INTRODUCTION

John F. Kennedy, 35th President of the United States, was very fond of quoting from a particular section of the Holy Bible. The favourite quotation of the late great leader was Ecclesiastes 3:1-8:

“There is a right time for everything:
A time to be born, a time to die;
A time to plant, a time to harvest;
A time to kill, a time to heal;
A time to destroy, a time to build;
A time to cry, a time to laugh;
A time to grieve, a time to dance;
A time for scattering stones, a time for gathering stones;
A time to hug, a time not to hug;
A time to find, a time to lose;
A time for keeping, a time for throwing away;
A time to tear, a time to repair;
A time to be quiet, a time to speak up;
A time for loving, a time for hating;
A time for war, a time for peace.”
There is a right time for everything

Another leader who was deeply concerned about the use of time was British Prime Minister Benjamin Disraeli (1804 – 1881). He said: “He who gains time, gains everything.”

Everybody talks about the Importance of Time.
“The value of time is in everybody’s mouth, but (in) few people’s practice”. Says Lord Chesterfield. This reminds me of a contemporary Indian joke. This happened after the assassination of Mrs. Gandhi.

Objectives

There are general and specific objectives which I expect us to achieve at the end of this presentation. At the end of this presentation, you should be able to:

  1. Appreciate the importance of time Management.
  2. Identify the ways in which you can improve the management of time of both yourself and your subordinates.
  3. Draw up personal time tables and plan your working day.
  4. Make use of modern aids to improve productivity in the use of time.
  5. Assess yourself on how to use time now.
  6. Differentiate between response time and discretionary time.
  7. List techniques of handling time under your control i.e. discretionary time.
  8. List techniques of handling time not under your control.
  9. Relate delegation to time management.
  10. USE delegation to save time.
  11. Discuss problems associated with delegation.
  12. Write and prioritize objectives.
  13. List various time robbers and solutions to them.

PLANNING YOUR TIME MANAGEMENT

Does any of the following describe you?

  • You do interesting things before the uninteresting things.
  • You do things that are easy before things that are difficult.
  • You do things that are urgent before things that are important.
  • You work on things in order of their arrival.
  • You wait until a deadline approaches before really moving on the project.

If you answer “yes” to one or more of these questions, you could benefit from time management. In this paper, we’ll present some suggestions to help you better manage your time. We’ll show you that Time Management is actually a personal form of scheduling. Executives who use their time effectively know what activities they want to accomplish, the best order in which to do the activities and when they want to complete those activities.

Types of Time: There are two types of time

  1. Response Time
  2. Discretionary Time

Response Time:

This is the time spent in reacting to others, for information; decisions and opinions. This occupies much of a manager’s day. It is uncontrollable.

Discretionary Time:

It is that portion of the work day that the manager controls. Time management consultants try to control or minimize response time (they can’t eliminate it) while trying to increase discretionary time.

Time as a Scarce Resource

Peter Drucker once said: “Time is the scarcest resource and unless it is managed, nothing can be managed.” Time is a unique resource in that, if it’s wasted, it can never be replaced. People talk about saving time, but time can never actually be saved. It can’t be stockpiled for use in some future period. If lost, it can’t be retrieved. When a minute is gone, it’s gone forever. Some truisms about time:

  • Time is a unique resource.
  • Time cannot be saved or stored.
  • Time cannot be lent or borrowed.
  • Time is irreversible.
Yesterday is a cancelled cheque
Tomorrow is a promissory note
Today is ready cash, use it wisely

The positive side of this resource is that all executives have it in an equal amount. Although money, labour, and other resources are distributed unequally, thus putting some managers at a disadvantage, every manager is allotted twenty-four hours every day, seven days a week. Some just use their allotments better than others.

Focusing on Discretionary Time

Managers can’t control all their time. They are routinely interrupted and must respond to unexpected crises. It’s necessary, therefore, to differentiate between response time and discretionary time.

The majority of a manager’s time is spent responding to requests, demands, and problems initiated by others. We call this response time and treat it as uncontrollable. The portion that is under a manager’s control is called discretionary time. Most suggestions offered to improve time management apply to its discretionary component. Why? Because this is the only part that is manageable!

Unfortunately for most managers, particularly those in the lower and middle ranks of the organization, discretionary time makes up only about 25 percent of their work hours. Moreover, discretionary time tends to be available in small segments – five minutes here, five minutes there. Thus it’s extremely difficult to use effectively. The challenge, then is to know what time is discretionary and then to organize activities so as to be useful. Managers who are good at identifying and organizing their discretionary time accomplish significantly more, and the things they accomplish are more likely to be high-priority activities.

WHAT IS INVOLVED IN YOUR MANAGERIAL JOB?

  • To set targets for your group.
  • To continue to push for results.
  • To design the structure and assign the work.
  • To ensure efficient use of the resources you have.
  • To help people grow in the job.
  • To find resources, information and support from the rest of the organization.

There are four ways to spend your time:

  • Doing
  • Planning
  • Organizing
  • Controlling

Setting Priorities

Time Management cannot be left to chance. Effective time management requires setting priorities. Three main points in setting priorities are:

  1. Defining objectives
  2. Listing objectives
  3. Prioritizing objectives

Define Objectives:

Time management begins with objectives. If you don’t know what you want to accomplish, it makes little difference how you manage your time. For example, one of your objectives might be to provide good customer service. Stating this objective, however, is too general to be of much use in managing your time. It needs to be broken down into concrete action steps such as:

  • Always answer the phone before the third ring
  • Return all phone calls within 24 hours
  • Answer all customer correspondence the same day it’s received

List Objectives:

Make a list of the things you want to accomplish. You can do this at the beginning of the day or week, or when you begin a new project. The more complete your list of objectives, the more effectively you can manage your time. Most managers find that a combination of daily, weekly, and project lists is the most useful approach. By making a list of what you want to accomplish, you become conscious of your goals and more motivated to achieve them.

Prioritize Objectives:

Not all activities are of equal importance. Some are essential; others are not. It’s important to distinguish between activities that are essential and those that are desirable. Too many managers find themselves doing first those activities that are merely desirable. You need to be honest with yourself. Separate those things that you must do from those things that you want to do. The things you must do are your priorities. They should be your primary focus.

For example, assume you’re an engineer who has to design a machine and also complete a project report. If the machine design is needed in three days and the report is due in three weeks, which is more important? The machine design is the priority. It’s the activity that must be done first.

SYMPTOMS OF POOR TIME MANAGEMENT

  • Crisis management
  • Constantly putting out fires
  • Confused responsibility
  • Decision making bottlenecks
  • Information bottlenecks
  • Missed deadlines
  • Unnecessary duplication of effort
  • Stress and fatigue

TAKING PRACTICE

How do you actually manage time? How can you put into practice what you’ve learned? One of the best ways is to keep a time log. A time log is simply a written record of how you spend your time. By keeping a time log for a week, you’ll be able to analyze how you use your time, and you’ll probably be surprised to see where it all goes.

Here’s how to keep a time log:

  1. List each activity as you start it.
  2. Record the time you start each activity.
  3. When you finish an activity, record the time and write down what you did.
  4. Do this for at least a week.

When you analyze your time log, look for time-wasting activities and interruptions. Ask yourself questions such as:

  • What activities took more time than expected?
  • What interruptions could have been avoided?
  • What time of day am I most productive?
  • Am I spending too much time on low-priority activities?

THE IMPORTANCE OF DELEGATION

One of the most important ways to save time is to delegate effectively. Delegation means assigning tasks to subordinates. This frees up your time to focus on higher-priority activities and allows your subordinates to grow and develop their skills.

There are three main steps to effective delegation:

  1. Identify tasks that can be delegated.
  2. Select the right person for the task.
  3. Give clear instructions and follow up.

Identify Tasks that can be Delegated:

Not all tasks can or should be delegated. Tasks that are repetitive, routine, or require specific expertise that others possess are ideal candidates for delegation. Conversely, tasks that require your unique expertise or judgment should be kept under your control.

Select the Right Person for the Task:

Choose someone who has the skills, knowledge, and interest to complete the task successfully. Consider the workload and availability of your subordinates. Be mindful of not overburdening them.

Give Clear Instructions and Follow Up:

When you delegate a task, be specific about what needs to be done, the expected results, and the deadline. Ensure that the person understands the task and has the necessary resources to complete it. Follow up periodically to check progress and provide guidance if needed.

CONCLUSION

Effective time management is crucial for executives who want to achieve their goals and lead their teams successfully. By understanding the importance of time, setting priorities, managing discretionary time, delegating tasks, and continuously improving time management practices, executives can make the most of their time and drive their organizations towards success.

Remember, time is a limited and irreplaceable resource. Use it wisely to make a lasting impact.