lecture note # 9 time management , delegation

Lecture Noteon

Time Management

Prepared By: Dr. S. W. SiddiqiHealth System Development and Management

Specialist

World Health Organization- SUDANJuly , 2006

Aims of this Lecture

• Examine Different Ways of Viewing Time• Review Some step by step process For Using

TimeDetermine elements of an empowering work

environment.

Identify steps for successful delegation.

Recognize the importance of work climate and trust when delegating tasks.

Recognize manager characteristics that increase the success of delegation.

Let ‘s look at some definitions for time

Time is the most valuable thing a man can spend. --Theophrastus

Time

The time is always right to do what is right. Martin Luther King, Jr.

Time

Time is the coin of your life. It is the only coin you have, and only you can determine how it will be spent. Be careful in case you let other people spend it for you. --Carl Sandburg

Time

Every thing can wait except time , it is moving a head ,once it is gone, it is gone, it will never return back, so take care , don’t lose it.

Time ManagementThe whole purpose of time management is to

enable you to have more time to spend with the people you love, doing thethings you enjoy. -- Brian Tracy

Time ManagementDon't say you don't have enough time. You

have exactly the same number of hours per day that were given to every other person in this world.

Time Management

If we take care of the minutes, the years will take care of themselves. --Ben Franklin

Three Principles

• Everyone has the same amount of time

• Two things stop you managing your time – you and everyone else

• Different techniques for managing time works for different people

Overview of Some Key questions

• What do you want out of your life?• Where do you want to be in 5 years time• What do you want/need to achieve in your

job? • What do you need to achieve by the end of

the year? (use appraisal)• What do you need to achieve by the end of

the month/week/day?

Go to Covey’s Time (Task) Management Matrix, But before

Divide you tasks to:

1. Important and non important

2. Urgent and urgent

then act as follow:

Covey’s Time (Task) Management Matrix

Urgent Not Urgent Important I

Crises Pressing Problems Deadline-Driven Projects

II Prevention Planning Relationship Building Research

Not Important

III Interruptions Email Phone Calls Meetings

IV Details, Busy Work, Time Wasters Pleasant Activities

• Which quadrant should you avoid?

• Which quadrant do you like to work in?

• Analyse activity so far this week

Urgent vs Important

Non-urgent, not importantIneffectiveput on hold, delegate, ignore

Urgent, not important Actiondo it now, do quickly

Non-urgent, important Planplan, block time

Urgent, important Crisisavoid waiting, act immediately

Now you have to Analyse the Matrixlook at the factors imposed by:

• Customer (external/internal)

• Boss

• Colleague

• Yourself

Analyse by: Maintenance Crisis Prevention Performance Improvement

(better, cheaper, faster) Change Management

(new ideas, new services, new products)

Analyse by:

• Admin time (routine)

• Communication time (giving and receiving)

• Operational time (“the job”)

• Supervision time

• Wasted time

• Executive time (planning, thinking, exploring, deciding)

Workaholics• Never say “No”• Never say “Yes” to offers of help• Are poor delegators (“no one can do it as

well as me”)• Have a reputation for delivering - so get

more work• Don’t value training and development

Common Time Consumers

• Meetings

• Boss

• Sub-ordinate/colleague/student

• E-mail

• Paperwork

• Interruptions

Meetings - chairing

• Do the right people attend?• Does this particular meeting need to take place?

• What’s its objective? By the end of the meeting we would have failed if we haven’t achieved …

• Consider changing format, layout • Prepare and circulate agenda (with timings)• Make objective clear• Start on time, finish on time• Introduce each item clearly

• for discussion, decision, information, … ?

• Manage the discussion• Clarify outcome at end of item. Is the secretary clear?• Allow for AOB

Meetings - attending What’s your role in the meeting? Don’t just sit there, take responsibility, help the

chair Set a good example:

be prepared don’t be late speak clearly, calmly, positively, constructively

Encourage chair to start promptly and end on time

Seek clarification Offer to clarify, to summarise

Dealing with the Boss

• Be clear about your job role/description• Be clear about your main objectives &

deliverables• Keep your boss informed

• write reports, be honest

• If necessary, insist on regularity • make notes of meetings, send memos to confirm discussions

• Help build the team

Dealing with others

Don’t waste time and energy with rows, misunderstandings and bad feeling

Be confident, open, non-judgmental (unconditional, positive regard)

Seek win: win See opportunities not problems Use shared problem-solving approach Coach students/sub-ordinates/boss

Handling interruptions

• “Have you got a minute?”“I can give you 5 minutes now or I can come to see you in about an hour”

• You can’t walk away from meetings in someone else’s office.

• Don’t let phone calls take preference over meetings• Handle emails eg twice, four times a day• Have an open/closed door policy• Help other’s solve their problems, don’t take them

over .

Handling paperwork

• Use central filing system

• Use in-, pending-, out-trays, bring-forward file

• Use folders/files

• Handle your reading - chunk or bit by bit

Handling emails

• One-touch emails• Prioritise replies• Read/reply eg 2-4 times a day (not as ‘phone)• Use folders• Paper copy for filing?• Regularly bounce clean• Join mailing-lists selectively • Delete junk mail without reading• Don’t overload other people’s mailboxes

Time Management steps

• Step 1 - List Your Tasks.

• Step 2 - Fill In Schedule

• Step 3 - Stop When Day/Week Is Full

• Step 4 - If Tasks Remain, Remove Time From Nonessential Tasks (i.e., Sleeping, Eating), Go To Step 2.

My strategies and tricks

• Annual planning meeting and 6-monthly review• Regular mentoring, ( advising ) • Keep up-to-date• Rarely take work home• Keep reasonable hours• Work at home - change of place/location• Block time in diary• Chunk reading• Keep looking ahead in diary• On-going and daily “to do” lists• Keep watch 5 mins fast• Aim never to be late for appointments• Stop beating myself up for getting it wrong!

Organize Timing for Tasks

• Priority Order

• Task Duration

• Category Order

Using Small Bits

• Optimize yourself for Large piece of work– Small Bits are Unavoidable (5, 10, 15 min)

• Making Them Useful– Planning (At least 10 minutes a day)– Cleaning / Organization daily tasks– Communication - Email, Phone Call– Creativity / Brainstorming– Small Tasks

The Art of Procrastination (postpone doing something, especially as a regular

practice)• Art of Delaying the Inevitable

• Tips: Where can you lose time?– Worrying about finishing on time.– Worrying about the final outcome.– Interruption and disturbances.– Doing “unimportant” things first.

Some Days Are Impossible

• In spite of best efforts - It’s still impossible to get everything done.

• Partly the Environment or too many commitments.

• This can lead to stress.

Finally

If you’ve worked on your time management and the job doesn’t fit into a sensible day:

• Seek advice from line-manager– with prioritising– with what to say “no” to

• If all else fails - change your job!

In Conclusion

NOW

You All Know How To Manage Your Time.

Then manage it, don’t lose it.

Lecture Note on Delegation and Empowerment

Definitions

Delegation– a way to accomplish job tasks with each person taking a part of the work and responsibility which best uses and extends her skills.

Empowerment– creation of a work environment which allows each individual to work to his/her highest capacity. An empowered workplace is a safe climate for people to work together with freedom to take initiative, to create, to solve problems, and to assume the responsibility of completing the task.

Components Of Follower Maturity

• Job maturity – the amount of task-relevant knowledge, experience, skill, and ability that the follower possesses.

• Psychological maturity – the follower’s self-confidence, commitment, motivation and self-respect relative to the task at hand.

Why Delegate?Here are a few good reasons to delegate:

To build individual confidence and increase motivation.

To share the power and responsibility. To provide growth experiences and to model the

value of skill development. To create a sense of importance and belonging for

the employee. To encourage independence, initiative, and creative

problem solving.

How to Delegate?

Skills and Jobs: Making the Match

The three key processes for delegation are:

Identify the skills of the individual.

Clearly define the tasks to be completed.

Obtain feedback from individual to confirm accurate

assessment of skills.

Delegating and Empowering


To check for a match between skills and jobs, consider the following:

The individual’s abilities to do the job. The importance of the job and timeline needed. The consequences of success and failure. The relationships with others who are involved. Commitment and loyalty of the individual.



Before you delegate, ask:

Is the individual capable of doing the job?

Will she/he be committed to it and take it seriously?

How important is this task to the total operation’s success?

Is the timeline reasonable?


Step 1 for Successful Delegation

Establish desired results.

Clearly describe the results you want.

Explain how the results fit into the team’s or

organization’s big picture.



Identify guidelines and deadlines for accomplishing the results.

Together establish the boundaries and limitations of the work.

State and agree upon the benchmark, checkpoints, and deadlines that will ensure successful accomplishment.



Define accountabilities and standards to measure accomplishment.

Be sure to give the individual the authority to

complete the task.

Secure commitment from the individual; ask

directly for it.

Specify chain of command for problem solving.



List resources needed for successful completion of results.

Who are the people who will be helping?

What supplies or tools are needed?

What outside people need to be notified that this

individual will be taking on this job?

Identify any financial or budget impact.



Determine consequences of achieving or not achieving the results.

Be specific in detailing what success or failure will

look like.

What will be the impact of success in this task for

the team, organization, and individual?

What will be the impact of failure in this task for

the team, organization, and individual?


6. Checking Out the Delegation Preparation Worksheet

Describe a task you want to delegate.

List the skills and abilities of the individual to

whom you may delegate.

Draft the desired results you want.

Identify any known guidelines or deadlines.

List resources you believe the individual may need.

List the consequences of not achieving this task. List the consequences of achieving this task.


7. Finally do a Personal Check-In Delegation Assessment before you delegate again

Think back to a task you delegated recently and consider the following questions:

• What was the task?

• Were you satisfied with the results achieved?

• What did you do or say as you made this assignment?

• What did you do that worked or did not work?

• What would you do differently next time?

In Summary: What To Delegate??

• Things You Don’t Want To Do

• Things You Don’t Have Time To Do

• Things the Subordinate Can Do Better

• Things the Subordinate Needs To Do To Grow Professionally

In summary:How to Delegate??

• Decide What to Delegate• Specify Responsibilities and Limits Clearly• Specify Expectations Concerning Reporting• Get Feedback From Subordinate• Inform Others Who Need to Know• Arrange For Necessary Information• Monitor Progress• Provide Support But Avoid Responsibility

Reading List

• Effective Time Management, John Adair, Pan • One Minute Manager Meets the Monkey,

Kenneth Blanchard, Harper Collins• Making Meetings Work, Patrick Forsyth, CIPD• The Effective Academic, Leslie Johnson,

Oxford Brookes University • The Lecturer’s Toolkit, Phil Race, Kogan Page• Seven Habits of Effective People, Stephen

Covey

Thanks for the Attention

Questions and comments are welcomed

lecture note # 9 time management , delegation

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