivity and efficiency are developed. This comprises of personal management of time in ensuring things are done so as to create time for things that individuals want to do. Therefore, mastering the skills to manage time leads to an organization efficiency and happiness. The achievement of these skills requires planning, setting goals, prioritizing, making decisions, delegating tasks and working with time schedules. Management of time in different managers varies depending on the service experience, management experience and differences in education. However, time is considered by organizations as a very precious resource (Wu, & Passerini, 2013) for planning, measuring and evaluating the performance of organizations. Individuals in an organization can be classified as crammers, visioners, relators and organizers according to a combination of the urgency of individuals’ time and perspective on the present as well as future time orientations. There are several theories to time management skill. They include Maslow’s time management theory, Pickle Jar theory, Pareto’s Principle of 80- 20 and the silent Cockpit theory of time management. Maslow’s theory has a basis on needs There is no variance in the amount of time that individuals have on this planet. However, the difference comes in on how individuals spend their time. The few who have succeeded in spending their time effectively have the capability of figuring out how effectively the same can be managed. Management of time goes beyond the mere thought of managing time. It is about the management of oneself in the context of time. It is also about avoiding time wasting activities and embracing habits that allow for effectiveness in time usage. Effective management practices require managers to have time management skills that will be reflected in their excellent performance, high performance of employees and high productivity of the organization. Management of the resource of time allows the manager to assign tasks, plan how work is to be conducted in the organization, determine the priority and order of how work is to be done and set deadlines for the tasks. It is therefore, possible for individuals to learn time management strategies and skills. Achieving this is can be through an awareness of the causes of poor time management. These may be solved through a definition of time management goals, a commitment to the goals, setting at least a major priority per day and ensuring the same is achieved, an elimination of time wasting activities from routines and planning for each week. In addition, there is the need of conducting a daily review of productivity, in order to ensure that what has been started is carried out to completion. This will also play a crucial of sparing some personal time. The acquisition of time management skills allows managers to point out the time management strategies that are most applicable to their situations. References Arnold, E., & Pulich, M. (2004). Improving productivity through more effective time management. The Health Care Manager, 23(3), 65-70. Claessens, B. J. C., et al. (2007). A review of time management literature. Personnel Review, 36(2), 255- 276. Covey, S. R., Merrill, A. R., & Merrill, R. R. (2012). First things first. Detroit: Free Press. Fiore, N. A. (2006). The Now Habit: A Strategic Program for Overcoming Procrastination and Enjoying Guilt- Free Play. New York: Penguin Group. Hassanzabeh, R., & Ebagi, A. G. (2007). Measure the share of the effective factors and time management. World Applied Sciences Journal, 2(3), 168- 174 Hellsten, L. M. (2012). What do we know about time management? A review of the literature and a psychometric critique of instruments assessing time management. Prof. T. Stoilov (Ed.). Rijeka, Croatia: In Tech. Janasz, S. C., Dowd, K. O., and Schneider, B. Z. (Ed.). (2012). Self management. In Interpersonal skills in organizations (Chapter 04). Australia: McGraw Hill Companies. Le Blanc, R. (2008). Achieving Objectives Made Easy! Practical goal setting tools & proven time management techniques. Maarheeze: Cranendonck Coaching. Soderlund, J. (2012). Project management, interdependencies, and time: Insights from managing large systems by Sayles and Chandler. International Journal of Managing Projects in Business, 5(4), 617- 633 Wu, D., & Passerini, K. (2013). Uncovering knowledge- based time management practices: Implications for project management. International Journal of Managing Projects in Business, 6(2), 332- 348 Appendices Appendix 1: Activity Mon Tues Wed Thur Fri Sat Sun Total Sleep Work Travel & Commuting Eating Personal Hygiene & Dressing Personal Work & Family Self Improvement & Education Professional & Community Activities Leisure Unaccounted Hours Appendix 2: Time Management Matrix Urgent Not Urgent Important Not Important Appendix 3: Personal Action Plan Time Waster Cause Solution Starting Date Checking of Progress Date Follow Up Action Date 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Read More