Time management: structure and operational planning of activities. Types of time management

There are many time management systems available to us. An effective system is one of the most important components of success in personal time management. Most people need a system that saves and makes efficient use of time, and that comes naturally. After all, it’s impossible to keep everything in your head!

To save your time, we will give a summary of the main provisions of each system in this article (we consider the most popular at the moment). We hope that this will help you choose what is best for you, what will serve as the basis for your personal planning system in the future.
So, the systems that we have chosen for analysis:

• GTD system by David Allen;
• Franklin Time Management, Stephen Covey;
• Time Power by Brian Tracy;
• Time Management from the Inside Out by Julia Morgenstern.

Let's first understand why you should choose some kind of system. As I wrote earlier, a person cannot physically work productively if he keeps in his head everything that he needs to do, all plans, reports, etc.

main function systems- help store important information. Good time management skills are about how you store and process important information about appointments, work, notes, contacts, reminders, plans, and goals.

Therefore, good time management system should include:

1. Place to cover all information about the job;

2. Calendar for meetings;

3. Place for notes;

4. Place for contacts;

5. Combining tasks, goals and dreams into one whole;

6. A clear description of the system, so that it is clear how it all works.

There are many books that try to claim the title time management systems, but in fact they are only ideas or tips on the topic. In this article, we are talking about the system, and not about diary and planner .

Time management system does not imply that you will use it in the form in which you first got acquainted with it. It is important to understand that this is only a platform that will help you develop your own time management system that meets your needs in the future.

Let's move on to the analysis of our systems.

This system is based on the book
Time management according to the Franklin method, unlike the David Allen method, has a top-down approach.

That is, the focus is on big goals, not small tasks. With its help, you clearly define your goals and roles in your life. And that is what you use to plan your life, year, week or day.

The system uses the concept of a compass, which helps you to always be sure that you are heading in the right direction. Everything you do is done to achieve your main goal, it helps to correctly prioritize and decide what next step to take.

Another aspect of this time management systems- a matrix with four sectors: 1. Important and urgent, 2. Important, but not urgent, 3. Not important, but urgent, 4. Not important and not urgent.

Covey says that most people focus on quadrants 1, 3, and 4. And this system focuses on the second sector.
Who is this system for?

If you prefer to concentrate on the main life goals, then this system will suit you. This method also has the advantage that many other additional planning tools can be used within it, which makes your life easier.

This system can be called tactical time management. The focus here is on goals, so you have to be more or less clear about them for yourself, and she also gives practical advice so that we understand how efficiently we use our time.

This system is focused on results. Tracy believes that when we understand the end result of what we do, it stimulates our work. Discipline is also very important.

Who is this system for?

This system is good for those who are looking for practical advice on how to overcome procrastination, how to avoid those activities that steal your valuable work time, etc.

Time Management from the Inside Out by Julia Morgenstern

This system is good for practical application. Morgenstern helps us understand how we spend our time, what our motivations are for doing or not doing, and how we manage our time. Also, this system helps to put in order what is around you.

This method can give such useful skills as planning, estimating the time required to complete a particular task. Formulas are also given to facilitate the work with the system.

Who can benefit from this method?

This is suitable for those who need a simple yet effective approach to time management. If you are looking for a system that is easy to put into practice, but at the same time does not have many rules to use, then this is the best choice.

The main thing to remember is that the system must first of all meet your needs and in the future become a platform for creating your own time management system.

Introduction

Theoretical foundations of time management

1 Essence and principles of time management

2 Reasons to use time management

3 Modern time management techniques

Analysis of domestic approaches to the time management system

1 Implementation of time management in the company

2 Time management in Russia

Evaluation and improvement of the time management system in the company

1 General characteristics of the analyzed enterprise

2 Evaluation of the time management system in the company

3 Improving the time management system

Conclusion

Introduction

In modern conditions, time management is an integral part of any successful company. Time management is understood as a technology for organizing time and increasing the efficiency of its use.

Time management is the act or process of exercising conscious control over the amount of time spent on specific activities in order to specifically increase efficiency and productivity. Time management can help with a range of skills, tools, and techniques used to complete specific tasks, projects, and goals. This set includes a wide range of activities, namely: planning, allocation, goal setting, delegation, time analysis, monitoring, organizing, listing and prioritization. Governance was originally ascribed only to business or labor activity, but over time the term has expanded to include personal activity with the same justification. A time management system is a combination of processes, tools, techniques and methods. Usually time management is a necessity in the development of any project, since it determines the project completion time and scope.

The purpose of the presented work is to consider time management as a time management system. The work tasks are as follows:

consideration of the concept and functions of time management;

characteristics of modern time management techniques;

identifying the features of the implementation of time management in companies;

analysis of the application of the successful implementation of time management in Russian companies;

identifying the features of the use of time management in the activities of Megafon OJSC.

The object of the work is time management. The subject of the work is the features of the use of time management in the activities of the organization.

The structure of the work includes an introduction, three chapters, a conclusion and a list of references.

The first chapter presents the essence and principles of time management, defines modern methods of time management and substantiates the need to use time management in the activities of the enterprise.

The second chapter reveals the features of the implementation of time management in the organization, analyzes the successful approaches to time management in Russian companies.

In the third and final chapter, a general description of the analyzed enterprise is given, an assessment of the time management system of Megafon OJSC is given, and directions for improving the time management system of the studied enterprise are determined.

1. Theoretical foundations of time management

.1 Essence and principles of time management

"Time management (Time management) is an interdisciplinary section of science and practice devoted to the study of problems and methods for optimizing time spent in various areas of professional activity." Time management - translated from English means "time management". The task of time management is to streamline the use of time (both work and personal time) of the day and week in order to manage to do all the most important things. Time management is accounting and operational planning of time.

Basic principles of time management.

Painstaking independent work. A manager can develop a high-quality, effective system of organizing his time only on his own. This important job cannot be left to a consultant or secretary. Only the manager himself will be able to choose the appropriate solution and rebuild it to suit his needs.

Solution individuality. In the organization of personal time, it is not the general rules that are important, but the individual style that the leader finds for himself. If it is comfortable for him, it gives maximum efficiency. The focus should rather be on those methods that allow you to navigate even in conditions of uncertainty. Therefore, it is important to determine such parameters as a person’s temperament, sensory preferences, biorhythms of his body, work goals, etc.

The need to track your own performance. Using timing, you can identify moments of inexcusable waste of time and discover its hidden reserves. When analyzing the data obtained, it is recommended to use the method of comparing the achieved with the maximum possible, and not the achieved with the planned, as is done in Western time management technologies. But the main result of using timekeeping is the emergence of a certain ability to constantly monitor one's own effectiveness. Tracking your own time for a few weeks develops a special kind of attention to time, and the manager begins to look at his actions in a completely different way.

Thinking for efficiency. The primary role is played by a direct change in thinking. A person who has learned to identify inefficient processes and improve them, striving to optimize and improve performance - is able to apply existing methods, customize them to his needs or develop his own. And the very technical methods of organizing time and personal work and their direct implementation in life is just a matter of technology. Once a change in consciousness occurs, it begins to work and bear fruit in any kind of activity.

Reachable and inexhaustible reserves of efficiency. A fundamental principle, next to which no technological issues are incomparable. Based on the assumption that the reserves of efficiency, development and self-improvement are not only realistically achievable, but also potentially inexhaustible, the search for the right solution and the development of the necessary method are purely tactical issues and obviously solvable.

1.2 Reasons for using time management

The timing of personal time should be carried out for several working days, possibly weeks, in order to analyze your working style and uncover the causes of emerging time deficits. Alarming symptoms of the imminent occurrence of temporary problems can be identified by the following signs:

Lack of priorities in the execution of cases (solving secondary tasks with regular transfer of the main ones);

Haste in completing large tasks (often caused by the untimely start of work on them);

A large stream of all kinds of routine affairs (the risk of drowning in trifles);

Untimely study of business correspondence (current documentation);

Work in the evenings and weekends (during office hours there is not enough time);

Constantly doing work for your colleagues or subordinates (it seems that this will be faster or more reliable);

Work not according to your profile (inefficient use of opportunities);

Continuous interference at work (endless phone calls and influx of visitors);

Clarification of information, constant asking again (difficult perception of information, as a result of fatigue).

After timing, it is necessary to analyze all the activities in which the person participated. To do this, you can use tables on the distribution of areas of work in relation to time costs - real and theoretically achievable, draw up a list of obstacles.

Further analysis can be carried out from the point of view of two positions: positive and negative, i.e. identify strengths and weaknesses for rational use of the former and avoidance of the latter.

"Time Eaters" By conducting a detailed analysis of the main “sinks” of time, you can better control your workflow and avoid distractions. The main reasons that make us waste time in vain are recognized:

Phone calls rightfully occupy an honorable first place, disrupting the working mood and preventing you from concentrating on business. With the widespread use of cell phones, the problem has become global.

Visitors coming into the office are more of a distraction than phones, because they can't be ignored or other work can be done in parallel.

Poor communication between departments.

Problems with computer equipment and office equipment.

Changing the order of work imposed by colleagues.

Lack of organizational planning. Dist

Inability to listen to other people.

Unsatisfactory organizational structure.

Mail mess. It is especially relevant for managers whose correspondence is untimely or does not pass at all through the secretarial filter for determining the importance of letters.

Correction of errors that could have been avoided. Mistakes give rise to the same haste, inattention, unwillingness to work, etc.

Indecisiveness in business matters.

Poorly organized and coordinated meetings, planning meetings.

Distractions in the workplace. A gigantic list of little things on the specifics of each personality.

Excessive office bureaucracy.

Useless discussions about your work and the work of others. And just empty talk.

1.3 Modern time management techniques

Goal setting. Goal setting involves the analysis and formation of personal goals. The goal describes the end result, gives clarity about which direction to move. Goal setting is a temporary process. when changing certain parameters, the necessary adjustment occurs.

“To succeed, you need to choose the right goals, intermediate stages will help you not to turn off the right path. It is advisable to conduct a register of personal resources and means to achieve goals in advance in order to find out which of your strengths should be encouraged and which weaknesses to work on to further develop your potential.

The goal should be clear, precise and understandable. The concrete formulation of practical goals is important for subsequent planning. When setting long-term goals, don't take on too much.

) Not only to do things right, but also to do the right things;

) Not just to solve cases, but also to create creative perspectives;

) Not so much to save funds as to optimize their use;

) Not just to fulfill debts, but also to achieve results;

) Not only reduce costs, but also increase profits.

Classic planning. The classic technique for developing plans and alternative options for activities. Means preparation for the implementation of goals and the ordering of time. As practical experience shows, minutes spent on planning reduce hours for direct implementation, ultimately leading to time savings in general.

In order to properly perform their functions and achieve their goals, the manager must clearly understand his time budget. There are several basic planning rules:

When drawing up a daily plan, it is better to leave 40% of working time free. Those. 60% - planned time, 20% - unforeseen time, 20% - spontaneous time.

Document the time spent, indicating how and on what it was lost, in order to have an idea of ​​​​its consumption.

To bring all the tasks together, you need to have an idea of ​​​​the upcoming cases, divide them according to the degree of urgency.

Create realistic plans with only the volume of tasks that you can handle.

Learn to determine the pace of work and the amount of information needed to complete it.

If interference regularly arises in the form of urgent, spontaneously arising cases, provide time in the plan for solving such cases.

Trying to do a large amount of work and dispersing energy into separate unimportant things leads to the fact that at the end of the day the main problems remain unresolved. To prioritize means to divide the entire flow of tasks according to the degree of importance, to give them primary, secondary, etc. values.

"Golden" proportions of time planning. Time planning is based on certain principles. One of the most famous was formulated by the Italian economist Vilfredo Pareto. It is designed for the rational use of time and states: “If all work functions are considered in terms of the criterion of their effectiveness, then it turns out that 80 percent of the final results are achieved in only 20 percent of the time spent, while the remaining 20 percent of the result absorbs 80 percent of the working time” . In everyday work, this means that you should not take on the easiest and most interesting or the least time-consuming tasks first. When planning, it is necessary to solve vital problems first of all, and only then - numerous secondary ones.

Consistent application of the Pareto principle helps to put into practice the technique of analyzing the complexity of problems ABC. It is based on the division of the entire volume of tasks into three groups.

A. The most important tasks - make up approximately 15 percent of the total number of all tasks and cases. The self-importance of these tasks (achieving the goal) is approximately 65 percent.

B. Important tasks account for an average of 20 percent of the total number of cases, and the significance of this category of tasks is also 20 percent, respectively.

B. Less important and non-essential tasks, on the contrary, make up 65 percent of the total number of tasks, but have a small share (about 15 percent of the total “cost”).

The technology of task analysis according to the ABC principle can be implemented as follows:

Make a list of all upcoming tasks in the appropriate time period (day, month, quarter, year).

Systematize tasks according to their degree of importance, establish the order of cases in accordance with their "cost" of activity.

Number tasks.

a) the first 15 percent of all tasks in Category A are non-delegable;

b) the next 20 percent - category B tasks;

c) the remaining 65 percent are category B tasks.

Re-check the time plan for compliance of the allocated time budget with the value of the tasks: 65 percent of the planned time - tasks A; 20 percent of scheduled time - tasks B; 15 percent of the scheduled time is tasks B.

Make appropriate adjustments, focusing the plan on tasks A.

Evaluate tasks B and C in terms of the possibility of their delegation.

Delegation of powers. “The general meaning of delegation is to delegate tasks to your subordinates or colleagues. Many managers, who consider themselves experienced and efficient, prefer to do what they could entrust to other employees, referring to the inexperience, lack of education, and incompetence of their subordinates. This phenomenon indicates, rather, the lack of experience in delegating authority and the inability to train staff in the necessary functions, rather than the high merits of a manager.

Key benefits of delegation:

The manager frees up time for more important tasks;

Use and development of professional knowledge and skills of employees;

Stimulating the disclosure of abilities, independence and competence of subordinates;

Positive impact on employee motivation.

For proper delegation, you must adhere to the following rules:

Select suitable employees;

Allocate areas of responsibility;

Coordinate the implementation of assigned tasks;

Encourage and advise subordinates;

Control the workflow and results;

Evaluate your employees;

Stop attempts to reverse or subsequent delegation.

It is necessary to delegate routine work, specialized activities, private matters and preparatory work. Transfer of tasks or activities can be carried out for a long time or limited to one-time assignments. The manager in no case transfers his managerial functions, tasks of a high degree of risk and responsibility for management.

Monitoring results and adjusting goals. Performance monitoring serves to optimize the work process, it covers three tasks:

Understanding the physical state. Does planning bring results, does it contribute to comfort;

Comparison of the planned with the maximum possible. It is necessary to regularly analyze activities, determine the moments of loss of time, draw up sheets of interference;

Adjustment for established deviations. Plans need to be rechecked and changed if they are not feasible or do not allow the goal to be achieved by the deadline.

Distinguish between monitoring the results of labor and monitoring specific tasks, one should not neglect either one or the other.

Thus, time management is accounting and operational planning of time. The task of time management is to streamline the use of time (both work and personal time) of the day and week in order to manage to do all the most important things. The basic principles of time management: painstaking independent work, individuality of the solution, the need to monitor one's own effectiveness, thinking aimed at efficiency, achievability and inexhaustibility of efficiency reserves. Alarming symptoms of the imminent occurrence of temporary problems can be identified by certain signs and the causes of "time wasters" can be identified.

2. Analysis of domestic and foreign approaches to the time management system

.1 Implementation of time management in the company

The fact that time must be managed rationally is now an obvious fact. Everyone, from lower-level managers to managers and business owners, faces the lack of time or its complete absence.

Until recently, time management was mainly considered in relation to a single person. That is, each specialist, at his own request, can apply time management methods regarding his time.

The latest trend has been the introduction of a time management system in enterprises (corporate time management). Time management is a new direction in enterprise management. In most Russian organizations, management does not think about what actions its subordinates spend time on during the working day, how they organize their work within the framework of their job responsibilities.

It is quite natural that the head of the enterprise or its key employees are not able to cope with the task of introducing time management on their own. As a rule, they resort to the help of specialists in the field of time management. And it is quite natural that demand creates supply.

So the duration of courses and trainings on time management ranges from 2 to 10 days, and the cost is from 5 thousand rubles. up to 25 thousand rubles The programs offered are also different: these are “Time Management Courses for Top Persons”, conducted in the form of a seminar, and courses for ordinary employees. There are technologies for implementing time management in enterprises.

One thing unites all these courses - they are all based on Western technologies and are not always correlated with Russian reality. In addition, after all, the bulk of seminars and trainings on time management is individual in nature, that is, it is more about personal time management than about corporate time management.

As for comparative time management, in our opinion, three areas should be distinguished:

So, for example, the use of MS Outlook allows you to significantly save time in the process of transferring the necessary information. This happens due to the opportunity to more concisely and clearly formulate the essence of the problem. Written information is perceived faster and more accurately than that which is reported orally.

In addition, in the process of communication using information technology, it becomes possible to significantly save time in the process of transmitting information. This is due to the lack of need to move from office to office, or from one organization to another.

Also, a lot of time is saved on personal communication in the process of transmitting information via the Internet, thanks to existing patterns and symbols that replace phrases that are elements of polite communication.

In general, the corporate time management of an enterprise is a system of rules and norms for the interaction of employees in an enterprise, rules and mechanisms for exchanging information. In many ways, such time management duplicates the communication process in the enterprise. And accordingly, it is difficult to attribute it to a completely new direction in the field of enterprise management.

The use of techniques for improving communications and optimizing the communication process at the enterprise within the framework of time management will achieve a greater organizational and economic effect.

One of the main problems of this area of ​​time management is the relatively small number of employees who can be combined into a group of people performing identical duties, and a fairly large number of such groups in one enterprise. Thus, in order to optimize the work in time for each group of specialists, it is necessary to develop recommendations and time management techniques that are unique to this group of specialists. As a rule, time management specialists either simply do not do this, preferring to use collective seminars and trainings based on individual time management techniques, or the service of creating a time management system for each individual division of the enterprise is quite expensive.

It should be noted that, as a rule, not all departments of the enterprise need to implement a time management system. The problem of time management arises where there is an alternative to its use. In those divisions of the enterprise where employees perform monotonous mechanical work, there is rather a need to study the physiological and psychological capabilities of a person in performing a given algorithm of actions under existing conditions of severity and intensity of labor.

It is often unreasonable to say that management processes are not carried out at the enterprise and employees are not interested in the fastest quality performance of their official duties. This is due to the fact that each employee has his own duties, fixed in job descriptions and an employment contract. The employment contract also, as a rule, fixes the number of hours that he must work per day and the number of days that he must work per week. That is, there is a certain amount of work (duties fixed in the employment contract) and time for its implementation (mode and schedule of work fixed in the employment contract).

As a rule, when developing programs for seminars and trainings on time management, attention is not paid to the physiological characteristics of a person and the conditions of severity and intensity of work.

As for the individual time management of leading specialists, in fact, it is an individual time management of a manager and a person. This direction is currently the most developed and effective in terms of practical use.

In general, corporate time management is a fairly promising direction in enterprise management, although at the moment there are many difficulties in its application in practice. Determining the need for the introduction of corporate time management and the scope of its application in a single enterprise, one should:

in which departments (or for which job units) the introduction of time management is appropriate;

what economic and organizational effect will be achieved by the introduction of corporate time management in the enterprise. That is, we are talking about the ratio of costs and results;

what is the probability that the effect of the introduction of a corporate time management system at the enterprise will be long enough to allow the economic and organizational effect to manifest itself.

The system of corporate time management should be individually developed for each enterprise and should combine all three areas of corporate time management: enterprise time management, corporate time management of individual departments and individual time management of leading specialists. Moreover, the corporate time management of individual divisions in some cases should be based on the physiological characteristics of a person and the conditions of severity and intensity of work, rather than on the process of competent time allocation.

2.2 Time management in Russia

It is hardly possible today to find a Russian company whose management would not be preoccupied with the issue of increasing its competitiveness. To solve this problem, it is necessary to do an enormous amount of work to optimize all business processes: from R&D to logistics. However, this is a long and difficult task, which is why many firms in Russia prefer to increase work efficiency “with little bloodshed”. For example, through time management. However, the "classic" time management is already struggling to cope with the tasks that modern business sets before it. “He ceases to be a panacea for all managerial ills. Over the past five years, nothing fundamentally new has happened in this area, and interest in time management is noticeably declining, - notes Pavel Bezruchko, Executive Director of ECOPSY Consulting. - To increase their efficiency, modern companies are primarily engaged in the optimization of business processes. Against the backdrop of these measures, time management remains a useful, but rather an additional skill: the scale of gaining time is small.”

A common practice in Russian firms is the situation when the manager, in a “voluntary-compulsory” manner, distributes among his subordinates some book on time management that he likes or recommends one or another “advanced” organizer. The executive director of the Ekaterinburg company Bank24.ru Boris Dyakonov became interested in the idea of ​​time management about three years ago, when he became a co-owner of a small bank. “I implemented a lot of what I read,” he says. - Organized lectures at the bank on time management, introduced standards for holding meetings, improved the culture of communication. At first, innovations were resisted, because lectures captured weekends. Bank employees considered the idea of ​​teaching them how to save time another whim of management.” But later, thanks to the perseverance of the company's top officials, who made it clear that they value people who can save time, Bank24.ru became one of the first Russian credit institutions to implement ISO 9001:2000 quality management standards.

Rigidity and consistency in solving the assigned tasks is a necessary element in the implementation of any personnel motivation program. Usually, the initial revival after the distribution of "good books" comes to naught after about a month. “The introduction of any idea into the team requires mandatory control,” confirms Mikhail Molokanov, president of the Business Trainers Club. - And control by default involves additional costs. This is the main reason for the lack of a systematic approach to time management in domestic companies.”

Alexander Mondrus, General Director of the MC-Bauchemie-Russia group of companies, solved a specific problem with the help of time management - he removed a number of components from the workflow that were the main "eaters" of time. A simple example: all telephone conversations within his organization now begin with the question "Are you comfortable talking?" This allows both interlocutors to save precious minutes. “Several years have passed since then. Most of the employees who passed the training then remained in the company, - says Alexander Mondrus. “For beginners, we provide materials on the topic and instill fundamental skills in working with time.”

“For those who once adopted time management skills, it is enough just to refresh them in their memory sometimes,” says Gleb Arkhangelsky, General Director of the Organization of Time<#"justify">“The main idea of ​​time management is that you first need to understand what you want and why you need it, and only then think about how to achieve this,” says Mikhail Molokanov. - Recently, the most noticeable innovations in the field of time management appear just in the issue of goal setting. According to my observations, Russian companies often and with great readiness set deadlines and responsible persons, but at the same time they spend not enough time on bringing information to the employee about what exactly should be done and why. As a result, the work is completed on time, but no one needs it.

“Earlier, when I received the next task, I silently wrote it down in a notebook, because I considered asking unnecessary questions or, speaking professionally, clarifying goals, an occupation that did not do me honor,” admits one of the Wimm-Bill-Dann managers, who was trained in the corporate company university. “Besides, I expressed my dissatisfaction with the fact that too many tasks marked “urgent” were thrown at me only to myself.” Today, this manager not only seeks a clear formulation of tasks from the boss, but also clarifies which of them is the most important in each specific period of time, thus building a system of priorities for himself. Since the boss of this manager also received appropriate training, he treats the new requirements of the subordinate with understanding and patience.

“The formation of a unified information field and management tools is the main achievement of our training programs,” says Natalia Bekker, manager of the Internal Knowledge Management project of the HR department of Wimm-Bill-Dann. “Students' expectations are primarily related to the acquisition of new knowledge and skills they need to effectively solve professional problems, as well as to the systematization of basic knowledge and ideas acquired at school and college.” With a serious and thoughtful approach to time management, he makes you think about simple, at first glance, questions, the answers to which are sometimes amazing. For example, using simple arithmetic operations, you can calculate the number of hours that a person has already lived and that he has left to live, for example, until retirement. Or try to more clearly define for yourself what is an everyday routine in your life, and what are truly significant things.

Time management is a very versatile skill that, by and large, has no cultural boundaries. Both Western and Russian training programs now mainly use native Western technologies: setting goals according to SMART, setting priorities according to the Eisenhower method, the Pareto principle, etc. (although Russian researchers have managed to make their own contribution to the theory of TM.

The traditional form of training in the skills of organizing working time is a two-day training. The listeners of such programs, as a rule, are middle and lower managers (back office, sales department, production, etc.). During the training, its participants master the basic tools of prioritization and planning, try to apply them in various situations, honing their skills in games and exercises. However, despite the fact that TM itself has no national characteristics, Russians studying it are offered several related courses. “One of the topics close to time management is stress management,” says Pavel Bezruchko. “It is extremely important and useful, because in general the Russian business environment is much more changeable and stressful than the Western one.”

While trainings on improving the general culture of management have already become quite commonplace in Russian companies, managers have so far neglected the issues of self-organization of employees. Many of them - and perhaps rightly so - believe that the manager's personal organization is his own problem. TM assumes that each employee should be able to invest time not only in work, but also in their personal goals: self-development, leisure, health, family. Only then will that person be satisfied and effective. It is hardly possible for a company to resolve issues of this order - this is entirely the prerogative of the employees themselves. “It is impossible to manage only working time. If a company implements the principles of TM among its employees, then it willy-nilly will have to capture their personal time as well. But then associations with conscripts, prisoners, sectarians come to mind...,” says Mikhail Molokanov.

In addition, in practice it often turns out that the working time of some specialists cannot be planned, while for others the savings resulting from TM are minimal. For example, Mainstream, a subsidiary of ECOPSY Consulting, conducted a survey among the staff of a number of its clients. The results of this flash survey showed that employees of the studied companies manage to actually plan no more than half of their time, and often no more than 30%. In the context of dynamically changing priorities, a permanent lack of information and the lack of so-called managers. helicopter view (literally "helicopter view" - looking at the situation from above, understanding its driving mechanisms and internal connections that are not visible in everyday routine), traditional planning tools do not work. It is for this reason that experienced time management specialists recommend reserving up to 40% of working time for solving unforeseen tasks, and directly managing only the remaining 60%. However, not all employees manage to plan even 60%. So, if we talk about working in the help-desk mode, that is, about solving auxiliary, for example, secretarial tasks, then at least somehow you can manage in this case no more than 30 - 40% of the time. This ratio is typical for many specialties, as well as for some client-oriented businesses in general - for example, brokerage. And really, how would you order a PR person to act with such an important recommendation for planning time as reading mail only at certain hours? It is difficult to imagine a public relations manager who would adhere to it, because in this way he would lose the information that helps him to be effective. By failing to respond in time to a request for urgent comment, he risks compromising the company's image. And to react means to postpone your schedule and deviate from the plan. “It is important not to forget that a person is not a computer, but a creature with its own biological rhythms,” adds Valeria Silina, PR and marketing director of the Rosinter Restaurants holding. - Someone is effective in the morning, and someone can work with maximum efficiency only in the evening. It is clear that such nuances cannot be taken into account within a large company.”

Sergey Trofimov, director of corporate finance at Meridian Capital Management, doubts that a TM consultant will be able to suggest to an experienced manager ways to save time by at least 5-10%. “The main message of time management “time is a resource that can be managed” is very accurate,” he notes. - However, I will find 80% of information on TM on the Internet and adapt it for myself. Why do I need the other 20%, which is the charisma and mood of the consultant?”

Many accomplished experts are convinced that everyone should come to the need to study the theory of time management on their own. Any attempt to forcibly dive into the topic, especially on the scale of an entire company, smacks of totalitarianism. A separate and painful issue is people of creative professions who strongly protest against any restrictions on their freedom. At the same time, “creators” need the ability to use their time effectively no less than representatives of the “handicraft” workshop. “The result of such “freedom” is often the failure to meet the obligations and deadlines for the delivery of projects, which leads to dissatisfaction on the part of the rest of the team,” says Maria Timirbaeva, co-owner of BBPG and editor-in-chief of Restaurant Business magazine. “Time management skills will not kill inspiration, but it will allow employees to more realistically assess life situations.” A creative person is called creative because he can intelligently approach the use of available useful information and create, based on books, publications in the media and, most importantly, his own life and professional experience, his own planning system that suits him personally.

“Most of today's bright business leaders have developed an optimal working regime for themselves without any training or seminars,” says Igor Minevich, owner of the Stolichny Vkus company. - Take, for example, Andrei Bilzho or Arkady Novikov - their activities cannot be unified, and their projects cannot be put on stream. If Anna Akhmatova attended a time management course, would we have one more volume of poetry?

“Each company is a community of people with different levels of intelligence and life experience, whose work efficiency often depends on the charisma and talent of the leader,” adds Minevich. - Only around truly effective specialists is a business environment formed, bright people and projects appear. And how employees achieve such efficiency is their own business.”

And indeed: it is even worth flipping through any popular book on time management, as the extremely “worldly” nature of the advice given in it will catch your eye. To apply them with the greatest impact, it will be more useful for the employee to “reach” them himself. So, let's say, it's not enough to read about the convenience of using the electronic scheduler built into most modern business phones. This information is obvious and not very useful for business. However, if a person once understands a simple program himself, he will immediately become much less “forgetful” to the envy of his colleagues. Simple pragmatics and no fear of something new. And what does time management have to do with it?

Many of today's popular time management technologies were developed back in the 1970s in Western Europe and the United States. However, it would be a mistake to perceive time management as a 100% Western technology. The Russian school of scientific organization of labor and personal time (NOT) boasts a number of its own achievements, which have no analogues in Western science. One of the "fathers" of scientific management, Frank Gilbreth, after reading the publications of the Central Institute of Labor (CIT), said: "Russians understand the issues of organizing time more deeply than we do."

The impetus for the development of NOT in Russia was given by the developments of two of the most prominent representatives of domestic management science at the beginning of the last century. For example, CIT Director Aleksey Gastev was the first to rebut one of the most common objections to the scientific organization of the work process, according to which it is incompatible with creative thinking. In his opinion, the standardization of actions and the development of automatism contribute to the fact that "nervous energy is released for more and more initiative stimuli, increasing the power of the individual to infinity."

Platon Kerzhentsev, head of the Vremya movement, set the main goal of his organization to reduce inefficient time costs. The movement itself originated in 1923 from a note in the Pravda newspaper, which provided data on the unforgivable waste of production time at general meetings. In particular, it described the case when the total waiting time for a speaker by a large number of qualified workers of an aircraft factory was estimated by the American specialists present at the same time as sufficient for the construction of several airplanes.

The second wave of time management popularity in our country began with the publication of Daniil Granin's book This Strange Life in the early 1970s. In it, he was the first of domestic researchers to voice the idea of ​​timekeeping as the basis of a personal time management system, and also brought his theory of time "budgeting" - a much more flexible tool than traditional Western planning.

So, the latest trend was the introduction of a time management system in enterprises (corporate time management). Time management is a new direction in enterprise management.

corporate time management of the enterprise;

corporate time management of individual divisions;

individual time management of leading specialists.

Corporate time management of the enterprise, first of all, is focused on the formation of an effective system of interaction between departments and officials of the enterprise. It involves the widespread use of local networks and information technology in the process of communication.

Thus, the use of a corporate time management system in an enterprise will be effective only in the case of an integrated approach to the time management process in a single organization.

3. Evaluation and improvement of the time management system at OJSC Megafon

.1 General characteristics of the analyzed enterprise

time management megaphone

Megafon Open Joint Stock Company was established in 2002.

Name of the organization: JSC "MegaFon".

Legal address: 115035, Moscow, Kadashevskaya emb., 30

The main purpose of OJSC Megafon is:

provision of cellular services (GSM<#"justify">MegaFon operates in all 83 subjects of the Russian Federation<#"justify">The officials include:

CEO - Tavrin Ivan Vladimirovich

Internal Audit Director - Zheymo Yury Antonovich

Director of Public Relations - Lidov Petr Alekseevich

HR Director - Likhova Irina Borisovna

chief accountant - Strelkina Lyubov Nikolaevna

MegaFon, one of the three largest mobile operators in Russia, provides a full range of mobile services throughout Russia. In June 2010, MegaFon acquired a 100% stake in Synterra, which allowed it to strengthen its own network infrastructure and strengthen its positions in the markets for long-distance communications, fixed and mobile broadband Internet access, and convergent services. The number of active subscribers of the company exceeds 62 million. However, the attractiveness of the MegaFon brand is explained not only by its coverage area, which has no analogues in Russia. Justifying the slogan "The future depends on you", the company tries to always be one step ahead - the market, competitors, customer desires.

MegaFon has traditionally implemented the most advanced technologies. At one time, the company became the first all-Russian mobile operator of the GSM 900/1800 standard. And today MegaFon is the first company in Russia to launch commercial operation of a new generation network, 3G in the most promising UMTS communication standard, which makes the mobile Internet a convenient and efficient tool for users. This made it possible to become leaders in terms of the number of users of 3G networks, as well as in terms of revenue from the services sold in them.

The development of 3G networks will be a priority for the company in the foreseeable future. At the same time, MegaFon does not stand still, mastering new technologies: in 2010, the operation of the fourth-generation (4G) wireless data transmission network operating under the LTE protocol was successfully tested. In November 2010, MegaFon became the first operator in Russia to implement in its network support for the innovative HD-Voice technology, which provides high quality voice transmission and significantly increases sound clarity.

The margin of safety obtained by MegaFon over the years of work, and the extremely conservative policy of financial and borrowing management, allowed the company not only to confidently survive the peak of the financial crisis, but also to strengthen its position in the market, responding to new challenges.

In 2010, MegaFon became the winner in the category "Cellular Operator" according to the results of the nationwide vote "Brand No. 1 in Russia 2010", and the CEO of MegaFon Ivan Vladimirovich Tavrin was recognized as the best head of telecommunications companies in Russia in the annual rating "TOP- 1000 Russian managers”.

3.2 Evaluation of the company's time management systemMegaphone

According to analysts and operators themselves, the cellular communications market is one of the fastest growing in Russia. At the same time, competition on it, as it should be in a developed market, is very high: the main players, as a rule, go head to head, and therefore one cannot give oneself the slightest indulgence. You should not miss a single opportunity to be at least something more effective and better than others. You need to find resources that can be managed in order to achieve results, keep ahead of competitors, control time.

The company's management came to the understanding that it is necessary to use the resource - time - as efficiently as possible. This resource must be directed primarily to achieving the company's goals. The head of OJSC "MegaFon" with the company "Organization of Time" made several notable projects, conducted trainings and consultations in order to introduce the ideas of TM in the organization.

"Time cannot be managed alone." These techniques, first of all, from the point of view of their personal time management, were considered by the head of the company. Leaders face many challenges every day. Therefore, the manager considered TM as applied to himself, because there are both personal and company matters that take time. And only later, when the introduction of this system began, it became clear that it was necessary to solve problems together with all the working personnel.

Therefore, it is very important for a manager to control his time - and at the same time manage the time system of his colleagues. When organizing some kind of meetings, meetings or conferences, the leader must know in advance what plans the subordinates have, so that joint affairs are coordinated, so that the processes do not overlap each other. Conversely, when employees plan their day, they should see the manager's calendar and relate to it. It's an axiom: if you want to manage your time effectively, you can only do it if your colleagues interact with you just as effectively.

The Megafon company uses Microsoft Exchange Server and calendaring in Outlook. Now the manager can see where colleagues are and where they will be in the next three months, and can schedule a meeting with them. Time is a category where one cannot manage alone, everyone must act together.

Order control. In order for the time management system to work throughout the company, it was necessary first of all to set up the task management system on Outlook in the manager's case management. Today, the company has a clear system of instructions and control. Orders are given orally, by e-mail or on paper, and all fall into a single list, according to which deadlines are tracked. If something is not completed on time, the manager receives notifications, and based on them, the secretariat requests additional information why the failure occurred. Next, the performer reports to the management, and a decision is made: either postpone the deadline, or do something else. The main thing is that not a single assignment is lost, not forgotten - because it is under control, which is very important.

The next step after the order control system is set up is the introduction of uniform time management standards in the company. Calendars and tasks stored on the Exchange server were synchronized with mobile terminals. For example, a manager needs to make an appointment. He takes his communicator, looks at the numbers, finds a "window" - and calls the time. This information will immediately go to the Exchange server. If a meeting is not appointed by the manager, then the secretary plans it, choosing free time, and the manager sees this update in his calendar and already knows when and with whom to meet. Accordingly, you can instruct your subordinates to prepare materials for this meeting. Thus, no time is wasted. Everything is clear, everything is scheduled, the time of each person is used as efficiently as possible. And most importantly - all information is stored on the server. If earlier mail accumulated in personal laptops and could be accidentally deleted, now everything is in one place, on the Exchange server. This means that the email will not be lost - it has become a full-fledged document.

This management model can be illustrated:

The manager distributes tasks among subordinates, setting priorities and dividing them into projects. So, there is no need to keep everything in your head; modifications are simple and there is an up-to-date version of what is happening at any given time.

Figure 1 - Model of the task state change log

If necessary, the manager clearly sees both the progress of the project and the workload of a particular employee. As a result, the time of all parties, but especially the manager, is significantly saved, and the efficiency of work is increased.

Figure 2 - Model of the task change log

Once entered information can be used repeatedly. For example, in one form - to determine the progress of the project, in another - to analyze the workload of employees, in the third - to prepare reports on the project.

Figure 3 - Model of the task change log

As a result, time for unproductive work is reduced, and more resources are left for the project itself.

The introduction of the simplest regulations for entering and presenting information on the project, as well as the history automatically accumulated by the system in the course of work, make it easy to switch employees between tasks, reduce or increase the number of performers.

Using such a management system, MegaFon distributes the working time of the company's managers and employees in the most efficient way.

3.3 Improvement of the JSC time management systemMegaphone

At Megafon, unexpected questions and problems arise that disrupt the schedule, disrupt the performance of important work, force you to lose concentration, being distracted by them. For each of them, the author offers several solutions. At the same time, not just an emergency response, but proactive procedures that need to be carried out in advance in order to successfully cope with surprises later.

Phone calls. It is required to develop a quick categorization of these calls. To immediately, from the first seconds, know which scenario to apply to the “incoming”. Next, we offer a number of categories of incoming calls and response scenarios.

Personal Calls

Ask to speak briefly

Ask to call back at another time

Allocate time for personal calls, and warn all close people to call at the provided windows.

Install an autoresponder

Professional Calls

a. Calls from Management

Phrase: "Sorry, I'm talking to a client right now"

Phrase: "I'm talking long distance"

Idea: the answering machine takes busy periods from the schedule and reports it by voice or text (SMS, e-mail, ICQ)! Technically feasible.

In response to the call, an SMS is sent when you can call back. To make this move economical, you should first configure SMS response templates. Calls from colleagues

Postpone call

Quickly understand the essence of the topic and move the conversation to another time

Allocate zones for communication (when is it better to call you)

Suggested options, two windows in the morning and in the evening

Require a structured presentation of the essence. Calls from Clients

Make a request to call back: "they are calling to the authorities on the carpet ..."

Listen structured, respond quickly

“I understand the task, I will call you back at such and such a time…”

Receive a call, fixing it on the incoming form and transfer it to an authorized person

Suddenly a man comes. This is the most common problem in open offices. When constantly everyone who is not busy and who is bored is distracted by their neighbors, or by people sitting next to them. Also reduce the efficiency of the visitors who came unexpectedly out of the blue. To these "time thieves", it is possible to apply the following decision branches.

Suddenly a person (visitor) comes

Occupancy indicators: flags, signs, caps, etc.

Make a red button, when you press it, the phone rings in a minute and you urgently need to get out!

Create a guest room where a mini library is located, a video library, so that the visitor waits with benefit

At the entrance, a list of questions is filled out. A certain questionnaire of the client, in which he marks what he came with. Formalization of questions speeds up communication

Reorientation of his activity in your direction, towards your goals

Redirect to another person: "manager on duty", "space attendant"

On the business card, indicate the office hours: from ... to ... Thus, limiting visitors at an inconvenient time for you

Reception schedule (multichannel phone to easily get through):

Combine meetings with lunch. Business lunches, "travel for lunch"

Organize a place for open meetings in the company (negotiation rooms)

Internal company problems. This section contains task breakers horizontally and vertically. That is, we will talk about bosses, subordinates, and colleagues. Traditionally, Megafon has developed unscheduled meetings and sessions of "strategic meetings" and questions for 15 minutes, which drag on for hours. With a regular, torn schedule, work productivity decreases and it is almost impossible to complete what was planned.

The head was assigned a "sudden meeting."

Participate in a meeting by phone

Conduct standing meetings. For example, Beeline has a meeting room where there are no chairs. With this organization, all issues are resolved promptly. There is no desire to drive a pitchfork on the water, because everyone wants to leave as soon as possible, in more comfortable conditions.

Develop a list of meetings that are not resolved by the flyers. As a result: a register of meetings, opposite each of which is a list of issues to be resolved.

Segment the time of the meeting. Set time markers, pacemakers, in the form of a timer for 10-15 minutes. Check each time interval with the agenda to accelerate progress towards the goal.

Agree on the format of the meetings to be held. For example, in the PPE Group, posters hang on the walls: “10 Rules for Meetings.” This helps the conferees to adhere to the established regulations, stimulating high-quality and quick resolution of issues.

In the corporate manual, state that the agenda for the meeting is sent no later than 24 hours before the start time of the meeting. By definition, "snap meetings" disappear and you have a day to prepare for them.

Enter a meeting protection rule. Describe when you have the right to "reject a meeting invitation"

Take minutes and hold minutes of meetings. In this case, there should be a leader who monitors the rules of the issues raised.

Hold a meeting before lunch: in this case, each participant strives to speak in a constructive way, since the delay turns out to be late for him and shorten his lunch.

Unscheduled orders from superiors (interference from management)

Organize a referent who distributes instructions from the manager to subordinates at certain windows

Give the manager feedback in the form of training, which leads to unscheduled "twitching" of the staff

Obtain an "interval of responsibility" from the manager. The period of time during which the manager does not interfere with the work of the employee. For example, in the morning an employee was given a list of tasks - in the evening they checked the quality of the work. In this case, the interval of responsibility is equal to a working day, 8 hours. If tasks were set on Monday - and we check on Friday - then the interval of responsibility is a week.

Technique failure. Megafon has a complex system, so it is highly likely that it will fail. Due to the fact that the modern pace of life does not allow abandoning technology, you need to be prepared for failures. Solutions to these minor and major technical annoyances are described in this part.

Equipment failures

Draw up a schedule for the control of equipment (regular inspection).

Troubleshooting Instructions

There should always be a spare cartridge for the printer in the office

Think over duplicating functions (scanner, copier, digital camera).

Conduct drills, work out emergency situations

Create Cognitive Maps. Description of the infrastructure within the radius of the office. Where can I buy something to print, etc.

Establish positive communication with neighbors, whose help can be used in case of emergency

"Mail Not Receiving"

Have a reserve in the form of free servers. Recommended mail.ru, yandex.ru

Set your email client to quickly access recently sent e-mails

Personal problems. This section contains personal reasons for "unexpected" disruptions to the work schedule. This includes both traffic jams and problems with the tone of the body, the invasion of relatives and natural disasters. Today it is the most poorly developed segment of time loss prevention. Therefore, we are ready to accept and consider each of your new decisions not described below. Finds can be sent to [email protected] with a note in the Subject of the letter: "Thieves of time"

Good solution - parallel activity

Make a series of short calls

Using freehands to make a series of long calls

Listen to audio courses: business, foreign languages, etc.

Listen to audiobooks

You need to know traffic. What time are traffic jams, detour options. Plan trips during "no-cork time"

Learn to use webcams. Conducting virtual meetings instead of trips is an order of magnitude cheaper

To avoid traffic jams in the morning (before work) - you can get up early before traffic jams

Use a "mixed" way of moving around the city

If you need to bring / take something and do not necessarily require personal presence, then you can use the courier service

Sudden personal problems with oneself (feeling sick, feeling unwell)

Keep one employee up to date on the project. Build work in pairs (cluster model)

Provide for the possibility of “virtual work, home office

Regularly take vitamins, get enough sleep, engage in physical activity.

Invasion of Relatives and / or friends

Discuss with loved ones situations when it is worth calling and when it is better to wait

Clearly indicate what is urgent and what is important

Have an agreement with the hotel: where to relocate them

Partial participation in communication with them, redirection to others to solve problems. Participation with resources other than time

So, in order to conduct a detailed analysis of the management system of Megafon OJSC, the author in the work identified the advantages and disadvantages of time management, analyzed the functions of the head of the company. An analysis of the management structure showed that it meets modern requirements, i.e. the duties and responsibilities of employees are clearly assigned, the scheme for grouping individual units and the principles of their management are outlined.

In addition, in order to analyze the environment, the Outbook method in time management was considered.

Conclusion

Time management is accounting and operational planning of time. The task of time management is to streamline the use of time (both work and personal time) of the day and week in order to manage to do all the most important things. The basic principles of time management: painstaking independent work, individuality of the solution, the need to monitor one's own effectiveness, thinking aimed at efficiency, achievability and inexhaustibility of efficiency reserves. Alarming symptoms of the imminent occurrence of temporary problems can be identified by certain signs and the causes of "time wasters" can be identified.

Modern time management techniques: goal setting, classical planning, "golden" proportions of time planning (Pareto principle), delegation of authority, control of results and adjustment of goals. By studying the causes of problems over time and using the basic techniques of time management, the manager will be able to achieve high-quality and fast results.

The latest trend has been the introduction of a time management system in enterprises (corporate time management). Time management is a new direction in enterprise management.

There are three areas in corporate time management:

corporate time management of the enterprise;

corporate time management of individual divisions;

individual time management of leading specialists.

Corporate time management of the enterprise, first of all, is focused on the formation of an effective system of interaction between departments and officials of the enterprise. It involves the widespread use of local networks and information technology in the process of communication.

Thus, the use of a corporate time management system in an enterprise will be effective only in the case of an integrated approach to the time management process in a single organization.

The time management of the Russian Federation is still far from the parameters set by globalization at all levels: from an individual company to society as a whole. Now leading managers are actively discussing the possibility of developing time management in Russia on the basis of one of the Western "models". However, without taking into account our national mentality, historical differences in the theory and practice of management, no method of using time can be rationally applied to Russian conditions.

In order to conduct a detailed analysis of the management system of Megafon OJSC, the author in the work identified the advantages and disadvantages of time management, analyzed the functions of the head of the company. An analysis of the management structure showed that it meets modern requirements, i.e. the duties and responsibilities of employees are clearly assigned, the scheme for grouping individual units and the principles of their management are outlined.

The assessment of the organization of management at the enterprise under study was carried out on the basis of the company's use of time management methods.

In addition, in order to analyze the environment, the Outbook method in time management was considered.

* This work is not a scientific work, is not a final qualifying work and is the result of processing, structuring and formatting the collected information, intended to be used as a source of material for self-preparation of educational work.

Introduction..3

1 Time management as a time management system..5

1.1 Elements of time management…..5

1.2 Reasons for lack of time….6

2 Basic time management techniques….11

2.1 Analysis of the use of time resource and time planning ..11

2.2 Activities to help you manage your time...15

Conclusion…….21

List of sources used..22

Introduction

The well-known truth - "Time is money" seems to be beginning to change its meaning. According to one of the best analysts and practitioners of branding, Mark Gobe, "time becomes more valuable than money." And it's hard to disagree with him.

Many well-known experts, in particular, Moscow ones, confirm this truth, saying that time is such a specific resource that is in the same place in an organization with fixed assets, labor, raw materials, but it has a special specific property: it is irreversible . That is, if equipment can be bought, raw materials and materials are also not rare goods that need to be searched for a long time, then lost time cannot be returned, it is impossible to return opportunities missed at this time, it is impossible to resolve cases if the conditions in which they are solved have changed. At the same time, the specificity of time also lies in the fact that each person is endowed with it equally, namely, 1440 minutes or 86400 seconds a day - no more and no less.

The working hours of most modern managers are packed to the limit, the working day is not standardized, and yet it is often not possible to complete all the scheduled tasks by the set deadline. At the same time, there is a growing feeling of helplessness in the face of an avalanche of problems that urgently require your intervention and a feeling that lack of time, like lack of air, leads to the fact that problems simply crush a person. All this leads to a stressful state, which further aggravates the situation.

This situation in modern society is widespread and not only among leaders. Surely, each person can remember many cases when in one day he had to solve a lot of problems, visit many places, while he could not decide in what order it would be best to do all this and the realization that it was impossible to immediately and quickly solve the problem of time distribution, that because of this you can not be in time or miss something important, it is very depressing, makes you nervous, spoils your mood, which ultimately negatively affects your well-being, performance and reduces the likelihood that everything planned for the day will be implemented

In such a situation, the only solution can only be the use of special techniques and methods that have the general name of time management. The word "time management" itself is translated from English as "time management", but it should be noted that it is impossible to manage time. Indeed, each person has a strictly defined amount of time, and for all people it is the same. It is impossible to somehow influence its quantity or the speed of its flow. "Time management" is just a loud name for what is essentially the management of oneself, an organization, people in order to accelerate the solution of problems, the implementation of activities, the performance of work, actions. This is the management of the most rational use of time.

This problem is of great practical importance, both for leaders and for any person.

1 Time management as a time management system

1.1 Elements of time management

Time management as a time management system includes a number of elements that, when used together, provide a significant reduction in the time required for the implementation of various production processes. These elements include: analysis of the use of working time, setting goals that the manager wants to achieve in the course of using time management, planning working hours, developing various methods of dealing with the causes of the irrational use of time resources. However, despite such a rather harmonious system of time management, it should not be taken as an axiom, because each person is the only one who can solve the problem of rational use of time for him in the best way and therefore the most effective is personal time management, which in each individual case individual. However, in the general case, the above elements of time management can be applied.

Analysis is a process that allows you to identify the irrational use of working time, its causes, and also to isolate from all the main causes that have the most adverse effect on the use of time.

Goal setting is a necessary stage in time management, during which it is necessary to answer the question why time management is needed at all for a particular person or at a particular enterprise. Goal setting helps you further navigate what time management methods should and should not be used.

Planning is such a process during which a list of tasks is compiled that must be completed in a certain period of time. Working time planning has some specific features.

The development of methods to combat the causes of time loss suggests that during the preliminary analysis these causes were identified and it is necessary to eliminate them. For typical causes, there are various typical ways to deal with them, however, it should be remembered that each specific case is individual and individual approaches to each cause are needed in each case.

Time management is a holistic structure and should be applied without excluding any of its elements. The use of time management assumes that a person will be creative in its use.

1.2 Reasons for lack of time

There are many different factors that can lead to wasted time. Some of these factors are the result of illiterate actions of the leader, some occur independently of him, and some are directly related to the personality of the leader, however, the leader has the ability to influence most of them or at least reduce the loss of time due to the impact of these factors. Let's consider these groups of factors.

The first group includes those factors that are the result of the illiterate actions of the leader. These include unplanned work, poorly organized information exchange in the organization, the lack of a clear distribution of work according to their degree of importance, the performance of tasks that may well be performed by subordinates, and weak labor motivation. The manager can identify these factors and try to eliminate them in some way.

Consider these factors:

1) Unscheduled work. It is the result of the lifestyle of not only the leader himself, but also the general lifestyle of the organization. Unscheduled work leads to constant breaks for various kinds of "clarifications", explanations necessary for the further work of various departments, divisions and individual employees. At the same time, not only those who apply for information are distracted, but also those to whom they turn for information.

Poor communication within the organization. When transmitting information, any person is always sure that its recipient is fully aware and understands its meaning, but this is not always the case. Everyone has their own limits of perception, which can distort the information received. Not all modern managers have solved this problem for themselves and their employees and have introduced a unified system for receiving and transmitting information in their firms. In many organizations, the exchange of information between departments occurs in the form of a broken phone, often in the process of informal communication. Also, an example of the lack of standards for the transfer of information is the lack of a single standard for explaining to the client by phone the location of the organization - "everyone explains how he can."

Lack of a clear distribution of works according to their degree of importance. This often leads to the fact that the leader first does things that really do not matter much. At the same time, they spend a lot of time needed to solve really important problems.

Performing tasks that could well be performed by subordinates. Most often, the manager performs such tasks if he does not trust his subordinates, believing that they will be able to perform this task as well as he himself, that is, we are talking about a lack of confidence in the proper qualifications of the employees of the organization. An example is the reception of clients by the manager, and not the empowerment of any employee with the authority to work with clients, the personal analysis of mail, and not the assignment to the secretary of sorting incoming correspondence.

2) Weak labor motivation. Weak labor motivation leads to low labor productivity, to a greater extent this concerns not the head of the organization, but his subordinates, however, this problem can occur at the enterprise and low labor productivity will lead to a lack of time.

The second group includes factors that do not depend on the leader. This is work with correspondence, a large flow of routine cases, often urgent, work on which takes a lot of time, as well as “time thieves”. The manager cannot get rid of these factors and can only try to minimize their impact on time losses.

Consider these factors:

1) Work with correspondence. Studies show that a manager spends 20-30% of his time on parsing correspondence, looking through up to 100 documents a day, of which only 30 are really needed. It is estimated that in business correspondence the amount of unnecessary information reaches 15-20%, and through all channels from internal sources of information comes by 30%, and from external sources - by 40%.

A large stream of routine cases, often urgent, which takes a lot of time to work on. Examples include such cases as the design of premises in which repairs are being carried out, the choice of furniture, the need to personally check various parameters of the organization’s activities, often this is due to the incompetence of subordinates or their unwillingness to take responsibility when they themselves turn to the manager with “requests for help ".

2) "Thieves of time". "Thieves of time" are unforeseen cases, most of which require an urgent solution and cannot be delegated to subordinates. All this takes a lot of time and distracts from the really important things. There are many different types of time thieves:

Phone calls;

People looking at us;

Problems with computer equipment;

Changing the order of work imposed by colleagues;

Lack of organizational planning;

Inability to listen to other people;

Unsatisfactory organizational structure;

Correction of errors that could have been avoided;

Indecisiveness in business matters;

Poorly organized and coordinated meetings;

Distractions in the workplace;

Excessive office bureaucracy;

Useless discussions about your work and the work of others.

The third group includes factors that directly depend on the personality of the leader. This is a constant rush, constant improvements at home, fussiness. To reduce the influence of these factors on working time, the manager must try to change, otherwise, these factors will not allow him to rationally use his working time. In my opinion, this is the most serious group of factors, since in order to effectively manage your opinion, you must first change yourself, and then try to change the surrounding reality, and changing yourself is very difficult, especially for a person who already sees himself as independent, literate and mature in every way.

Consider these factors:

1) Constant haste. In a state of constant haste, the leader does not have time to focus on the task that he is performing at the moment. He follows the path that first came to mind, instead of thinking about other, perhaps more rational ways of solving this problem.

2) Constant improvements at home. Constant improvements at home give rise to a vicious circle, when a person does not have time to complete his business and solve all problems during working hours, as a result, he is forced to solve them at home at the expense of his free time, rest and personal life. A person does not have the opportunity to fully live, relax, and as a result, his working capacity decreases, which leads to flaws and again to the need to refine at home. This vicious circle is the result of improperly organized working time, and it can be very difficult to break it.

Fussiness. Fussiness is the result of poor organization of the working day, it also depends on the impulsiveness and characteristics of the person. It is difficult for a fussy person to choose which business to take on, he often “rushes about” between two cases that are equally urgent and equally lengthy in decision, he cannot choose which one to take on, and because of this, time is wasted.

2 Basic Time Management Techniques

2.1 Time resource usage analysis and time planning

To solve the problems associated with the rational use of working time, there are many methods that have the general name "time management". However, it cannot be said that time management is such a strict set of rules, following which a person will be able to rationalize his working day and the working time of his subordinates as much as possible. Time management is a set of general methods and recommendations, and for each person and organization they should be selected separately, individually.

One of the founders of time management is the founder of the school of scientific management, Frederick Taylor, who carried out the timing of the worker's work. We can also mention the famous Henry Ford, who introduced the assembly line at his enterprises and thereby reduced the assembly time of cars and the time spent by workers, making their activities more specialized.

Currently, in Russia, one of the well-known specialists in the field of time management is Gleb Arkhangelsky, who is engaged in the scientific development of this problem.

Consider the methods of classical time management. The first step of any manager who has seriously dealt with this problem should be an analysis of the use of a temporary resource. Time use analysis will help to identify time losses, show the strengths and weaknesses of the practiced working style. Such an analysis is simply necessary if it is not known what time is spent on at all, it is not known how much time it takes to complete certain tasks, it is not known what factors stimulate or limit performance.

To analyze the problem, you need a reliable time record. The most effective way to keep track of time is to keep records. When using a computer for this purpose, programs such as Visual TimeAnalyzer can be used. With it, you can save time and get a graphic representation of your work. Also, the time spent can be taken into account in the tables, in which the following parameters should be indicated:

Type of activity - to determine the type of activity;

start and end time of the relevant activity;

The duration of the corresponding activity - to determine the time required for this activity.

It is most favorable to keep track of time in the process of work, since when recording time “later”, you can forget some important details.

In the process of analysis, the strengths and weaknesses of the use of a temporary resource are revealed. To do this, you need to answer some questions, such as:

Was the job necessary? (if more than 10% of working time was spent on unnecessary work, this indicates problems with prioritization);

Was the time justified? (if more than 10% of the working time consisted of cases for which the time spent was not justified, it is necessary to analyze the reasons why the time was spent too much and try to take them into account in future work);

Was the work worth doing? (if more than 10% of the working time went to tasks that were inappropriate, then you need to pay attention to planning, organization)

Was the time interval deliberately set for the work to be done? (if more than 10% of working time was spent on tasks, the time interval for which was determined spontaneously, then there are problems with planning working time).

As a result of the analysis, "time thieves" and various errors in the use of working time are identified, it is necessary to determine their causes, develop methods of dealing with them that are most suitable for a particular employee.

The main method that helps to effectively use working time is time planning. Planning is the structuring of time for the most economic use of it in achieving any goals and objectives facing the head or organization. Planning can be long-term, medium-term and short-term.

The main advantage achieved by scheduling work is that scheduling brings a gain in time. Experience shows that increasing the amount of time spent on planning ultimately leads to savings in overall time.

Obviously, the time spent on planning cannot increase indefinitely, there is an optimum, after which a further increase in planning time becomes inefficient. You should not spend more than 1% of the total planning time on planning.

Planning is always carried out on the basis of goals. The basis for any planning is a long-term goal or long-term goals. Based on long-term goals, medium-term and short-term goals are set. This happens as follows: based on the purpose of life or the mission of the organization, a number of sub-goals are distinguished, the achievement of which should contribute to the achievement of the main goal of life. These are long-term goals. In each of these goals, a number of sub-goals are identified, preferably on a temporary basis (which should be implemented in the coming years, in the next), the achievement of which should contribute to the achievement of long-term goals. In the same way, based on the goals for the year, goals for the month, decade, day are allocated. Next, an analysis of the strengths and weaknesses of the person or organization that may be relevant to achieving the goals is carried out. This is done in order to encourage strengths and work on weaknesses. This analysis serves as the basis for medium and short term planning.

The planning process itself lies in the fact that the results are formulated and the deadlines for achieving them are set. The results must match the goals. In this case, it is desirable to follow some planning rules.

1) First, planning should be done in writing. In order for the plan to be not just a list of tasks that need to be completed in a day, it is also worth making it a motivating tool - focusing it on the result. For example, write in the list not “to do this”, but “this is done”, so that at the end of the case you can put a bold tick next to this entry. This is one of the strongest motivators.

Secondly, the results of the previous analysis of the use of working time should be taken into account. In the process of this analysis, the mistakes inherent in this manager in planning his working time and ways to neutralize the consequences of these mistakes are revealed.

Thirdly, you should not plan your entire working day. It is believed that you should plan no more than 60% of your time, and leave 40% unplanned: 20% unforeseen time and 20% spontaneous time.

It is necessary to establish clear time standards for the implementation of cases and the solution of problems that would not allow finishing the unfinished and solving the unfinished at an unplanned time. If these cases and issues were to be resolved at the scheduled time. Practice shows that exactly as much time is spent on any business as it is available, therefore, clear time frames should be set that would allow the necessary to be completed, and at the same time not exceed the time required for completion.

2) To resolve the issue of reassigning cases, cases should be divided according to their degree of urgency and importance. At the same time, the most urgent and important tasks should be solved by the manager immediately, important ones. But not urgent can be postponed, while the remaining 2 categories of cases (not important, but urgent and unimportant and non-urgent) should be transferred to subordinates for decision. Non-urgent tasks should be ranked according to the time required for each of them, and when free time appears, you can start shortening this list - for this it is advisable to always have it at hand.

3) Plans should be reviewed regularly, because in view of the constantly changing environment, it may turn out that some plans of the organization's management and manager will no longer correspond to the goals of the organization and will need to be adjusted accordingly.

Plans must be realistic and coordinated, and coordinated not only with each other, but also with the plans of colleagues, subordinates, higher levels of management.

2.2 Activities to help you manage your time

Let's consider some of the factors leading to the loss of time, which were discussed above, and which were not indicated in the above rules for planning working time.

One of the big problems leading to significant losses in the time of the leader is that the leader often does things that his subordinates could successfully do. Often this is due to the fact that the leader is not sure that his subordinates will cope with such serious responsibilities, he is afraid to impose such a great responsibility on them. In other words, there is a problem with delegation of authority.

Delegation in a general sense refers to the transfer of tasks to your subordinate from the sphere of activity of the leader himself. The transfer of a task or activity can be carried out for a long time or limited to one-time assignments. Delegation helps the leader free up time for important tasks and unload a little.

It should be remembered that delegation stimulates the disclosure of abilities, independence and competence of subordinates, therefore, if at first the manager’s fears can be confirmed, then with appropriate advisory, leadership and training assistance, the subordinate to whom the powers were delegated will be able to cope with them at the required level.

In general, you should delegate routine work, specialized activities, particular issues and preparatory work. In no case should you delegate such work as setting goals, managing employees, high-risk tasks, and the like. You should also coordinate the implementation of assigned tasks.

A lot of time is also spent by an undeveloped, non-standardized information system, which assumes that information is exchanged along the vertical hierarchy in the organization in the manner and manner chosen by the manager, and horizontally in the way that is more convenient for both employees by mutual agreement. However, as practice shows, the lack of uniform standards for the exchange and transmission of information leads to the fact that one person transmits information, meaning one thing, and the other person, accepting information, perceives it as something else. This is largely due to the fact that management is one of the few areas of activity that has not developed its own terminology, with the help of which managers, when communicating, could use words that have a very specific meaning, and not ambiguous, as in many ways now. An example is such phrases as “I told you to do something in the near future, it’s already Thursday, but you haven’t brought me results yet!” In this example, you can see all the significance of the phrase “in the near future” in this case - it is impossible to understand what the author of the phrase means, because at the moment for him the time “until Thursday” already seems unacceptably long, but with respect to another matter, for example , a week ago, the phrase "in the near future" could mean 2-3 months.

The development of corporate standards for information transfer can significantly reduce the time that is lost in the process of processing the information received, i.e. in “trying to understand” what was said, as well as the time needed to correct mistakes made as a result of misinterpretation of the information received. These standards should include the exact meanings of the terms used in the course of the organization's activities, as well as a list of parameters that should be transmitted when informing about any event, phenomenon, fact or subject, i.e. completeness requirement. Also, service information transmitted within the organization must be reliable, which can be ensured by the responsibility of persons transmitting it for the quality of information.

A significant amount of time in the work of the head takes work with correspondence. Work with correspondence consists of the following stages - firstly, sorting correspondence, and secondly, studying the correspondence and selecting the necessary information from it, answering the part of the correspondence that needs to be answered. Correspondence has significant potential resources of time. It is estimated that a manager reviews up to 100 documents a day, of which only 30 are really needed. You should immediately decide whether the incoming mail will be handled by the secretary or another person, or whether it will be handled personally by the manager. The rational way is to entrust mail processing to the secretary. It is also necessary to determine what will happen with correspondence that is not necessary in the activities of the enterprise and the work of the head. Perhaps it will be immediately destroyed, or perhaps it will be partially or completely viewed. The answer must be written immediately, without delay, it is possible to use special forms, or transfer the preparation of the answer to the secretary.

A significant part of the time is occupied by the so-called "time thieves". Among them, one of the first places in terms of duration is occupied by telephone calls. Calls have such a feature that they often occur unexpectedly, including at such moments when the manager is busy with important responsible work and interruptions and interference in work are extremely undesirable. Therefore, you should instruct the secretary to receive incoming calls to a landline phone. The mobile phone number should not be given to customers and other persons who may contact other departments of the enterprise, in addition to management, to resolve emerging problems. If necessary, they can contact the head of the enterprise through the secretary, who, having assessed the degree of importance and urgency, can contact the head and inform him about the caller.

The same applies to such a variety of "time thieves" as peeking people. People should not be allowed to contact the management of the organization directly if there are special units or people who are responsible for resolving such problems to resolve the issue that they have. Other types of “time thieves” do not have clear signs that would make it possible to prepare for them in advance, and as a fight against them, one can only recommend analyzing emerging problems and developing some ways to solve them or minimize losses from their occurrence.

A significant amount of time for the head and his subordinates is occupied by various kinds of meetings. To optimize the time used for this purpose, an analysis of the meetings should be carried out, taking into account the time spent, material resources, etc.

It is rational to draw up the agenda with an indication of the time required to discuss individual topics. For each item, schedule a time according to its importance. After the meeting, it is necessary to monitor whether the decisions made are implemented by all those concerned. Backlogs and unresolved issues should be the first item on the next agenda.

Haste, home improvements and fussiness - these are the reasons for the loss of time, which mainly depend on the personality of the person. Haste is a state in which the manager cannot think for a long time about the ways to solve the problem and chooses the way that comes to mind first, and the most effective and fastest way to solve the problem is not always the first to come to mind. In addition, it is quite difficult for a person who is in a state of haste to perform work effectively, various mistakes are inevitable that need to be corrected, and the occurrence of errors in the process of work of a person who is already in a hurry can easily begin to irritate a person, spoil his mood and even bring him out. him out of himself, which also will not allow him to finish the work he has started normally. Therefore, the problem associated with the fact that a person does many things in a hurry is quite serious, and can cause a significant waste of time.

Another important quality any manager should have, especially one who values ​​his own time: he must be able to say “no”. There are many situations when it is impossible or very difficult to say no - this can affect the image of the organization and its leader, which will affect its competitiveness, these are cases when the manager cannot refuse a request because of his own personal qualities, when something an important client asks. In most cases, the manager can immediately determine what effect the consent to fulfill someone's request or demand will bring to him and her enterprise, however, people who ask or demand often try to put the manager in situations where he will simply have to agree to do what he wants. what they say. For a manager, such consent is a waste of time and money, and not always these costs can bring tangible benefits to the organization. Therefore, it is so important for any leader to be able to say “no” and adequately get out of situations when you have to say this word.

Control covers three tasks:

Understanding the physical state;

comparison of what was planned with what has been achieved;

adjustment for established deviations.

Control should be regular. Regular monitoring should be carried out, in particular after the completion of the task and at the end of the working day, revealing whether everything was completed, what was planned and, if not everything, then what it was connected with.

In general, it is quite difficult to talk about specific events in time management. Above, the main frequently encountered problems were considered, which are mostly universal in nature, that is, they can appear in any person holding any position in the organization. It should be noted that despite the rather detailed descriptions of the problems that often arise in people who are not interested in spending their time, in real life each person has his own problems, his own "time thieves", his own personal qualities that interfere with effective work and therefore it is impossible to give universal tips and techniques that would suit everyone in all cases of life. In each case, one should, through analysis, look for their own ways to deal with the waste of time resources, and these methods in each case will be specific to each person.

Conclusion

In this course work, the main techniques and techniques of time management were studied, allowing to rationalize the working time of an employee in general and a manager in particular, reduce unproductive time resource costs and, as a result, increase staff productivity. Time management is a body of knowledge that is of great economic and personal importance. The economic significance lies in the fact that due to the rational use of time, a significant increase in the productivity of both an individual and the entire team as a whole is possible. The personal significance lies in the fact that it allows a person to gain a significant amount of free time, which will allow him to feel free, pay more attention to his rest, health and personal life.

List of sources used

1. Arkhangelsky G. Organization of time: from personal effectiveness to the development of the company [Text]: textbook / G. Arkhangelsky. - M.: AiST-M, 2003. - 231 p.

2. Gamidullaev B.N. Saving time and indicators of its assessment in the processes of enterprise management [Text]: study guide / B.N. Hamidullaev. - Penza,

3. Seivert L. Your time is in your hands: advice to business people on how to effectively use working time [Text]: study guide / L. Seivert. -M.: Interexpert, 1995. - 426 p.

4. Organization of working time [Text]: textbook / M: “DeKA”, 1994. - 297 p.

How to answer the following interview questions: How do you manage your time? How do you plan your work day? What techniques and methods do you use in planning? Give examples of how you use the skill of time management to successfully complete the task.

You will find out all the answers to these questions by reading this article.

What is time management?

Time management is a set of knowledge, skills and abilities, thanks to which a person knows how to prioritize, accurately plans his time, thereby increasing his personal productivity in organizing his working time.

"Until you can manage your time, you can't manage anything else" Peter Drucker

1. perfectionism
2. procrastination
3. Lack of knowledge
4. Lack of necessary tools and resources

1. Perfectionism makes it very difficult to complete tasks on time. Many consider this quality to be a strength, but it is the constant striving for excellence and dissatisfaction with the results obtained that is one of the reasons for the inefficient use of time. By finding opportunities to accept the "real" result instead of the "ideal" result, you save significant resources for other things. There is such an expression: “perfectionism is evil”, of course, all this is rather relative and in each individual situation this personality characteristic can be assessed differently, however, undoubtedly within the framework of time management: perfectionism is EVIL!

2. procrastination- constant postponing of affairs for later, unwillingness to perform certain duties. In the vocabulary of procrastinating employees, the word "TOMORROW" dominates. About such people, Steve Jobs said very well: “Poor, unsuccessful, unhappy and unhealthy is the one who often uses the word “tomorrow”.

I can’t save you from perfectionism and procrastination, my goal is to give knowledge, provide the best techniques and methods, introduce resources and tools for mastering the skill of time management. And whether you use the information received or not - it all depends solely on your desire. However, after reading this article, you will never be the same again.

To begin with, I suggest defining your time management skills. Pass

Cognitive dissonance lies in the fact that, on the one hand, we cannot manage time as such. After all, it is time that we cannot control and it seems that it is time that controls us, and not we. We are accustomed to perceive time as something eternal and limitless. It seems that there is always a lot of it. On the other hand, time is one of the most valuable resources we all have. It is important to understand that time has its limits, every day is a vessel of a certain capacity that you fill with deeds. You can fill it with useless things, or you can fill it with things that work for your goals and lead you to the final goal.

We can control ourselves, how we plan our day, and how we spend our work time. Reasonable, productive and economical use of this resource is an important part of employee evaluation.

Time efficiency can be achieved in two ways:

1. Achieve meaningful results by saving time. This means that you know how to achieve the task in the minimum time.
2. Effective work time planning will reduce the number and volume of tasks you perform.

In this article, I've digested six of the best time management techniques. With their help, you will be able to learn how to plan and control your priority tasks on a daily basis.

How to learn to manage your time?

6 Best Time Management Techniques:

1. Pareto principle
2. Eisenhower Matrix
3. Mind maps or Mind maps
4. Franklin Pyramid
5. ABCHD method
6. Eat the frog first

1. Pareto principle

The Pareto principle states that a small proportion of the causes, efforts and funds invested is responsible for a large proportion of the results. This principle was formulated by the Italian economist Vilfredo Pareto in 1897 and has since been confirmed by quantitative studies in various areas of life:

20% of efforts give 80% of results

The Pareto principle in the field of time management can be formulated as follows: about 20% of effort and time is enough to get 80% of the result.
How exactly to determine what effort is enough to spend to get a good result? Imagine that you are looking for answers to your questions in a book. According to the principle under consideration, you will find 80% of the information you need in 20% of the text. If you know exactly what interests you, you will be able to quickly flip through the book and carefully read only individual pages. Thus, you will save 80% of your time.

2. Eisenhower Matrix

This is probably the most well-known time management concept to date, which allows you to prioritize. This technique, which is credited to the creation of the American General Dwight Eisenhower, allows you to sort cases at the same time according to their urgency and their importance. Everyone understands that only a limited number of tasks can be completed in one period of time. Sometimes without prejudice to the work of only one. And every time we have to decide, WHICH EXACTLY? American President Dwight Eisenhower used to plan his affairs by sorting them into several important categories.
In accordance with the so-called Eisenhower matrix, each case must be assigned to one of the four types indicated on the diagram.

Eisenhower Matrix

The importance of a task is determined by how the result of its implementation affects your business. And the urgency is simultaneously two factors: firstly, how quickly this task must be completed, and secondly, whether the execution of this task is tied to a specific date and specific time. It is importance and urgency, considered together, that influence prioritization.

Let us consider in more detail what cases can be attributed to each of the four types.

Type I: "important and urgent".
These are things that will result in significant damage to your business if not done on time (for example, renewing licenses, filing tax returns, etc.). A certain proportion of such cases will inevitably be present in the life of every person. However, with advance preparation (Type II cases – “important but not urgent”) many crises can be prevented (eg by studying the law, building good relationships with powerful people).

It can also be projects with a "burning" deadline, ambulance. For example, visiting a doctor because of a health problem, submitting an article to a journal by a tight deadline, or submitting a research report. Here we have no choice. The affairs of this group must be carried out, period. Otherwise there will be serious problems.

Type II: "important but not urgent."
These are things that are focused on the future: training, studying promising areas of business development, improving equipment, restoring health and performance. Actions leading to your strategic goal. For example, learn a foreign language in order to go to work in another, more promising organization. It is also the prevention of problems - to keep yourself in good physical shape. Unfortunately, we often neglect such cases, putting their decision on the back burner. As a result, the language has not been learned, incomes are not growing, but declining, health is to hell. These cases have an interesting feature - if they are neglected for a long time, then they go into the category of Important - Urgent. After all, if at least once a year you do not appear at the dentist, then sooner or later an urgent visit to him will become inevitable.

Type III: "not important, but urgent."
Many of these things don't really bring much benefit in life. We make them just because they hit us (a long phone call or reading an ad in the mail), or out of habit (visiting trade shows that don't have anything new). Just the same everyday routine that takes us a lot of time and effort.

Type IV: "not important and not urgent."
These are all kinds of ways to “kill time”: alcohol abuse, “light reading”, watching movies, etc. We often resort to this when we have no strength left for productive work (not to be confused with real rest and communication with loved ones and friends - very important matters). This is a “moth” that eats our time.

As you strive for the success of your business, you first of all try to complete the tasks that you define as "important" - first "urgent" (Type I), and then "non-urgent" (Type II). The remaining time can be devoted to the "urgent but not important" (type III).
It should be emphasized that the bulk of the employee’s working time should be spent on “important, but not urgent” tasks (type II). Then many crisis situations will be prevented, and the emergence of new business development opportunities will no longer be unexpected for you.

When you first start using the proposed system for prioritizing, you will most likely want to classify many of these tasks as “important”. However, as you gain experience, you will begin to more accurately assess the importance of a particular case. It will take some time to learn how to use the prioritization system. Where can you get it? Most likely, you will classify the work of mastering the techniques of managing your time as "important, but not urgent."
As Stephen Covey (author of the international bestseller The 7 Habits of Highly Effective People) puts it figuratively, you need to take the time to “sharpen the saw” so that firewood can be harvested faster.

Parable

A certain man saw a woodcutter in the forest, with great difficulty chopping a tree with a completely blunt ax. The man asked him:
- Dear, why don't you sharpen your ax?
“I don’t have time to sharpen my ax—I have to chop!” moaned the woodcutter...

Therefore, you need to “voluntarily” allocate a certain time for planning your classes, refusing to perform any less important things. If you can do this, then next time you can free up even more time with new skills and use it to learn something else. Thus, through the determination to improve the efficiency of your work, you will gradually free up time for the development of your personal productivity.

Prioritization Criteria
Usually, when evaluating the importance of a particular case, we consider important, first of all, those things that need to be done urgently (or "yesterday"). The accumulation of unfulfilled cases and promises creates problems for your company, and also creates unpleasant feelings for you personally. It is with such "urgent" matters that we strive to deal with in the first place. But the urgency factor should not be the only factor when writing a to-do list and determining the order in which they should be completed.
Experience shows that doing (or not doing) a lot of urgent things doesn't affect your business much, while there are a lot of non-urgent things that can lay the foundation for future success. Therefore, in addition to urgency, it is necessary to take into account how much this or that matter affects the success of the business, that is, to determine and take into account its importance.

3. Mind maps or Mind maps

This is the development of Tony Buzan - a well-known writer, lecturer and consultant on the issues of intelligence, the psychology of learning and the problems of thinking. There are also such translations of the phrase "Mind maps" as "Mental maps", "Thinking maps", "Mind maps".

mind maps is a method that allows:

Effectively structure and process information;
think using your creative and intellectual potential.

This is a very beautiful tool for solving tasks such as giving presentations, making decisions, planning your time, memorizing large amounts of information, brainstorming, introspection, developing complex projects, self-learning, development, etc.

Areas of use:
1. Presentations:
in less time you give more information, while you are better understood and remembered;
business meetings and negotiations.

2. Planning:
time management: plan for the day, week, month, year…;
development of complex projects, new business…

3. Brainstorming:
generation of new ideas, creativity;
collective solution of complex problems.

4. Decision making:
a clear vision of all the pros and cons;
a more balanced and thoughtful decision.

4 Franklin Pyramid

This is a ready-made planning system that helps you manage your time properly and achieve your goals. Benjamin Franklin (1706-1790) - Amer. polit. figure. B. Franklin was distinguished by a fantastic capacity for work and a unique sense of purpose. At the age of twenty, he made a plan to achieve goals for a lifetime ahead. Throughout his life, he followed this plan, clearly planning every day. His plan for achieving goals was called the "Franklin pyramid" and looks something like this:

1. The foundation of the pyramid are the main values ​​of life. We can say that this is the answer to the question: “What mission did you come to this world with?” What do you want from life? What mark on Earth would you like to leave behind? There is an opinion that there will not be even 1% of people living on the planet who would seriously think about this. In other words, this is the vector of the direction of movement towards your dream.

2. Based on life values, everyone sets a global goal for himself. What does he want to become in this life, what does he plan to achieve?

3. The master plan for achieving goals is the fixation of specific intermediate goals on the way to achieving the global goal.

4. A plan for one, three, five years is called long-term. Here it is important to determine the exact deadlines.

5. Plan for a month, and then for a week - this is a short-term plan. The more thoughtful it is, the more often you analyze and correct it, the more effective the work will be.

6. The last item in terms of achieving goals is a plan for each day.

5. Method "ABVGD"

The ABCD method is an effective way to prioritize tasks that you can use on a daily basis. This method is simple and so effective that it can, if used regularly and competently, elevate you to the rank of the most productive and productive people in your field of activity.
The strength of the method is in its simplicity. Here's how it works. You start by making a list of everything you have to do for the coming day. Think on paper.
After that, you put the letter A, B, C, D, or E in front of each item on your list.

Task type "A" is defined as the most important thing at this stage, something that you must do or risk serious consequences. An "A" task might be visiting an important client or writing a report for your boss. These tasks represent the real, mature frogs of your life.
If you have more than one "A" task in front of you, you rate their priority by marking A-1, A-2, A-3, etc. Task A-1 is the biggest and ugliest "frog" of all that you have to deal with.

Task type "B" defined as the one you should have done. Nevertheless, the consequences, in case of its implementation or non-compliance, are quite mild. Such tasks are nothing more than the "tadpoles" of your life. This means that if you do not do the right job, someone will be dissatisfied or put at a disadvantage, but in any case, in terms of importance, these tasks do not closely correspond to the tasks of type "A". A phone call about a not-so-urgent matter or a backlog of e-mail could be the essence of a Type B task.
The rule you must follow is: never start a type "B" task while you still have an "A" task unfinished. Never let the "tadpoles" distract you while the big "frog" is waiting to be eaten!

Task type "B" is defined as something that would be great to do, but from which no consequences should be expected, whether you do it or not. A B task might be a phone call to a friend, a cup of coffee, lunch with a colleague, or some personal activity done during work hours. These kinds of "events" have absolutely no impact on your work.

Task type "G" is valued as a job that you can delegate to someone else. The rule in this case is that you should entrust others with everything that they can, thereby freeing up time for yourself on tasks of type "A", which you and only you are able to perform.

Task type "D" is a job that can be completely removed from your to-do list. It may be a task that used to be important, but is no longer relevant for you or for others. Often this is work that you do day in and day out, either out of habit or finding pleasure in doing it.

After you have applied method "ABVGD" to your to-do list for the day, you have completely organized your work and set the stage for more important things to get done faster.

The most important condition for the ABCHD method to really work for you is the following requirement: start task A-1 without delay and then work on it until it is fully completed. Use your willpower to start and keep working on your most important task at the moment. Take hold of your biggest "frog" and "eat" it without stopping until the very last bite.
The ability to analyze your list of tasks for the day and highlight the A-1 task will serve as a starting point for achieving truly great success in your activities, increase your self-esteem, fill you with self-respect and a sense of pride in your achievements.
When you get into the habit of fully concentrating on your most important task, i.e. task A-1 - in other words, on eating your main "frog" - you will learn to do twice or even three times more than the people around you.

6. Eat the frog first

Going from hard to easy

You've probably heard the question, "How would you eat an elephant?" The answer, of course, is: "In pieces." And how would you eat your biggest and ugliest "frog"? In the same way: you would break it down into specific step-by-step actions and start from the very first one.

Start your working day with the most difficult task and complete it as quickly as you can. It will help you to realize that you still have a lot to do, and the time of the working day is limited. Doing the hardest thing first will give you a huge sense of accomplishment. Use this rule daily and you will see how much energy you get and how efficiently your work day goes. Constantly putting off a problematic task until the end of the day will cause you to think about that task all day anyway, and it will prevent you from focusing on other tasks! Eat the frog first, and then proceed to eat the elephant piece by piece!

Time planning tools

Plan your day ahead of time.
Through planning, we transfer
the future into the present and thus we have
opportunity to do something
about him now

Alan Lakin

The main generations of "planners"
The technologies and means of organizing working time known today can be divided into several generations - the differences here are in the principles of fixing information and the technique of use.

Until the 20th century, work time planning was carried out using primitive methods: memos, to-do lists, etc. At the beginning of the last century, along with the development of business, new tools were widely used to facilitate the work of manager time planning.
The idea to adapt a household calendar for office work arose in the 19th century and materialized in the form of a flip calendar in 1870. For each day, one page of the calendar was assigned, on which the day, month, and year were indicated. The availability of free space for notes made it possible to take the necessary notes: negotiations, meetings, expenses, meetings. For almost a century, the desk calendar has been the main time management tool for managers.

The result of the improvement of the flip calendar was the diary and weekly. The diary is a loose-leaf flip calendar in the form of a convenient notepad of various formats. The diary could be taken with you to meetings and business trips.
The weekly journal turned out to be even more convenient for the manager, in which it was possible to plan the working week and day, control the execution of recorded tasks, analyze the time spent (since there was an hourly breakdown of the working day), and faster information retrieval (after all, now it was grouped by 52 weeks, and not for 365 days). In the 1980s, weeklies practically replaced the flip calendars and became so widespread that they became an element of the business style of enterprises.

The design idea to combine a calendar, a notepad and a phone book in one convenient tool successfully materialized back in 1921 in the form of an “organizer” (from the English organizer). The subsequent improvement of the tool was carried out by changing the format, design, paper quality and exterior finish. Here, in one tool, information storage devices and technical means (calendar, notepad, address and telephone book, business card holder, pen, microcalculator) were combined. At the same time, there was no clear classification and systematization of records.

The famous "time manager" was created in Denmark in 1975. It implemented the idea of ​​targeted planning of personal results based on a typical classifier of functions (“key tasks”) and technology for the implementation of global events (“elephant tasks”). At the same time, the use of a “time manager” turned out to be acceptable only for people who were organized and disciplined by nature, and besides, significant financial costs were required for training and acquisition.
Nevertheless, the name of this kind of "organizer" - "time manager" - has become a household name and today denotes a general approach to the active use of time as a managerial resource.

The development of scientific and technical progress in recent decades has led to the creation of electronic time planning tools that are fundamentally new from a technological point of view: an electronic notebook, various PC service programs, mobile phones, smartphones, etc.

The best modern time management technologies:

1.Trello is a free web application for small team project management. Trello allows you to work more productively in closer collaboration. Trello is boards, lists, and maps that let you organize and prioritize projects in a fun, flexible, and easily customizable way.

2. Evernote is a web service and a set of software for creating and storing notes. A note can be a piece of rich text, an entire web page, a photo, an audio file, or a handwritten note. Notes can also contain attachments with other types of files. Notes can be sorted into notebooks, labeled, edited, and exported.

“We get tired and exhausted not because we work hard, but because we work poorly, we work in an unorganized way, we work stupidly.”

Physiologist N.E. Vvedensky

Time - manager t is a time management technique that includes rules and principles that help a person to properly organize his time and achieve maximum efficiency in any business. With the help of time management, a person can consciously control the time he spends on various activities, while increasing the efficiency and productivity of his work or leisure. Planning, distribution, prioritization, setting goals helps a person cope with the crazy rhythm of modern life. Time management helps a person to do everything without stress and avoid chronic fatigue.

Initially, time management techniques were used only when doing business, organizing work. But now time management methods are also used in a person’s personal life in order to manage to cope with everyday issues, properly organize their leisure time and rest.

The history of time management

Back in the 1920s, the Scientific Organization of Labor said that the efficiency of using time depends on the personal efficiency of the person himself. The League "Time" appeared, which published articles in newspapers under the name "Struggle for Time". In the 70s, the timekeeping method, which was developed by the biologist Lyubishchev, gained popularity. This method is a tool for developing effective human thinking, which contributes to the rational management of personal time and increasing personal efficiency.

In 2007, the first department of time management was opened in Moscow at the Financial and Industrial Institute. Today, this direction has become very popular and popular. There are a lot of trainings, seminars on planning and rational distribution of time.

time manager this is a person who takes into account the psychological characteristics of people, working conditions and offers more efficient work schedules. He is able to reveal in a person all his hidden reserves and suggest how to increase his efficiency.

The process of communication between a time manager and a client is similar to a psychological consultation in which he listens to a person, gives tips and advice on how to allocate time, how much time to devote to rest, how to prioritize. How to plan your day so that you can do everything without stress.

Time managers conduct not only individual consultations. Often they are invited by companies as experts to help improve the labor process. First of all, teach the manager how to correctly distribute his working time and correctly distribute duties in the team. They study the activities of the company, the amount of time required to solve certain problems. After collecting information and analysis, the time manager makes adjustments to the company's daily routine.

• Analysis of the time spent on certain tasks.
• Statement, formulation and definition of the goal.
• Making a plan to achieve the goal, as well as setting priorities.
• Realization of the goal. A hint on what steps to take according to the plan.
• Making lists of things to do.
• Recording time with timekeeping.

What are the advantages of a person who has learned how to properly plan his time?

“Time wasted is existence; Time used to good use is life."

E.Jung

• Achieves set goals.
• Achieve your goals much faster than others.
• Able to achieve success in any field of activity.
• He has more time for rest, communication with relatives and friends.
• Can do a lot more things in a given amount of time.
• Can increase his income and retire by properly distributing responsibilities between employees.
• Can get rid of chronic fatigue, is not subject to stress.
• Always has a clear plan of action.
• It has a sense of inner freedom and independently controls its life.

Types of time management

Now there are many different approaches to the problem of time management. Experts distinguish three main types:

• Personal (personal) time management. It is associated with the personal self-development of a person, the ability to properly and fruitfully organize his day.
• Professional time management helps a person to effectively perform his work, organize his working time correctly or reasonably distribute responsibilities in a team.
• Social time - management regulates interpersonal relationships or time management of several people. For example, corporate.

Basic concepts of time management

Time management concept- it is a way of understanding and perceiving time. The concept of time management helps to determine the reason and purpose why a person needs to learn how to manage his time. Realize the value of this process, as well as understand the basic principles of time management.

Time Management Techniques- a certain sequence of actions that will help solve a specific problem.

Time management system- a set of concepts and methods that will allow you to achieve your goal as quickly and efficiently as possible.

Improper organization of work or illiterate organization of activities by management leads to the fact that company employees feel a constant lack of time. This affects the efficiency and success of the enterprise as a whole.

Lack of time occurs when:

• There is no daily schedule.
• If the assistant manager is not aware of his daily routine.
• Phone calls and visitors often distract from the main activity.
• If the manager does not know how to distribute responsibilities.
• If the work is done in a constant rush, which leads to rapid fatigue.
• If employees do not correspond to their positions.
• If employees inadequately assess their capabilities, the speed of work.
• If there is no motivation among employees (for example, salary is too low).

To improve the efficiency of the enterprise, it is necessary to teach employees how to plan the work for the day. When drawing up a plan, you need to devote 60% of the time to the main tasks, 20% unforeseen and 20% spontaneous cases. The main thing is to accustom the team to make plans for the day systematically and regularly.

The effectiveness of time management in management depends on how employees are trained in planning, prioritization, control of time for completing tasks, as well as the correct sequence of tasks.

To solve these problems, you can invite an expert in time management or train the manager of your enterprise, who will issue tasks to employees and monitor the effectiveness of their work. The manager must issue both basic and several spare tasks. At the end of the day, the employee submits a progress report.

Personal time management in time management

As for personal time management, there are basic time management rules that apply in personal life:

1. Never take work home.
2. Organize your life in such a way that it takes a minimum of time.
3. Plan free time in advance. This should include emotional enjoyment (going to the cinema, theater, concert, museum). As well as physical (sports, dancing, etc.).
4. For rest, use not only weekends, but at least one day in the middle of the week. For example, ride a bike after work or go to the sauna with friends.
5. During the holidays, limit calls, mail, the Internet in order to truly relax.

1. The basic rule of time management is the correct goal setting.

If you learn to clearly define your goals, as well as determine which tasks are secondary, then you will save a lot of time.

If you spend your time on something, it means that at that moment you think that it is very important. But is it? Ask yourself, will the result of this action help you get closer to your goal? What is a goal? The goal is a person's desire for something, when the whole process is aimed at the final result.

When setting a goal, you must first determine the main values.

Recognize your abilities and motivation. Analyze the problems, needs and difficulties that may arise on the way to the goal. Present clearly your goal in the smallest detail, its end result. Plan your actions, look for resources and start implementing.

There are different methods of goal setting. But all methods have a common goal setting algorithm:

1. The goal should be as specific as possible with a clear end result.
2. The need to achieve the goal must be justified. Why is this needed and what will I get from it?
3. The goal must be realistic and the mechanism for achieving it must be clear.
4. It is necessary to clearly define the time limits for which the goal must be achieved.

2. The second basic rule of time management is prioritization.

Knowing how to prioritize is very important. There are things that are less important in achieving the goal, and there are those that play a major role.

3. The third basic rule of time management is planning.

After setting a goal, the next step is planning. Planning is an integral part of time management. It consists of the following main steps:

1. Drawing up a time management plan.
2. The stage of drafting a project, in which you can maneuver, think over different options for achieving the goal.
3. The stage of identifying the necessary resources.
4. The stage of identifying people who can help you on the way to the goal.
5. The stage of fixing the results of planning in the form of a business project, a map.

When a person begins to engage in planning, thinking is activated, creativity is turned on. By making a plan, your goal becomes more specific, you begin to understand what you really want and how to achieve it. This is a kind of practical guide to action.

Until a person makes a plan for the implementation of what he wants, he is in constant reflection on this topic. But not thoughts, but actions bring you closer to the goal. When a detailed plan is drawn up, which takes into account different ways to achieve the goal, this gives you the opportunity to maneuver. It does not work with some means and methods, you can try others. Planning develops in a person flexibility and readiness for any situations.

Making a plan gives you a high chance of success. Having a plan gives you confidence in yourself and your abilities. All successful people and entrepreneurs are planning.

Basic planning techniques. Short description

1. ABC planning is based on the fact that you need to do the most significant things first (under the letter A), and then B and C.

Category A cases are the most important. They make up 15% of all cases and bring 65% of the results. B - important cases that make up 20% of all cases and bring 20% ​​of the results. Category C - these are the cases of the least importance, they make up 65% and give a result - 15%.

2. Pareto rule Or the 80/20 principle. This principle applies to any daily activity. 80% of the things you do in a day give you 20% of the results you want. And 20% of planned important things bring you closer to the result by 80%.

For example: 20% of people own 80% of the capital, 80% of people own 20% of the capital. 20% of clients give 80% profit, and 80% of clients give 20% profit.

3. Timing- this method lies in the fact that you need to record every minute of all your actions and how much time you spent on them. This will help you understand where and what your time is spent on and how to adjust your schedule.

4. Making a list of tasks- This is the simplest planning method that allows you to plan both time and affairs.

How to make a proper to-do list and follow it?

1. To begin with, observe yourself. How much time do you need to complete different tasks.
2. Write a to-do list for the evening.
3. Write down specific items. For example: go to the store. Attach a shopping list to this item.
4. Plan your whole day, not just work.
5. Start your day by doing easy tasks. To immediately check the boxes and cheer up for the whole day with the thought that following a to-do list is not so difficult .. For example, doing exercises and preparing breakfast.
6. The to-do list should always be in sight.
7. Do not write more than 7 priority cases on the list so that you don’t get nervous later that you didn’t have time to do something.

• Try all the planning methods and choose the most suitable one.
• Keep records.
• Don't try to do everything. Do the most important and priority things first.
• Plan your every day. And also make an additional plan for the week.
• Always carry a pen and notepad with you.
• Start a success diary, it will motivate you and remind you that you are on the right track.
• Learn to say "no". This will help to avoid communicating with unnecessary people, doing unnecessary things.
• Before you do anything, consider how urgent it is, how important it is, and how this action will bring you closer to your goal.
• Analyze your habits, activities that waste your time. By timing, it is easy to track those actions that you need to get rid of.
• Don't do other people's work. Don't be a tool to achieve someone else's goals. Concentrate on your goal.
• Take time for self-improvement.
• Don't stop there. Once you reach one goal, set the next one.

1. Stephen Covey in The 7 Habits of Highly Effective People considers time management as an element of self-improvement. Here are his tips:

• Do what you have to do first. Don't put off important things for later.
• Your goal should be a priority and important. Move towards her.
• Perform all actions based on priorities.
• Don't spend a lot of effort on achieving an insignificant goal. The resources spent and the end result must be commensurate.
• Look for all the ways to make life easier.

2. David Allen advises to properly organize the workplace, to acquire all the necessary stationery. Also, create a file cabinet, for each case, create a corresponding folder. Allen also advises writing 4 to-do lists:

• Make a list of things that need to be done in the near future;
• Include in a separate list projects that require an integrated approach;
• Make a separate list of projects that, for one reason or another, cannot yet be completed;
• "Someday" list.

3.Julia Morgenstern advises to evaluate first how much time you spend doing your tasks. What factors are distracting you. You may be distracted by social media, extra responsibilities, unrealistic deadlines, or psychological obstacles.

• For each action, a time frame must be set.
• If you cannot perform some action, then analyze it, perhaps it can be postponed for a while, delegated to other employees, or completely abandoned.
• Sort things and affairs, clear the space of everything that you can do without. Give each thing its place, and each task its time.

"Eat a frog for breakfast"

So that all day your thoughts do not return to the task that you do not want to do or it is unpleasant for you, start the day with it. So you will be freed from the emotional stress and burden that you would have to carry all day.

"Elephant Steak"

If you are faced with a global task, for the solution of which you need to do a lot of actions, then divide this work into parts. Don't make an elephant out of it, cut it into pieces. This will make it easier to get started on the task at hand. And also this approach contributes to a better understanding of this problem.

Learn to say "no"

Time management does not teach you how to do as much as possible, but how to do what needs to be done correctly. Say "no" to unnecessary things, people. Don't become a tool for anyone to achieve their goals. Concentrate on your goals.

Strive for automation and maximum simplification of your activities.

Do similar things in a row, as the brain gets used to a certain area of ​​​​activity. And every time he gets through it faster.

Listen to your biological rhythms. Do work at a time when you feel a special surge of strength and activity. During the period of least activity, give yourself a break. Listen to the needs of your body. Sometimes a 15-minute break is enough to open up a "second wind".

The best time management books to read:

• Effective time management. B. Tracy
• Time drive. How to manage to live and work. G. Arkhangelsky
• Tough time management: take control of your life. D. Kennedy
• Work less, do more. C. Gleason
• To hell with all of it! Take it and do it. R. Branson
• Extreme time management. N. Mrochkovsky, A. Tolkachev
• Practical course on time management. I. Abramovsky
• How to work 4 hours a week and at the same time not hang around in the office “from call to call”, live anywhere and get rich. T. Ferris
• Getting Things Done: The Art of Stress-Free Productivity. D. Allen

The effectiveness of time management depends on you following its basic rules, as well as a clear understanding of why you need it, how to manage your time and what benefits you will have.