Time Management

Running Header: TIME MANAGEMENT

Time Management

David Boehm

Mid-Continent University

English Composition II ENG1203

Ms. Darlene Gibson

01/29/2007

Time Management for Managers

Time is fleeting. If there are only twenty-four hours in a day, how can one find time to do more? One could hope for more time or accept the fact that everyone needs some type of time management tool, especially those in positions with numerous tasks that demand their time. Whether using a simple process of writing down a list of necessary tasks to complete each day, a calendar or some form of elaborate time management software, time management is an essential part of everyday living. Managers in particular have a duty to manage the time spent on even the most mundane tasks. Managers must master the art of time management.

How can one begin to manage time? The truth according to the University of Minnesota Duluth Handbook (2006): "Time really can't be managed. You can't slow it down or speed it up or manufacture it. It just IS. Time management is MANAGING YOURSELF." Time management is a skill that can be taught and learned. It need not be difficult to learn nor all to time consuming. It is not an elusive trait that some people are born with, while others must flounder in an ocean of incomplete tasks. The first and best place to begin is to begin.

The University of Minnesota Duluth Handbook (2006) provides a place to start and the tools to begin. "One of the first things people need to do to manage their time is to determine how they spend their time now." For this a Time Inventory Sheet is suggested. The Time Inventory Sheet, as illustrated in Appendix A, divides a day into 30-minute sections, to be filled-out throughout one's day. It is suggested one fill the Time Inventory throughout the day as opposed to the end of the day for more accurate results. The Summary of Time Sheet, included in Appendix B, is used to assess and evaluate where time is actually being spent. Like a budget for money, this Summary of Time can help one determine which activities are taking more time than necessary, and which activities need more time spent on them. Especially useful for managers, these two tools can help find activities that are time consuming for removal or delegation. Barry J. Izsak (2007) states that, "80% of the things you get done are accomplished in 20% of the time you spend working." If managers can manage their time more efficiently, they will find the amount of wasted time from their Summary of Time will decrease.

For the Manager, meetings are a place where efficiency and productivity should especially be considered the cornerstone of their leadership responsibilities. Joseph and Susan Berk state, "Our experience shows that on any given day, most managers spend between 25 and 50 percent of their time in meetings." (1991, p.136) Candie Perkins writes, "Meetings are a vital part of the organization of work and the flow of information. They act as a mechanism for gathering together resources from many sources and moving them towards a common goal." (2007) The importance of meetings for managers cannot be stated strongly enough. Perkins goes on to say, "A meeting is the ultimate form of managed conversation."

Preparation before a meeting is the key to determining its tone and worth. "Meetings should be planned before hand, monitored for effectiveness, and reviewed afterwards for improving the outcome." (Perkins, 2007) With this understanding, one must first decide if the meeting is necessary. "The first thing to consider when calling a meeting is whether the meeting is necessary, and what you hope to accomplish as a result of the meeting." (Berk, 1991) "Consider cancelling a meeting that has little tangible value." (Perkins, 2007) According to Managing Efficiently: A Handbook for First-Time Managers, there are four general activities for accomplishment at meetings: Information Giving, Information Collecting, Problem Solving, and Decision-Making. If one believes their meeting has tangible value, and is necessary, they should ask themselves which of these general activities they hope to accomplish and structure the meeting accordingly.

Regardless of purpose, every meeting should come with an agenda. "The purpose of an agenda is to inform participants of the subject of the meeting in advance, and to structure the discussion at the meeting itself." (Perkins, 2007) Agendas normally are made of four distinct elements: title, time and place, purpose, and a list of covered topics. All of these elements help keep a meeting focused and on topic from the beginning, and serve as a roadmap of the meeting. (Perkins, 2007; Berk, 1991; McKew, 2000) Joseph and Susan Berk also suggest listing those expected to be principal sources next to their topic, so they may be fully prepared to present their information at the meeting. They also recommend contacting sources beforehand to inform them of the exact information needed. (1991) Distributing the agenda to invited meeting participants is as important as the agenda itself. It would be a bit difficult to come prepared to a meeting without knowing the purpose, or time and place of the meeting.

Once agendas have been distributed to everyone who is attending the meeting and primary sources contacted, one should make sure the meeting place is ready and the room is available. No one likes showing up to meeting that have been relocated with little or no notice. Have copies of the agenda available, as some may forget to bring them. A sample agenda has been included in Appendix C. When all preparation is said and done, "Be on time. There are few things as annoying (or rude) as managers who are late to their own meeting." (Berk, 1991) Kevin Blanchard also has a strong feeling on persons not showing up for meetings on time he wrote in his acclaimed work The Leadership Pill.

High-Performing teams cannot slow down for those who fail to live up to their commitments. "We all agreed to be here this morning. People who don't do what they say they are going to do are showing a lack of respect for the rest of us." Their integrity is essentially at stake. (2003)

It would also seem beneficial to keep the meeting to no less than one hour in length. (Perkins, 2007; McKew, 2000; Berk, 1991)