高效职业人士必备技能之时间管理Time Management【国外优秀商务ppt模板】.ppt

1 TimeManagement 2 LearningObjectives WhenyouhavecompletedthismoduleyouwillbeabletodefinethekeyconceptsassociatedwithTimeManagementandyouwillbeableto IdentifythemainobstaclestoeffectiveTimeManagementinyourdailyroleUnderstandthenatureofTimeManagement 3 LearningObjectives Understandarangeoftools techniquesandconceptsforTimeManagementUsethesetechniquestobuildaneffectiveTimeManagementprocessthatwillenhanceyourproductivityandloweryourstressExplainthebenefitsofhavinganeffectiveTimeManagementprocess 4 Introduction 5 TimeManagement TheOrganization Lookingattimemanagementfromtheperspectiveoftheorganizationwhatarethebenefits ImprovedproductivitythroughimproveduseoftimebythepersonnelBetterperformanceintermsofontimedeliverytocustomersIncreasedprofitabilitythroughbetteruseofthehumanandnon humanresources 6 ImprovedplanningandcontrolofbusinesssystemsthroughtimebasedmanagementBetteralignmentofactivitiesbyincorporatingatimeboundsystemforco ordinationoftasksandprojectsinthebusinessReductionofstressthatarisesduetocrisismanagementbyreducingtheincidenceofcrisesbybetterplanning TimeManagement TheOrganization 7 Introduction WhatisTimeManagement TimeasaCommodity EssentialHabits TypesofTime Over UnderEstimationofTime 8 WhatisTimeManagement Timemanagementhasfivemainaspects Planning GoalSettingManagingYourselfDealingwithOtherPeopleYourTimeGettingResultsThefirst4allinterconnectandinteracttogeneratethefifth results 9 TimeasaCommodity TimeisthemostpreciousthingwehaveTimeisultimatelythemostvaluableresourceTimeandhowwespenditwithintheorganizationmustbemanagedeffectivelyTimeistotallyperishableTimecannotbestoredupforuselater 10 EssentialHabits Essentialhabitsforgoodtimemanagementare KnowwherethehoursaregoingKeepfocusedontheendresultWorktodefinedprioritiesScheduletimeforimportantissuesDelegateroutinetasksandresponsibilityforthemConfrontyourownindecisionanddelayTakethestressoutofworkKeepapplyingtheessentialhabits 11 TypesofTime Timecanbecategorizedintotwotypes Fasttimewhenabsorbedin orenjoyinganactivitySlowtimewhenboredwithanactivityorhavingabadtimewhenscared 12 Over Under estimatingTime Timefortasksoractivitiescanbeover orunder estimatedduetoIntensityofactivityLevelofbrainfunctionLengthofgapsbetweenenjoymentsFearorecstasy 13 EffectsofEstimatingTimeIncorrectly Under estimationoftimeStressduetocommittingtotoomanytasksPoorqualityoutputDeadlinesmaybemissedOver estimationoftimeStressduetopeoplepressingtohaveactivitiescompletedPoorqualityoutputDeadlinessetmaynotmatchrequirements 14 TimeManagementPrinciples 15 TimeManagementPrinciples TimeManagementPrinciples SpentTimeMatrix Quadrant2 Time BasedManagement 16 TimeManagement Coveyidentified4wavesintimemanagement1NotesandChecklistsRecognitionofthedemandsonenergy time2CalendarsandappointmentbooksSchedulingwithsomefocusonthefuture3PrioritizationComparisonoftherelativeworthofactivities4SelfmanagementRealizationthattimecannotbemanaged itisourselvesthatwehavetomanage TheSevenHabitsofHighlyEffectivePeople Covey 1989 17 SpentTimeMatrix Q1 Q3 Q2 Q4 CrisesDeadlines PreventionRelationshipBuildingPlanningRecreation InterruptionsSomeMeetingsPopularActivities PleasantActivitiesBusyWorkTimeWastersTrivia Urgent NotUrgent Important NotImportant 18 Quadrant1 BeinginQuadrant1bringsStressBurnoutCrisesmanagementFirefightingFocusontheimmediate 19 Quadrant3 BeinginQuadrant3bringsShorttermfocusCrisesmanagementLowvalueongoalsFeelingofvictimization lackofcontrolShallowrelationships 20 Quadrants3 4 CyclingbetweenQuadrants3 4brings TotalirresponsibilityHighdependencyonothersforbasicsShortcareerpathintheorganization 21 Quadrant2 BeinginQuadrant2brings VisionPerspectiveBalanceDisciplineControl TheSevenHabitsofHighlyEffectivePeople Covey 1989 22 CharacteristicsofaQuadrant2Person TherearesixbasiccriteriatoallowapersontofunctioninQuadrant2 CoherenceBalanceFocusAnabilitytogetonwithpeopleFlexibilityPortability 23 Quadrant2Requirements ThebasicrequirementstoreachQuadrant2are CleardefinitionoforganizationalrolesandspecificallyyourownroleSelectionofandfocusonSMARTgoalsDevelopmentandutilizationofschedulesThepracticeofdailyadaptinginworkrole 24 SayingNoandQuadrant2 TostaywithinQuadrant2 thereisarequirementthatyoumustsayno InaprofessionalmannerWhenitemsareassociatedwithQuadrant3orQuadrant4activitiesNotimportantnoturgentNotimportantbuturgentWillnotdelivercompetitiveadvantage 25 Time BasedManagement Fundamentals FocusisontimeandresourcesPre analysisofperformanceAnalysisofgoalsandobjectivesSystemizationofprocesses 26 FocusonTime Resources Foreffectivemanagementoftimethereneedstobeareasonableattemptmadetolookatthetimeandresourcesrequiredtocompleteatask Thequalityoftheoutcomeisdirectlyinfluencedbytheresourcesandtimeconstraintsinvolved Quality Time Resources 27 Pre AnalysisOfPerformance TheabilitytolearnfrompastexperienceallowstimemanagementtoimproveperformanceThedisciplineofreviewingpastperformanceallowstheorganizationto DebugprojectsbeforeinitiationandsubsequentwasteofresourcesDefinecriticalpointsinprocesseswhichneedtohaveparticularattentionpaidtothemImprovetheoverallutilizationofresourcesbycapturingandimplementingbestpractice 28 AnalysisofGoals Objectives BysettinggoalsthatrelatetobusinessperformanceandconformtoSMARTcriteriatheorganizationwillimproveproductivity S specificandwelldefinedobjectivesM measurableoutputsandinputsA achievableintermsofresourcesavailableandexpectationsR relevanttotheoverallbusinessstrategyT timeboundwithanoperationalschedule 29 SystemizationofProcesses TheabilitytodesignandimplementprocessesthatallowconsistencyofInputOutputTrainingandskilltransferConsistencyallowsfortimetobegaugedaccuratelyforactivitieswhichassistsintheschedulingaspectofcapacityplanningintheorganization 30 Time basedManagement NeedtolookatIstheallottedtimeforcompletionofplansrealisticfortheperson team Intheefforttoachieveresults isefficientusemadeoftheavailabletime Forteams howcanthetimeavailablebeusedtogeneratetheoptimalresults Istask relatedtimemanagementappropriateandrealisticinthesituation 31 ProductiveWork 32 ProductiveWork BusyV sProductive Indecision Delay Overwork UrgencyVImportance Prioritization 33 BusyWork JustbecauseyouarebusydoesnotmeanthatyouareproductiveDifferentiatebetweenEffectiveness doingtherightthingsEfficiency doingtherightthingscorrectly 34 BusyvProductiveWork ProblemNo1 ProcrastinationPuttingoffdoingthethingsthatyoushouldbedoingatthispoint SolutionListalltasksthatyouarecurrentlyputtingoffRemovetwofromthelistbydoingthemnow PlanandsetaschedulefordealingwiththerestRewardwhentasksarecompletedPunishwhentasksarenotcompletedonschedule 35 DealingwithIndecisionorDelay Whenfacedwithatask decidetodealwithitaccordingtooneofthefollowingactions DoitDelegateitDumpitDeadlineitDissectit 36 BusyvProductiveWork ProblemNo2 ParalyzingperfectionismThisisafailuretorecognizethedifferencebetweenexcellenceandperfectionExcellenceAchievableHealthySatisfyingRealisticPerfectionUnattainableFrustratingUnrealistic 37 BusyvProductiveWork ProblemNo3 SettingunchallengingobjectivesObjectivesneedtobesetthatchallengeyouinarealisticmannerandtakeheedofresourceavailabilityOtherwiseyouarebusywithoutanypossibilityofsuccessUseSMARTScriteriawheretheobjectivesare SpecificMeasurableAttainableRealisticTime boundSupportedbytheorganization 38 Overwork OverworkcanhaveeffectsthatmaybeclassifiedasPsychologicalPhysiologicalPeopleareoverloadedfortwomainreasonsThepersonorteamdoestoomuchThepersonorteamhavetoomuchtodo 39 Overwork Todealwithover work trythefollowingUnderstandyourpressuresDon tgetworkeduporpanickedDon tblameeverythingonyourselfWalkawayEstimatetimeaswellaspossibleAgreeprioritiesandkeepthemRemindyourselfthatthereisalimitedamountoftimeavailabletoyou 40 UrgencyVImportance DifferentiatingbetweenUrgenttasksassumeimportanceastheydemandimmediateattentionImportanttasksMaybecomeurgentifleftundoneUsuallyhavealongtermeffectTojudgeimportancevurgency gaugetasksintermsofImpactofdoingthemEffectofnotdoingthem 41 PrioritizationGrid Importance Urgency Priority1 Priority2 Priority3 Priority4 42 Prioritization ThemainaimofprioritizationistoavoidacrisisTodothisthenyoumustScheduleyourPrioritiesasopposedtoPrioritizingyourSchedule 43 CrisisManagement 44 CrisisManagement ProactiveVReactive WhyCrisesOccur Anticipating PreventingCrises 45 ProactivevReactiveWork Reactivework concentratesongettingthingsdoneHandlingdailyroutinesDealingwithurgencyResolvingcrisesHandlinginterruptions 46 ProactivevReactiveWork Proactivework concentratesonmakingthingshappenDevelopingplansandschedulesFocusingonkeytasksAchievingdeadlines targetsManagingprojects 47 WhyCrisesOccur Checklistofreasons FailuretorecognizethecrisisUnderestimationoftimerequiredNocontingencyplanisreadyNofollow upondelegatedtasks 48 Anticipating PreventingCrises Themosteffectivewaytoanticipateandpreventcrisesisto SetdeadlinesandstickwiththemUseinterimtargetsandmilestonestobreakthetaskorprojectintomanageablechunksBuildtheschedulesothatitisrealistic 49 Planning 50 Planning WhatisaPlan Information Planning TimeManagementSystems Goals TimeSpans Cascading TheDailyPlan 51 PlanninginTimeManagement RuleNo1FailingtoPlanisPlanningtoFail 52 WhatisaPlan Aplanisaroadmapsetinrealtimetoreachanobjectiveorsetofobjectivesthroughtheuseofdefinedresources 53 Information Planning Essentialinformation YouneedtoknowwhatyouhavetoplanOncethisisestablishedBreakthetaskintomanageablechunksGaugethetimerequiredforeachchunkScheduleeachchunkintoalogicalsequence 54 TimeManagementSystems Therearecertainkeycriteriathatneedtobeappliedtoatimemanagementsystem FunctionalPortableIntelligible 55 TimeManagementSystems PitfallsTotallydis organized system NothingcanbelocatedwhenrequiredPerfectlymaintainedsystemToomuchtimeisspentkeepingthesysteminperfectconditionasopposedtoactioningtheitemscontainedwithinit 56 TimeManagementSystems KeycomponentsAppointmentsDateddeadlinesTasks todoandworkinprogressIdeasandnotesKeytaskidentificationPersonalinformationFinancialplanningrecordsCriseslogProjectlogContactlist 57 Goals Time spans AtimemanagementsystemisineffectiveifdefinedgoalsarenotavailabletoworktowardsStrategicGoals longtermgoals perhapsouttofiveyearsTacticalGoals mediumtermgoals from3 12monthsaheadOperationalGoals shorttermgoalsdefiningtheexactactiontobetakenTheschedulemaycoverhoursordays 58 ChecklistforGoals ChecklistforGoalsAretheyrealisticandchallenging Havetheybeenagreedwiththemanagerandlinkedtotheperformanceappraisalsystem Doyouknowwhatitwilllooklikewhenyouhaveachievedthegoal visualization Arethegoalsimportanttoyou Isthereatimeboundaspecttothegoals ArethegoalsSMART Whatwilltherewardbeoncethegoalshavebeenachieved 59 Cascading Planninglevelsshouldcascadeasfollows YearlyoverviewplanMonthlyPlanWeeklyPlanDailyPlanNotethatinthecascade thetimespandecreaseswhereasthelevelofcomplexityincreases 60 TheDailyPlan TheDailyPlanshouldcoverthreemainareas ScheduledactivitiesforthedayshowingtimeallocatedtoeachIdentificationofkeytasksforthedaytoallowthemtobeprioritizedIndicationofwhoyouneedtocontactduringthedaytoallowyoutocompletetasks 61 TheDailyPlan Whensettingoutthedailyplanpayattentiontothefollowingpoints Whendoyouperformbest suityourbio rhythmBuildinplanningtimeatthestartandendofthedayPrioritizeactionsinto musts shouldsandcouldsandfocusonthe musts 62 TheDailyPlan GuidelinescontinuedLeaveroomforunexpectedsDon tstackmeetingsbacktobackBatchtelephonecallsBuildinqualitytime 63 Tips Techniques 64 Tips Techniques TimeLogs QualityTime ManagingDocuments ManagingInterruptions ManagingWorkspace ManagingyourPhone 65 Time logs Atime logisaneffectivewaytoseewhereyourtimeactuallygoestoduringtheworkingdayRecordtheinformationforabout2weekstogetarepresentativepictureoftimespentByloggingactivitiesandthetimetakentocompletethem thetime logprovidesusefulinformationthatcanidentifyAccuracyofestimatingtimefortasksTimestealingactivitiesLevelofinterruptionLoadingduringthedayCrisespoints tasks 66 QualityTime QualitytimeiswhereyoucanplantodothemostimportanthighprioritytasksItallowsfordeepconcentrationthrougheliminatinginterruptionsItimposesastructureonworkItallowsyoutomoveawayfromreactiveworktoproactivework 67 DealingwithDocuments DocumenthandlingcanstealavastquantityoftimefromourworkingdayImproveyourdocumenthandlingby Handlingdocumentsonlyonceby ActonwhatisrequiredbythedocumentFilethedocumentforreferencelaterDumpthedocument 68 DealingwithDocuments Haveagoodsystemforhandlingyourdocumentsthatallowsyouto DefinewhatyouneedtokeepandforhowlongAllowsyoutofilematerialseasilyandlogicallyFacilitatesaccesstomaterialsPurgethefilesonaregularbasis 69 Man