Managing
time is like managing any other resource. The manager needs
to know what he is intending to do (planning and setting objectives)
he needs to organise the use of the resource (organisation
and co- ordination); he needs to make the best use of and
control the human resources at his disposal
(motivation and control).
Key
tenets for time management and delegation
The
way you spend your time in practice is always different
from the way you think you spend your time.
The
way you spend your time in performing tasks is important
in the way you use your time effectively gainst targets.
However,
the review and appraisal of the targets themselves is even
more important still. The choice of targets determines whether
you are in the right game at all; the review of tasks against
targets determines how well you are playing the game.
Effectiveness
can only be measured against individual objectives.
Clarity
of purpose is the key to effective utilisation of time and
to delegation. If you are not crystal-clear in our own objectives,
do not expect to be able to communicate them to others.
Good
time management is dependent on the quality of time spent,
not just the quantities. Some work, for example, may tolerate
no interruptions and must be continuous: some can be interrupted.
Individual work preferences (an "open door" style, for example)
dictate an overall tolerance of interruptions, but it is
important to be able to differentiate.
Deadlines
are an important part of effective delegation. They should
be reasonable and achievable but, once set, to be effective
they should be policed mercilessly.
Mismanaged
meetings (of all kinds) are a great consumer of time. Meetings'
management is a skill which can be learned and practised.
The
key to effective managerial use of time lies in delegation.
There
are many time management books, packages, resources on the market.
This resource goes beyond the usual diary-keeping and analysis
exercise, although it does involve a time diary: it will also
provide a framework for achieving effective use of time measured
against individual objectives.
Because
the key to effective managerial use of time lies in delegation,
a complete session is devoted to this essential aspect.
Objectives
At
the end of this resource, participants will be able to:
Understand
and monitor the way in which they spend their time in practice.
Understand
and be able to assess priorities and to perform tasks in
order to use time effectively against targets.
Understand
and be able to set crystal-clear objectives.
Understand
and be able to create quality of time.
Understand
clearly about the degree of authority possessed.
Understand
how to delegate effectively.
Key
learning elements
All
the materials in this resource have been found to develop
activity-based skills which participants can employ in their
own organisations.
The
resource has been divided into five sessions. These should
be a set-up evening, followed at least one week later, by
a one-day programme. The sessions may be scheduled to suit
organisational requirements. Some suggestions for guidance
in running the programme are included.
Readings
play an important part within this resource. Participants
must be familiar with some of the theories and factors behind
international business before the sessions so that each session
can be devoted to actively analysing their own and their organisation's
approaches to international business and in producing action
plans for future implementation. A case-study approach is
also used in this resource and questions arising from live
case studies allow models for implementation to be used in
the future.
Preparation
The
resource works on the principle of action learning. This implies
that what is studied must be related and applied to the workplace
and the process of study is itself derived from the challenging
questions faced there by participants.
It
is therefore essential for participants to spend an adequate
amount of time "preparing" thoroughly for the resource by
completing any set tasks or exercises based on their own organisation,
as well as generally familiarising themselves with the resource
and the recommended readings and completing any other preparation
specified in individual sessions. It is important to ensure
that participants have all the appropriate readings, exercises
and data to hand at the start of each session.
There
are many ways of making these a significant learning exercise.
They include:
Group
discussions over the meaning and implications of the reading.
Considering
segments and extracts one at a time and using application
questions at the end of the extract (see below).
Forming
sub-groups to consider a reading and reporting on the implications
of it.
Application questions/Action
points
Application
questions and/or action points are provided where appropriate,
to help consolidate learning.
Application
questions allow participants to relate what they have learned
to the activities of their organisation. Action points reinforce
what a participant needs to know, plan and do.
Exercises
The
exercises within the resource are for learning from the
practical application of activities.
Exercises
can be completed by individual participants or in pairs
or small groups, depending on the nature of the exercise
and time constraints. When an exercise has been completed,
key points or statements can be collated.
A guide to self-study
This
resource works on the principle of action
learning. This implies that what is studied must be
applied, and the process of study derives from the challenging
questions faced in your own organisation.
All
elements and materials in this resource can be used for
self-study.
The
session overviews are an essential part of your self-study
and suggest how you can get the most from the subject-matter.
Where
exercises refer to participants working in groups or sub-groups,
it will greatly help your study if you are able to share
views with colleagues on the bulleting board provided and
sponsors, superiors and especially managers from other organisations.
Certainly this will not always be an immediate, practical
possibility but over time such opportunities should be taken.
Application
questions and action points are an important aspect of your
self-study. Application questions should allow you to relate
what you have learned to the activities of your organisation.
Action points reinforce what you need to know, remember,
plan and do. Certain questions and points are made for you
in the text, but an important discipline of self-study is
to create your own application questions and list a series
of action points to consolidate your own learning at the
end of each session.
Recommended
texts
Jenks,
James M., Don't Do - Delegate!, 1986, Bellantine Books.
Martin Scott, Time Management, 1993, Century Business.
Robert Wright, Beyond Time Management : Business with Purpose,
1997, Butterworth-Heinemann, US.
