Time Management

Time Management

            The time management has three major qualities. They are listed as follow:

1.    Planning

2.    Implementation

3.    Maintaining

Planning:

·         To Plan each and every activity before do that job.

·         To schedule time for each activities.

·         Plan to know how to avoid unnecessary activities.

·         Plan try to utilize your free time for useful thing. It’s help to improve your performance as well as improve our knowledge.

·         Try to avoid useless talk with your friends. It’s waste our time and energy.

·         Don’t do your work repeatedly, its waste your time.

Implementation:

·         Implementation is important thing in our time management skill.

·         To implement your planned activities.

·         To implement your activities and try to continue your planned activities.

·         Set priority to your job in four ways urgent important, not urgent important, urgent not important and not urgent not important.

·         Have to do want to do, Don’t have to do want to do, Have to do Don’t want to do and Don’t have to do Don’t want to do.

·         The Four important D’s

o   Do it

o   Dump it

o   Divert it

o   Delegate it

Maintaining:

·         Maintain is important thing because planning and implementation is easy but it maintain is difficult because depend on our job profession or some work environment.

·         To maintain your schedule activities properly.

·         To resolve your fault during your activities.

·         To document or written your activities on day to day properly. It’s help to know your time management.

·         Form a team when we to do some critical job or big job like software development. This helps to reduce our time utilization.

Time Management:

It’s critically important for news managers to be good time managers so they can not only perform the daily duties required of any boss but also deal with relationships and develop and communicate their vision for the newsroom. Even though good time management skills are essential to a news director’s success, many often feel swamped by everything they must accomplish in a day. “I need to know how to keep control over that stack of papers dumped on my desk,” said one news director at an RTNDF brainstorming meeting, as well as “how to make sure each staffer gets enough time from me.” Paperwork, people, projects, problems — it’s no wonder that many news managers feel overwhelmed. They may need help in becoming more organized so they can find what they’re looking for quickly and avoid feeling out of control. They also may need to break some bad habits that cause them to fritter away the time they desperately need to get the job done.

Learn to Plan

Planning is not a skill that comes naturally to people who live by daily deadlines. “We’re good at crisis management. We don’t plan,” says Susana Schuler, vice president and corporate news director of Nexstar Broadcasting Group. “Build time for preparation into your schedule.” Everyone has a time of day when they’re sharpest. Plan to tackle the most demanding tasks when you are fresh and focused. Having a plan can help control procrastination—the tendency to put off difficult or disliked tasks. How do you eat an elephant? One bite at a time, the adage goes. Get an early start on long-term projects and they’ll seem less over- whelming. Hulnick begins work on the budget process six months before the final budget is due. He sets aside an hour or so every so often to make slow but steady progress on the budget. He keeps a schedule for getting evaluations done, too, with interim deadlines for getting materials from others. “It takes the same amount of time to do if you do it early ,” he says.

Guard Your Time

News directors also need to guard their own time so they can focus on big projects like the budget. People who keep an open-door policy may find themselves overwhelmed by “drive-by” conversations—those“ knock, knock, got a minute?” requests that can turn into hour-long discussions. Lane Michaelsen at WTSP-TV in Tampa, FL, had to train his staff to work within his schedule. “When people ask me if I have a minute, I’ll say, no, I have five,” he says. “It became a joke. Now people ask for 21/2 minutes or 10.” Benz of News 8 Austin also keeps his door open unless he’s involved in a major project. In that case, he lets others know why the door is closed. “I want the other news managers to know when I’m working on the budget or interviewing a potential hire, so they won’t interrupt,” he says.  Establishing patterns can protect your time as well. Set aside a specific time of day for planning or other things you have to do and stick to it. Let your staff know your new schedule, and don’t let people divert you unless it’s a crisis. Some people like to set a block of time for certain tasks. Stay focused on that task and only that task. If you fear getting so involved that you forget to come up for air, set an alarm to remind you to put the task aside after a set period of time. Checking email every time the “new mail” sounder goes off is a sure way to get interrupted dozens of times a day. Consider turning the sounder off if you’re trying to get a project done, and check and respond to email on your own schedule. To regain control over the email monster, one news director decreed that email could be used only for group messages, not one-toone communication. Word is that it cut the newsroom’s email traffic by 30 percent. Hulnick sometimes sets an out-of-office message on his email for a day or a few hours, even when he’s in, if he’s working on a task that requires total concentration. He doesn’t do the same with voice mail, however. He always picks up the phone when it rings. “I live in fear of missing a story,” he says. “But I don’t always talk right then. I may take a number and call back.” Scheduling a time to talk can keep phone tag to a minimum.

Planning:

Identifying and selecting appropriate goals; one of the four principal tasks of management. The three steps involved in planning are

(1) deciding which goals the organization will pursue,

(2) deciding what strategies to adopt to attain those goals,and

(3) deciding how to allocate organizational resources to pursue the strategies that attain those goals.

Organizing

     Organizational structure    A formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals.   

    Organizing    is structuring working relationships so organizational members interact and cooperate to achieve organizational goals. Organizing people into departments according to the kinds of job-specific tasks they perform lays out the lines of authority and responsibility between different individuals and groups. Managers must decide how best to organize resources, particularly human resources.   The outcome of organizing is the creation of an   organizational structure, a formal system of task and reporting relationships that coordinates and motivates members so they work together to achieve organizational goals. Organizational structure determines how an organization’s resources can be best used to create goods and services. As his company grew, for example, Michael Dell faced the issue of how to structure his organization. Early on he was hiring 100 new employees a week and deciding how to design his managerial hierarchy to best motivate and coordinate managers’ activities. As his organization grew to become one of the largest global PC makers, he and his managers created progressively more complex forms of organizational structure to help it achieve its goals.

Leading

An organization’s vision is a short, succinct, and inspiring statement of what the organization intends to become and the goals it is seeking to achieve—its desired future state. In leading, managers articulate a clear organizational vision for the organization’s members to accomplish, and they energize and enable employees so every- one understands the part he or she plays in achieving organizational goals. Leadership involves managers using their power, personality, influence, persuasion, and communication skills to coordinate people and groups so their activities and efforts are in harmony.

Leadership revolves around encouraging all employees to perform at a high level to help the organization achieve its vision and goals. Another outcome of leadership is a highly motivated and committed workforce. Employees responded well to Michael Dell’s handson leadership style, which has resulted in a hardworking, committed workforce. Managers at Apple now appreciate Steve Jobs’s new leadership style, which is based on his willingness to delegate authority to project teams and his ability to help managers resolve differences that could easily lead to bitter disputes and power struggles.

Controlling

 In    controlling,    the task of managers is to evaluate how well an organization has achieved its goals and to take any  corrective actions needed to maintain or improve performance. For example, managers monitor the performance of individuals, departments, and the organization as a whole to see whether they are meeting desired performance standards. Michael Dell learned early in his career how important this is; it took Steve Jobs longer. If standards are not being met, managers seek ways to improve performance.  The outcome of the control process is the ability to measure performance accurately and regulate organizational efficiency and effectiveness. To exercise control, managers must decide which goals to measure—perhaps goals pertaining to productivity, quality, or responsiveness to customers—and then they must design control Systems that will provide the information necessary to assess performance—that is, determine to what degree the goals have been met. The controlling task also helps managers evaluate how well they themselves are performing the other three tasks of management—planning, organizing, and leading—and take corrective action.  Michael Dell had difficulty establishing effective control systems because his company was growing so rapidly and he lacked experienced managers. In the 1990s Dell’s costs suddenly soared because no systems were in place to control inventory, and in 1994 poor quality control resulted in a defective line of new laptop computers—some of which caught fire.