CHAPTER8. SELF-MANAGEMENT

8.1. Manager's work planning

Rice. 30. Ring of "self-management"

When solving various kinds of tasks on a daily basis, the manager performs various functions. This process can be thought of as a self-management ring that clearly demonstrates the connections between individual functions. Five functions are indicated in the outer circle:

goal setting; planning; setting priorities for upcoming cases; drawing up the daily routine and organization of the labor process; self-control and adjustment of goals.

Definition of goals and their differentiation according to the following temporal criteria:

long-term life goals (personal and professional); medium-term goals (for the next 5 years); short-term goals (for the next 12 months).

Determination of personal resources to achieve goals, for which it is necessary: ​​to determine personal potential, opportunities; list your weaknesses, make a list of failures and note the reasons for them. Think about how to get rid of these shortcomings; highlight 2-3 major advantages and disadvantages. Conducting an end-means analysis, during which the resources (personal, financial, time) necessary to achieve the goals are compared with the real situation. To do this, you need to refer to the compiled "inventory list" of goals and select 3-4 most important goals, determine the means necessary to achieve them and check what else needs to be achieved or what to start in order to achieve the goals. Formulation of specific goals (must be specified terms and desired results).

plan to cover only 60% of the working day, leaving 20% ​​for solving unforeseen problems and 20% for creative activities, including advanced training; carefully document the time spent in order to have a clear idea about it; always finish what you started; plan only such a volume of tasks that you can realistically cope with; ensure flexibility in plans; fix in the plans not only actions, but also the expected result; establish precise deadlines and time limits for the execution of cases; distinguish the important from the urgent and avoid the tyranny of the urgent; constantly review and adjust plans in terms of the full and timely implementation of cases; plan the use of personal time; reserve large uninterrupted periods of time for large tasks and short ones for small issues; make sure that unproductive activities take as little time as possible; try to plan alternatively and look for the best option; coordinate your plans with colleagues.

the most important cases (category A) account for 15% of the total number of cases, and their significance is 65% (about 3 hours); less important cases (category B) - about 20% of their total number, their significance is 20% (about 1 hour); minor cases (category C) - 65%, significance 15% of the total significance of cases (about 45 minutes).

two-hour pauses adjoin the phases of higher activity, during which the human body works in a “sparing” mode; peak performance occurs in the first half of the day, and therefore category A tasks should be performed at the beginning of the day; after lunch, when there is a decline in productivity, you need to use this period for social contacts and routine activities (tasks of category C), after which you should proceed to tasks of category B.

At the end of the day, complete the five most important tasks for tomorrow. Number them in order of importance. Don't worry if you haven't completed all five. Tomorrow, start with the completion of unfinished business, even if they are very difficult and unpleasant. Good health is necessary for energy, renewal and interest in work. Just a few minutes of physical activity (walking, running on the spot, as well as relaxation, switching attention, auto-training) can keep you in excellent physical shape. Take at least 20 minutes for self-improvement, in six months you will be amazed at how much the level of development and intellectual potential has increased. Write down every day five new thoughts that come to your mind and if it has become a habit. You will become an idea generator. Plan. Check your self-improvement plan every day. Analyze and better record changes. If you keep a diary, you will soon see your own changes. Use your subconscious. Use positive affirmations and you will find that they become an integral part of you. Create your image. Mentally imagine the image of the person you want to become. Do this several times a day, and then act as if you are that person. Soon you will become a person who attracts the sympathy of people.

8.2. Workplace of the head, its ergonomic characteristics

lower uncomfortable zone (up to 750 mm from the floor); the lower one is less comfortable (from 751 to 925 mm); comfortable (from 925 to 1675 mm); upper less comfortable (from 1675 to 1925 mm); upper uncomfortable (from 1925 mm and above).

the working posture was free and comfortable; the working posture provided a straight posture (it is possible to tilt the body only forward and not more than 10–15 degrees); the seat of the chair was adjustable in height, and it was necessary to have a stand for the legs;

there should be nothing superfluous on the working surface of the table; each object and means of labor must have its place, since their disorderly arrangement causes unnecessary movements and waste of time. IN foreign practice the law of the “free table” is used: only one work with the necessary documents and means of labor can be on the table, everything else should be inside the table; stationery (pencils, pens, paper clips, etc.) should be stored in a desk drawer with special dividers; all means of communication technology (telephone, fax, etc.) must be placed on the left or on a special stand so that they can be used with the left hand, leaving the right hand free for work; documents that the manager works with are placed in an area that provides them with an overview; it is advisable for processed documents to have special trays or compartments in a box; documents and tools are arranged in such a way as to ensure the best sequence of work; the leader's movements should be optimal, that is, shorter and more economical in terms of costs, time and effort.

8.3. Orthobiosis, components of orthobiosis: relaxation, recreation, catharsis

physical health; mental health; moral health.

respect for your body; compliance with the individual selection of conditions for the life of the organism; constant, conscious actualization of interest in life and people.

compliance with ergonomic requirements for the organization of their working time; ensuring a normal ecological environment; compliance with the diet; alternation of mental and physical work; recourse to prevention joy.

observance of moral norms of communication and rules of good taste; tolerance for shortcomings; respect for dissent.

test questions

An important condition for the rational use of the manager's working time is the planning of personal work. In the personal work plan, the manager determines:

• tasks facing the organization;
• issues that need to be addressed;
• officials who prepare the necessary information materials;
• deadlines for certain issues.

Separately, the content of the tasks that the manager will solve personally, the order of execution, coordination of efforts and the control system are formulated.

Drawing up such a plan is not difficult. The main thing is right choice forms of their participation in solving problems, organizing the interaction of individual performers and relationships with other organizations of the external environment.

The plan should clearly define the time for working with documents, receiving visitors, staying in structural divisions, participating in meetings of shareholders and labor collective, holding meetings with subordinates, etc. The development of such a plan creates a normal rhythm for the work of the management apparatus, ensures the order in which tasks are performed, and makes it possible to allocate time for creative work, innovation, and improvement of one's qualifications. Here, the manager can competently and in advance be engaged in the formulation and solution of strategic issues, and work productively.

If the manager does not have a personal work plan, then nervous circumstances are created in the organization's team, leading to poor-quality problem solving, increase psychological stress and reduce the effectiveness of managerial work.

The personal work plan of the manager consists of different periods:

• long-term - year, quarter;
• medium-term - a month;
• short-term - week, day.

The plan defines exactly when the work will be done and how long it will take to complete it. The work that the manager does personally

are divided into periodic recurring and suddenly arise.

Periodic work is repeated daily, weekly, monthly in a certain rhythm. These are the types of work:

• work with documents;
• meetings;
• reception of specialists and employees of the organization;
• reception of visitors;
• work in departments.

The timing of the periodic work must be determined precisely.

Jobs that are repeated are business trips, training, meetings and visits to other organizations. The time spent on their implementation is also planned accurately.

Works that arise suddenly cannot be foreseen in the plan. To do this, it is necessary to design in the plan a reserve of time for their implementation, and if it is not enough, then it is necessary to reduce the time spent on the planned work, transfer it to another time, or entrust their implementation to a responsible employee of the management apparatus.

Planning of personal work should be considered not only as drawing up the order of work. Here it is important to determine the time of their production, the start and end dates. At the same time, it is necessary to take into account all future types of work, to compare the time necessary for work with the planned time fund in the general budget of working time.

After drawing up the plan, it is necessary to show skill and perseverance in its implementation, to ensure the necessary control over the implementation of plans by other managerial links.

Control over the implementation of the personal work plan and tasks by the performers should be regular and consistent. This disciplines the manager himself and his subordinates, contributes to the efficient use of working time, and improves the quality of organization management.

Operational planning of the personal work of the manager is carried out weekly. This is a plan for "today", "tomorrow". Such a plan contains a "thematic" list of cases that must be resolved promptly within a certain period of time.

To facilitate operational planning, the manager develops a robot schedule. It establishes a clear schedule of working hours (day, week).

The manager's work plans and schedules must be coordinated with the plans and schedules of senior management and, in turn, be the basis for the development of lower-level plans or personal plans for subordinates.

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Manager's work planning

1. The role and importance of planning the personal work of a manager

The head is the central figure in the organization, the success of the entire management system and the organization as a whole depends on the effectiveness of his work. The functions of a manager are multifaceted, and his activities are under the constant influence of owners, senior management, subordinates, consumers, business partners, etc. In order to build his work efficiently and not have stress, a manager needs to use time economically and rationally, that is, plan his own work.

Working time planning is understood as compiling a list of current affairs with an indication of their approximate duration. Personal work planning is an integral part rational organization manager's work and is aimed at preparing for the implementation of goals and structuring time.

Time is one of the resources that is not updated. Its lack of performance of tasks leads to an unreasonable increase in the length of the working day, which in turn increases the workload and stress of the manager.

Just as an organization plans a strategy for its activities, each person must think about his future and not succumb to random events.

The practical significance of planning the personal work of a manager is as follows:

1. Promotes the development of purposefulness.

2. Is the link between setting a goal and achieving it.

3. Allows you to evaluate the practical possibilities of achieving goals.

4. Improves finding better and more effective ways to achieve goals.

5. Identifies and establishes areas of potential problems and unexpected consequences.

6. Provides a basis for costing and developing a budget, schedule.

7. Is the basis for monitoring the effectiveness of their work.

8. Helps reduce risk in decision making.

9. Increases satisfaction.

When planning, you need to answer the following questions:

· What should be done?

· When should it be done?

· Who will do it?

· Where will it be done?

· What does that require? And etc.

2. Features of labor planning manager

The process of planning the work of a leader should begin with the choice of personal goals, which involves three stages:

1. Determination of goals in personal and professional terms. Goals should be achievable, specific, consistent (if there are more than one), measurable and time-oriented.

2. Analysis of the possibilities of achieving the set goals. (their strengths and weaknesses, the necessary resources).

3. Clarification and specific formulation of goals.

In practice, time planning consists in its distribution by type of work. (Fig. 1)

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Fig 1. Scheme of the process of planning the personal work of a manager

At the first stage, the manager draws up a list of tasks that should be completed during the planning period. These can be: a task from a promising list of cases; tasks that were not completed in the past period; added other cases; assignments that come up periodically. The list of works should be made in writing.

At the same time, cases from an external initiative are first entered into the manager's personal work plan.

For example, in the list of tasks for the day, the following issues are displayed: holding meetings, receptions, a robot, with documentation, travel, control, telephone conversations, etc. At this stage, only an approximate ranking of tasks is enough, that is, their distribution according to the degree of importance or urgency.

The second stage: after compiling the list of works for the planning period, it is necessary to determine the time spent to complete each type of work.

Of course, this is a difficult task, since it is difficult for a manager to foresee what kind of time expenditure is needed but whether another job. Here, much depends on the complexity and singularity of the tasks to be solved, the experience and professionalism of the manager himself, and the qualifications management personnel and other factors. At the same time, the duration of a number of managerial actions can be estimated quite accurately. For example, managers pre-regulate the duration of the reception of visitors on personal matters, meetings, etc.

In general, the assessment of the necessary time expenditures will be approximate, which will need to be corrected during the implementation of tasks. At the same time, the establishment of the duration of work disciplines the manager, forces him to set time.

Third stage: since it is impossible to foresee what tasks will need to be completed during the planning period, you should reserve time for unforeseen cases.

At all work time The manager can be divided into three parts with the following distribution of time:

Cases are planned - 60% (based on an 8-hour working day, the planned activity should not exceed 5-6 hours a day);

Time reserve for unpredictable work - 20%;

The reserve of time for the creative activity of the manager and advanced training is 20%.

Therefore, the ratio between planned times and reserve should be 60:40.

Thanks to the established reserve of time, the manager has the opportunity during the planned period to adequately respond to possible complications in the process of implementing certain tasks, solve unpredictable cases, and engage in creativity.

The fourth stage: it is necessary to determine the working time fund of the planning period. Determining the planned time, you should leave from 5-6 hours. for a day. Thus, in the weekly plan for a five-day week, the total fund of working time will be 40 hours, and for solving planned targets - no more than 30 hours.

Fifth stage: before finally establishing a personal work plan, it is necessary to exercise control by comparing the time spent on the planned work, calculated at the second stage, with the working time fund.

If there is an excess of the necessary time expenditures over the fund of the planned period, it is necessary to revise the list of planned works. The manager should rank planned activities in terms of their importance and urgency, and eliminate secondary activities. Yes, not very urgent cases can be rescheduled for execution in the next period. You should also delegate part of the work to subordinates.

Sixth stage: the manager draws up a plan for personal work to be done. For convenience, such plans are recommended to be developed using time diaries, which display tasks, necessary actions, phone numbers, addresses, and other information.

Stage seven: making changes during the implementation of the plan (that is, making it flexible).

Practice shows that the planning of personal work does not require a significant amount of time from the manager. To draw up a plan, it is enough to spend 10-20 minutes at the end of the working day. But the benefits of planning personal work will exceed these costs.

Plans can be: long-term, medium-term and short-term. They must be consistent with each other. When drawing up short-term plans, the central most labor-intensive task of the period is determined, which must be solved. The daily work plan should include no more than 10 problems, of which no more than 3 are high-priority ones, the implementation of which should be started in the first place. Important as well as unpleasant things should be done in the morning so that they can be completed by the evening. Homogeneous tasks should be grouped in blocks, this saves time and does not "jump" from one problem to another.

In monthly plans, it is necessary to take into account your own biorhythms, critical days.

When planning time, it is necessary to identify key tasks and functions.

3. The choice of priority cases of the manager

To prioritize means to make decisions about which tasks to perform first and which are of secondary importance. This makes it possible to work only on really important and necessary tasks; focus on completing only one task; identify tasks that others can perform.

The selection of priority tasks can be carried out using:

the Pareto principle;

· ABC analysis method;

Eisenhower method.

The Pareto principle is that, within a given set, small parts are more important than their corresponding values. specific gravity in this set (ratio 80:20). For example: 20% of stocks of raw materials or goods account for 80% of its value; 20% of customers bring 80% of revenue. 20% of the labor spent on really important problems provides 80% of the result. The remaining 80% of labor costs for secondary problems account for only 20% of the RESULT. The Pareto principle INDICATES MANAGERS to the unequal importance of the tasks to be solved and aims at the priority of the implementation of important problems.

The ABC analysis method is based on the following regularities:

· The most important tasks (category A) account for approximately 15% of the total number of tasks that a manager performs. Their significance in terms of contribution to the achievement of the goal is approximately 65% ​​(65% of the time should be spent on them and they should be performed directly by the manager);

Important tasks (category B) account for approximately 20% of the total number of tasks and also 20% of their significance in achieving the goal (20% of the planned time should be allocated for their implementation, if more is needed, you can delegate subordinates;

· Less important and non-essential tasks (category B) account for 65% of the total number of tasks, but their importance is estimated at only 15% (15% of the time should be allocated to perform such tasks. Almost all of them can be delegated).

The most difficult thing in the ABC analysis method is the choice of priorities, that is, the ranking of tasks by category.

US President D. Eisenhower divided tasks into two categories: importance and urgency. Depending on their level, there are 4 possibilities for their assessment and implementation:

1. Urgent and important matters. They require prompt execution personally by the manager.

2. Urgent but less important things. It should be delegated whenever possible (there are competent subordinates whom the manager trusts).

3. Less urgent but important things. Should be kept under control, fully or partially entrusted to others.

4. Less urgent and less important. D. Eisenhower believed that they should not be carried out even by subordinates.

4. Delegation of authority in the activities of the manager

In management theory, the “golden rule” is generally recognized, the essence of which is this: the most important ability of a manager is to get results through his employees. To the extent that he skillfully delegates his powers to the executors, he leads effectively. The more and more often the manager uses this method, the more optimal is the organization of the implementation as a whole. The delegation of authority to employees psychologically provides for the unity of trust and exactingness - the basic principle that "works" for the organization of the "communicative space": by trusting, the manager provides employees with the opportunity to make the most of their experience, knowledge and abilities in the performance of tasks, and by demanding, he increases the responsibility of employees for their quality, volume and timing.

Thus, a clear and justified distribution of duties, rights and responsibilities is the most important prerequisite for the effective activity of a manager. office hours manager

Delegation is the transfer to a subordinate to perform tasks or activities from the scope of the leader.

Delegation is necessary because the manager does not have enough time to effectively complete the tasks assigned to him. Therefore, it is no coincidence that the ability to delegate tasks and powers is considered as one of the most important qualities of a manager.

In order to understand the essence of the delegation method, it is important to understand its advantages and disadvantages (Table 1).

Table 1. Advantages and disadvantages of the method of delegation of authority from the point of view of a manager

Not all duties and rights are subject to delegation, but only that part of them that is not the prerogative (exclusive right) of the manager (for example, issuing orders, signing some reporting documents, etc.). The current legislative and regulations a list of duties and rights of senior managers that cannot be delegated is defined.

Delegation of authority provides for the strengthening of the role of monitoring the implementation of the task. The more the manager transfers (delegates) most of his duties and rights to other persons, the more complete, more reliable and more timely information should be about how these persons perform their duties and use the rights granted to them. Therefore, the control system should provide for a constant and operational information the manager on the progress of the employee's performance of delegated duties and the use of rights.

It should be emphasized that the delegation of authority is for the most part clearly subjective. Indeed, each manager assesses the capabilities and aspirations of his subordinates in his own way and, in accordance with this personal assessment, grants them certain powers.

It is most appropriate to use delegation in such situations:

The manager sees and understands what the subordinate can accomplish certain work better;

Employment does not give the manager the opportunity to solve problems himself;

The manager tries to promote the growth of the professional skills of subordinates; The manager needs to free up time for other tasks. The implementation of the delegation of authority principle has the following advantages:

Increase efficiency and improve quality management decisions, since they are accepted by those employees who have the greatest competence, more complete and reliable information;

Subordinates develop initiative, enterprise, a desire to work independently, they try to master the skills of creative activity;

The manager is released from the performance of secondary, routine work;

The scope of functions and tasks performed by the enterprise is expanding.

Such functions and activities of a manager as:

Goal setting;

Making decisions;

Control of results;

Forward planning;

Employee management;

Tasks of particular importance;

Tasks of high risk measure;

Unusual, exceptional cases;

Actual, urgent matters, when there is no time for explanation, rechecking;

Tasks of a strictly confidential nature;

Final definition of the organizational structure of the enterprise;

Final decisions regarding the directions of financial, personnel and social policy;

Decision regarding the concept of marketing.

The application of the delegation of authority method provides for the creation of certain organizational prerequisites, which together ensure its effect in the implementation of management decisions. The situations in which it is possible and in which it is not advisable to delegate authority are shown in the table.

Table 2. Delegation conditions

The practical implementation of the principle of delegation of authority can be carried out in the following areas:

1. Redistribution of functions between members of the management of the enterprise, that is, between the manager and his deputies. The main goal is to release the manager from participating in the consideration and resolution of issues that his deputies can consider and resolve.

2. The transfer of part of their functions and rights by members of the management of the enterprise to managers of linear and functional structural divisions. On the basis of the decisions made, the provision on subsections is corrected and supplemented, in particular those sections that define the duties and rights of their managers.

3. Redistribution of functions between members of the enterprise administration, that is, line and functional managers, their deputies, on the one hand, and responsible executors, on the other. To do this, specify the job descriptions of employees.

4. Temporary granting to an employee of certain rights to perform a specific range of work, solve a task, etc.

5. Encouraging employees who, in the course of performing their job duties and manager's instructions, discover initiative, independently resolve the issue, expand their functions, take responsibility for carrying out work and operations that were not previously envisaged.

6. Introduction of a procedure in which a person authorized by him can represent a manager at a meeting.

7. Granting the right to managers of subdivisions and responsible executors within their competence, which is limited job descriptions, make appropriate decisions and sign documents that go beyond the enterprise (correspondence on behalf of the enterprise).

In management practice, the method of delegation of authority is often simplified to the limit: the worker is simply “dumped” with the task. If he can do it, then he can. But that doesn't mean it can at all. This is how the wrong understanding of delegating authority to employees with a focus on the end result by any means is consolidated: subtle organizational and psychological preparation for the implementation of managerial decisions is replaced by the arrogance and aggressiveness of "cool" leaders.

Our practice, as a rule, mainly indicates that the manager is focused only on the delegation of work, often forgetting about other elements. With this form of delegation, the manager is responsible for the actions of his employees, since he himself makes all the necessary decisions and, according to his desire, can interfere in the work process and the decision-making process (especially with an authoritarian leadership style).

In contrast to the traditional delegation of work, delegation of responsibility is a management principle by which, in the course of day-to-day production activities increased initiative individual works nicknames.

Responsibility can only be borne if there is an opportunity to act and decide independently.

You need to remember and understand that being responsible means being responsible for all your actions, that is, being held accountable.

The distinguishing feature of true delegation of responsibility is that the manager is only held accountable if the errors are predetermined by his inability to lead. Real personal responsibility can only be when both the employee and the manager can influence the relevant events.

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Self-management technologies

Self-management is the ability of a leader to rationally and effectively organize his life. This is a technique of personal work of a manager, because if he does not know how to manage himself, he will not be able to manage others.

Self-management technologies involve the following activities:

1. Analysis of their managerial qualities and their adjustment with the help of trainings.

2. Planning your life.

3. Manage your time.

4. Rational organization of your working day and workplace.

5. Work with the secretary.

6. Implementation of managerial communication skills.

7. Holding meetings, meetings, negotiations.

8. Ability to talk on the phone.

9. Reception of visitors.

10. Work with correspondence.

11. Possession of techniques for the development of intelligence, memory, fast reading.

12. Possession of auto-training.

13. Conflict management, stress management, etc.

The analysis of one's managerial qualities involves self-assessment of the manager. Self-assessment is carried out using the following methods:

1. Tests on the basis of which you can evaluate yourself.

2. Correlating yourself with the type of personality (I am a melancholic, introvert, intuitive ...).

3. Evaluation of personal results.

4. External evaluation (colleagues, manager, subordinates, friends, etc.).

Technologies for planning and organizing the life of a manager

Planning your own life

For the leader important aspect is planning your career and life path in general. Everyone strives for normal healthy activities, and therefore planning your life should be a natural thing. At the same time, goals are defined that become guidelines for future activities. The purpose of life planning is to find the most appropriate ways to arrange it.

Planning areas your life can be grouped as follows:

1. My life as a person, personal development.

2. Family relationships.

3. Working life.

4. Career.

5. Health.

6. Relationships with friends.

7. Hobbies, leisure.

8. Financial situation.

9. Self-improvement, study.

All planning objects are interconnected and they need to be planned in a complex.

Planning stages:

1. Goal setting (what do I want?)

2. Situational analysis (what can I do)

3. Planning itself (what should I do?)

Planning scope: from lifelong plans to plans for the next day.

Planning rules:

1. Rule 80:20 (principle of V. Pareto). The Italian economist Vilfredo Pareto formulated the 80:20 principle, which states that small parts are much more important than their relative weight in the group. Transferring this principle to work situation manager means that in the process of work for the first 20% of the time (costs) 80% of the results (output) are achieved. The remaining 80% of the time spent brings only 20% of the total. Therefore, the motto of planning is: “First a few vital problems, and only then - numerous “minor”.

2.Rule 60:40: reserve time in reserve in the ratio of 60:40. (With a 10-hour working day, you can plan only 6 hours). When planning time, the ratio is set to 60:20:20:

a. 60% of working time - planned (strictly regulated) activity;

b. 20% - for unforeseen activity (reserve time for unplanned things);

c. 20% - managerial activities (creativity, spontaneous actions, etc.).

3. Highlight urgent and important tasks. (ABS - planning). Deciding on priorities (what to do first, what to do later, and what can be delegated and controlled). Prioritizing not only saves a lot of time, but also allows you to highlight the most significant cases from a very large list. all kinds activities and tasks for the day, to concentrate as much as possible on the most important.

Tasks A - (15%) - very important, having the greatest significance, they are not subject to reassignment.

Tasks B - (20%) - important, essential, can be delegated to other persons. Control is required.

Tasks B - (65%) - insignificant, routine, in any case, must be performed by other subordinates (correspondence, preliminary coordination, and similar activities).

4. Fixing plans. Fixing plans has the effect of self-motivation, allows you to systematize plans, build them according to priorities, transfer what has not been done to the next deadline .

5. Evaluation of the performance of shares(put in the approximate time for each item in the daily plan) .

6. Control and transfer of undone(rationalizing the plan of the day, reviewing the importance of cases, etc.).

7. Use of time diaries. These can be diaries, notepads, tear-off and loose-leaf calendars, organizers, etc. Technical means of planning are also possible: electronic notebooks, cell phones, office planning tools (electronic secretary), etc.

8. Use of bureaugraphy. These are icons, symbols, abbreviations that help to fix, compare, analyze and remember what is planned.

Planning techniques (methods):

1. use technical means(electronic notebook, electronic secretary);

2. "elephant technique" (dividing a large task into a number of small ones);

3. optimization of time costs (photo of the working day, timing of work operations, use of the “time trap” technique).

Time Trap Reception(according to L. Seivert): it is necessary to analyze the listed interferences that are present in your work and reduce the efficiency and productivity of labor. By removing at least 5 of these interferences, you can increase your productivity.

1. Fuzzy goal setting

2. Lack of priorities in business

3. Trying to do too much at once

4. Lack of full understanding of upcoming cases

5. Poor day planning

6. Personal disorganization, littered desk

7. Excessive reading

8. Poor dossier system

9. Lack of motivation

10. Dislike of work

11. Long search for records, addresses, phone numbers, etc.

12. Lack of division of labor

13. Distracting calls

14. Unscheduled visitors

15. Inability to refuse, inability to say "no"

16. Incomplete, belated information

17. Low self-discipline

18. Inability to bring things to an end

19. Lack of preparedness for conversations

20. Excessive sociability, contact

21. Distractions, noise, interference

22. Long waits for scheduled appointments

23. Long meetings

24. Lack of communications

25. Too rare reassignment (delegation)

26. Insufficient control over reassignment

27. Postponement Syndrome

28. Desire to know all the facts

29. Haste, impatience

30. Excessive business records

31. Chatter on private topics

32. "Empty" reading

33. Entertainment (TV, hobbies, guests, visits, etc.)

3.2.2. Time Management

Time cannot be multiplied, added, accumulated, bought, borrowed. It can only be rationally used, saved. The success of any employee, and especially the leader, depends on the ability to do this. To cope with such a task, you need to know exactly what time is spent on and do everything as quickly as possible.

Diagnosis of working time. The first step towards success in saving and rational use of working time is its "inventory", carried out with the help of timing and photography.

Timing is understood as the observation and measurement of the expenditure of working time on the implementation of individual repetitive elements of the operation or on the operation as a whole.

Photographing of the working day occurs by observing and measuring all, without exception, useful costs and losses of time throughout the day or any part of it two or three times a year for two to three weeks, both in the form of self-photography and with the participation of special people - raters, craftsmen, etc.

As a result of the work done, two tables are compiled, one of which reflects the time spent in minutes for each type of work and the timing of their implementation; in the second - the loss of time, their causes, specific perpetrators, the period when they took place.

Identification of activities for which time is wasted (as studies show, such activities can be up to 25%); which can (perhaps with great success) be performed by others; who take time from others is called time diagnostics.

In the process of analysis, it is determined which factors cause the greatest loss of time and are, in this sense, the most "expensive": visits, meetings, telephone conversations, visitors, subordinates, etc. Their identification allows you to look for ways to change the structure of time spending, which would be most conducive to achieving the goals of the organization, and curb the most malicious time thieves.

Experience shows that if in one case out of ten the work of the leader was not required, it means that he does not trust his subordinates enough; if in one case out of ten the moment of the start of work was determined spontaneously or more time was spent on it than envisaged by the standards, planning is poorly organized in the organization.

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; he has to put up to 20 thousand signatures a year, spending about three weeks on this. It is estimated that in business correspondence the volume of unnecessary information reaches 15 - 20%, and through all channels from internal sources information comes in at 30%, and from outside - 40% more than required.

Main reasons for wasting time are:

ü fuzzy goal setting and prioritization, as a result of which people cannot correctly navigate the situation, and therefore take on either too much or too little work, drowning in trifles;

ü unsatisfactory organization of planning, as a result of which the manager cannot cope with the distribution of time to perform certain tasks, or even simply does not know how to approach them;

ü weak organization and discipline of subordinates, leading to repeated redoing of the same work;

ü lack of necessary information for decision-making, as a result of which they have to be constantly postponed;

ü indecisiveness of the head, inability to work with partners, subordinates, visitors, phone calls, hold meetings and conferences.

Time management is carried out primarily by time planning. Plans can be long-term, medium-term and short-term.

Long-term plans are those that cover a period of more than 1 year. Medium-term plans include annual ones, fixing the distribution of time for solving large, but more specific tasks. Short-term plans for the use of working time, specifying the medium-term, include quarterly, monthly, ten-day (weekly), daily, each of which details the previous one.

In monthly plans, the time spent on each type of activity, including the necessary reserves, is already provided in hours. The ten-day (weekly) plans reflect all the cases without exception and the time required to complete them. If a standing problem is not solved within the specified period, another person starts working with it.

But the most important plan is the day one. It includes no more than a dozen problems, including no more than three primary ones, which are being worked on first. They, as well as the most unpleasant cases, are planned for the morning hours, so that they can be completed by the evening. Homogeneous tasks are grouped in blocks in the daily work plan, which allows you not to move from one problem to another and thus save time.

At the same time, mandatory breaks are provided in the daily plan, taking into account both the general working capacity of a person and the time that has elapsed since the beginning of the working day. The more time has passed, the faster the fatigue increases, which affects the efficiency of the manager and specialist.

When drawing up daily plans for the use of time, the features of individual biorhythms are necessarily taken into account in such a way that the most difficult tasks fall on the “peak” of working capacity. In the so-called "larks" it falls on the morning hours; usually active in the middle of the working day; and "owls" - in the evening. However, one should not confuse biorhythm with the process of increasing physical fatigue, which, of course, is minimal in the morning and after a fairly long break.

Knowing all this allows you to most rationally distribute difficult and easy, simple and complex, responsible and irresponsible, stressful and non-stressful tasks within the framework of the working day and alternate them as necessary in accordance with fluctuations in working capacity.

Like all others, daily time plans are drawn up in writing, because in this way the affairs laid down in them are more difficult to ignore. In addition, records unload memory, discipline, allow you to more clearly distribute work, make it more focused. Records also make it easier to monitor the implementation of plans and evaluate their results.

Drawing up a daily plan begins the night before and takes place in several stages. First, its tasks are formulated, which include those transferred from the monthly and weekly (ten-day) plans; carried over from the previous day's plan, unresolved to date, planned in advance due to recurrence; that may arise suddenly. The time spent on them is determined taking into account the possible way to solve them. The daily plan includes "windows" in case of need to deal with unexpected problems and ten-minute breaks after each hour of work.

Then the priority of the tasks is specified again; those of them are singled out for which it is time to decisively take on, and it is specified which of the subordinates can be entrusted with what.

In the morning, the daily plan drawn up the day before is once again refined by the manager together with the referent or secretary in order to take into account new circumstances that suddenly appeared, for example, documents received overnight.

Like any other, the daily time plan needs to be flexible. Only issues related to inviting people are strictly regulated, for example, meetings, receiving visitors, etc.

All time plans are regularly monitored to ensure that they include really important and necessary tasks; whether the actual time spent corresponds to what was planned; whether the burden on performers is rational; why was time wasted; whether more could have been done, etc.

Topic: Planning for the personal work of a manager

4.1. The role and importance of planning a manager's personal work.

4.2. Features of planning the personal work of a manager.

4.1. THE ROLE AND SIGNIFICANCE OF PLANNING THE PERSONAL WORK OF THE MANAGER

The head is the central figure of the management apparatus, the successful work of the management system and the enterprise as a whole depends on the effectiveness of his work. The head acts on the basis of the principle of unity of command, endowed with broad powers and rights, but at the same time is responsible for the results of the enterprise. The functions of the manager are multifaceted: general management of the enterprise, coordination of the actions of subsections and services, work with personnel, determination of goals and objectives of activities, decision-making, representation of the enterprise in relations with other organizations, control over the actions of performers, etc. The implementation of the above functions requires high business and personal qualities.

Important qualities of a manager is the ability to respond to changes that occur at the enterprise and posture them, often under conditions of lack of information and time. In this regard, there is a risk of erroneous decisions.

Managers operate under conditions when they constantly feel the pressure of owners, top managers, subordinates, consumers, business partners, etc. As a result, many managers experience stress, which negatively affects their work efficiency.

The reason for the unsatisfactory work of many leaders, especially beginners, is the inability to manage time. Such managers strive to complete all tasks on their own, to be in time for all meetings, to receive all visitors, to delve deeply into all issues of the enterprise. They are the first to arrive at work and the last to leave. At the same time, many things remain unfinished. A leader who does not know how to manage time is unable to see the perspective of everyday worries. Ultimately, the effectiveness of his work is minimal, there is a feeling of dissatisfaction with himself, subordinates, self-doubt. The reason for this is the inability to plan work.

For a manager who has a lack of time to solve production, financial, social and other problems, typical:

Planlessness in the use of working time and poor development of key areas of activity;

Nervousness, haste and confusion in actions;

Impatience in making decisions and in dealing with equals in rank and with subordinates;

Insufficient level of division of managerial labor in subdivisions and a low degree of delegation of functions and responsibilities to subordinates;

Lack of order in the workplace;

Redundancy and unsystematic work with documents and correspondence that comes;

Using the principle "what I did not have time at work - I will finish at home." Domestic research, during which the main

reasons for the overload of top and middle managers and the reasons for not effective use working hours showed the following results (in order of their importance):

Insufficient qualification of managerial personnel - 66%;

Disorganization of information - 50%;

Low level of labor mechanization in management - 50%;

Disorganization of production processes -32%;

fuzzy division of rights and obligations - 30%;

A large number of meetings -28%.

An analysis of the use of working time by domestic leaders indicates the following: the duration of working time exceeds the norm by 3 hours, while useful employment is only 5-6 hours; deputy directors will "process" for 2-3 hours, and useful employment, respectively, is 5 and 6 hours. Heads of subsections use time in much the same way as the main specialists. When it comes to useful employment, we mean a list of jobs, activities, decision-making, etc., which are within the competence of only these managers.

Time is one of the resources that is not renewable. The lack of time to complete the assigned tasks leads to an artificial lengthening of the working day, its irrational use. Lack of time is the result of a lack of clarity, planning and organization of the work of managers. It has been established that an unforeseen three-minute telephone conversation often leads to a loss of 15-20 minutes, which is necessary in order to concentrate again and resume initial performance.

The ability to prudently and rationally use working time, constantly improve the process of its planning is a sign of an organized leader. Working time planning is quite often understood as a simple list of current affairs for the next day. Considering only the list of jobs and not knowing their duration, in practice, at best, they are limited to an attempt to estimate the volume of future employment without analyzing the time budget. But accounting for the expenditure of working time from all types of work makes it possible to get a complete picture of the load.

The problem of effective use of working time and its planning is relevant for managers of any level.

For leaders of the highest organizational level - the chairman of the board, the president, the vice president of the corporation, a very intense rhythm and a huge amount of work are inherent, which are predetermined by the peculiarity of tasks, changes in the external and internal environment of the organization. A leader of this level cannot be sure of the correctness of the decision made, since the organization continues to operate, and the external and internal environment continues to change, that is, there is always a risk of making mistakes. The studies carried out have shown that work week senior management lasts 60-80 hours a week and is spent on:

Scheduled meetings, meetings - 50%.

Unscheduled meetings - 10%.

Work from documents - 22 %.

trips, surveys - 3%.

Talking on the phone - 6%.

Middle managers, who are responsible for the day-to-day running of the organization, act as a buffer between top and bottom managers. They prepare the information on which top management decisions are based and give orders to you. competitive tasks for grassroots line managers and specialists.

Some studies show that mid-level managers spend about 89% of their time communicating with their subordinates and employees. There is another idea, according to which the average manager only remains alone up to 34% of his working time.

Describing the work of low-level managers, it should be noted that their work is intense and filled with frequent breaks, transitions from solving one problem to another. The average duration of one task is about 48 seconds.

The turnaround time for decisions is also short. They almost always sell out in less than two weeks.

In the United States, more than a thousand senior and middle managers were interviewed. The result turned out to be this: out of every hundred managers, only one has enough working time to resolve all issues; ten need 10% more time, forty need 25% more time, and others need 50% more time.

Time efficiency does not mean that the working day is pre-booked to the last minute. Such efficiency in terms of flexible and mobile work would be absurd. At the same time, efficiency does not mean "squeezing the sweat." On the contrary, efficiency is associated with continuity, which allows a planned start in the use of time and provides an opportunity to relax after work, gather strength for the successful continuation of activities.

It is necessary to plan the personal working time of the head in the same way as all other activities of the organization and its resources.

Planning designed to ensure rational use most valuable resource - time. The better the allocated (that is, planned) time, the better it can be used in the personal and professional interests of the leader. Planning as an integral part of the rational organization of the manager's personal labor means preparation for the implementation of goals and the structuring of time. Planning daily work, medium- and long-term tasks and results allows not only rational use of time, but also to achieve success and be self-confident.

Just as an organization plans its strategy, each person must think ahead and not give in to

the course of events.

The main advantage of work scheduling is that it results in significant time savings overall.

There is an optimum time spent on planning, after which a subsequent increase in planning time becomes ineffective from the total planning period (year, month, week, day). This optimum should be no more than 1%.

The successful operation of the organization is possible only on the condition that planning in it is carried out purposefully. However, the leadership of many organizations, due to excessive self-confidence, does not pay due attention to the development of the plan and therefore is forced to resort to "strong-willed" management, which leads to an emergency mode of work and, ultimately, to an underestimated quality of the result. The goals of such leaders tend to change daily, and their way of working clearly demonstrates how not to implement the plan.

If there is confidence that the problem is well understood and simple enough to be solved without the use of formal planning methods, then this circumstance justifies the desire to save time on planning and use it for organization and coordination. Therefore, some organizations can achieve a certain level of success without much formal planning effort. Moreover, it is only planning and the plan itself that does not guarantee success. However, formal planning can create a number of valuable and essential factors for the success of an organization.

The practical significance of planning the personal work of a manager is as follows:

1. If a set of works solves a specific problem and is aimed at the ultimate goals of management activities, then well-developed plans ensure their achievement. Planning determines what, who, when, where, how, how much and why is needed to achieve a given goal. Thus, it is a means of creating a link between goal setting and a more complete plan for its implementation.

2. Planning allows you to assess the practical possibilities of achieving goals. It is the only means of formally predicting future problems and opportunities.

3. Planning makes it easier to find better and more efficient ways to achieve the organization's goals.

4. Planning discovers and establishes areas of potential problems, unexpected consequences.

5. Planning provides the basis for cost estimation and budgeting, calendar plans and resources.

6. Planning is the basis for control. For control to be effective, it must be closely linked to planning. Such coordination is very important for ensuring the effectiveness of the management process as a whole. An effective quantitative method for its implementation is scheduling, scheduling and budgeting.

7. Planning helps determine the right working interactions and relationships. Since it serves to form goals, it helps to create a unity of common goals within the organization.

8. Planning allows you to foresee the circumstances that should be taken into account when achieving goals. Formal planning helps reduce risk in the decision-making process.

There are the following components of planning.

The first component planning is to increase the scale of tasks, their complexity. Each work performed contributes its particle to the solution of the problem, and the solution of each task - to the achievement of the organization's goals. The plan concentrates all the decisions made regarding the achievement of these goals. When planning, we try to answer the following questions:

What should be done?

When will it be done?

Who will do it?

Where will it be done?

What does that require? but others

Complexity gives rise to the need for specialization, and since each specialist "speaks his own language", is responsible for his own area of ​​the organization's life, has his own point of view, then specialization can lead to a violation of coordinated actions. Therefore, it is necessary to unite the opinions of all specialists in order to coordinate their actions to achieve the goals of the organization.

Second component planning is the growing importance of time. If an enterprise is going to start producing some products ahead of competitors, then it must be wetted within the appropriate time frame provided for in the plans.

third component planning is a resource constraint. The plan must be designed in such a way that the use of limited resources is optimal and that resources can be maneuvered.

Fourth component. Costs, capital investments and their profitability play an important role. The project is unproductive until the output is realized. Therefore, it is necessary to foresee all ways of the earliest possible profit. This circumstance once again emphasizes the need for strict observance of the plan.

Fifth component. As a result of the complication of economic tasks, production costs through rising prices and the unpredictability of the economic situation, the element of risk in the implementation of the organization's goals also increases. Therefore, the condition for financing the plan for the implementation of the organization's goals is not just a plan, but a plan that can be implemented.

Sixth component. The process of implementing the plan, and therefore the achievement of the goals of the organization, is influenced by diverse components. In this case, you must first prevent undesirable consequences of the situation that has changed. Such planning is used to make decisions in any unforeseen situation. It is worth emphasizing that a change in the plan and an analysis of the consequences of such changes are possible only if the plan itself exists. Therefore, planning the implementation of the goals of the organization, we lay the foundation for control and management.

Seventh component. Achieving the goals of the organization depends on the contribution of everyone. Planning provides unity of purpose for the members of the organization, increasing the efficiency of their work, which leads to an increase in labor productivity. Therefore, planning is essential for increasing labor productivity.

And finally, the eighth component, which makes planning extremely important, is the constant change in the composition of the performers, as well as the change in leadership. The existence of the plan provides continuity in the work from the implementation of the goals of the organization.

The value of planning and the plan itself is found in the process of its implementation. Progress in the implementation of the plan should be compared with the planned goals, against which they are corrected | deviations (schedules, cost, budget, etc.). If the correction of the plan cannot bring its parameters in line with the intended one, then such a plan must be revised. The parameters of the plan (schedules, resources, budget) are met by having controls that are just as (if not more) important than the original plan.

4.2. FEATURES OF PLANNING THE MANAGER'S PERSONAL WORK

As you know, any activity must have a goal and be carried out according to a previously drawn up plan. This fully applies to the work of the manager. As a function of management planning is to set goals and identify ways to achieve them.

Therefore, the process of planning the manager's work should begin with the choice of personal goals by the manager.

A goal is what one strives for, a landmark that is intended to be achieved. It determines the end result. It is necessary to realize that here we mean not what we do, but what we do it for. A goal is a kind of challenge that prompts action; this is a specific state of certain characteristics of the organization, the achievement of which is desirable and the achievement of which is the directed activity of this organization. Even the best way work is in vain if we do not first clearly define what we want. In turn, to set these goals, you need to think about the future. The goal makes it clear in which direction you need to move. The importance of goals is very difficult to overestimate. Goals are the starting point for planning activities, goals underlie the construction of organizational relationships, the motivation system used in the organization is based on goals, in addition, goals are the starting point in the process of monitoring and evaluating the results of the work of individual employees, subdivisions and the organization as a whole.

Goal setting is the conscious performance of one's actions to achieve it. Goal setting is an ongoing process, since in the course of the manager's activities it may become clear that certain parameters have changed, which leads to the need to change the goal. It is in the setting of goals that the foundations of the enterprise and its successful future lie. If a manager has a conscious goal, then all the unconscious forces of the manager are directed there, that is, goals serve to concentrate forces in important areas.

The objectives of the manager must meet the following requirements:

1. Goals must be achievable.

Usually, targets should contain a specific call to the manager. Goals may not be easy enough to achieve. But they also cannot be unrealistic, such that they go beyond the limits of the manager. Unrealistic goals lead to demotivation to the manager and loss of direction, which has a very negative impact on the organization's activities.

2. Specific and measurable goals.

3. Targets must have a specific time horizon.

Goals must be achieved within strict deadlines. Violation of these deadlines can be considered as a failure to meet the established goals.

4. Inconsistency of goals (goals must be consistent with each other).

The process of setting personal goals for a manager includes; stages:

1. Definition of goals.

First of all, the leader must determine what he wants to achieve personally and professionally.

2. Analysis of the possibilities of achieving the established goals.

At this stage, you should analyze your strengths and weaknesses, which may facilitate or complicate the achievement of goals, as well as the correspondence between goals and available resources. For example, the manager puts professional goal take the position of vice president of the company from foreign economic activity. However, it requires compulsory knowledge of a foreign language. The leader must determine what resources he has (hourly, material, language skills) to achieve the goal.

3. Clarification and specific formulation of goals. For subsequent planning, it is necessary to leave only real ones to achieve the goal. They must also be clearly articulated and have an hourly characteristic. It is proposed to install a long-| (life), medium (up to 5 years) and short-term (up to 1 year) goals. After setting goals, start your own planning

works. It is difficult or impossible for a manager to draw up concrete plans for a more or less long period, since under the influence of various unforeseen factors they will have to be constantly reviewed. Therefore, in practice, as a rule, they are limited to developing a personal work plan for the day, week, month. Moreover, the plan for the month is often made up of non-detailed, noting in it only urgent and most important things.

In practice, time planning consists in dividing it by type of work. The generalized division of time is regulated with the help of the daily routine, which is built taking into account the daily routine of the top management, takes into account the frequency of performing individual work, coordinates them. It must be borne in mind that with an increase in the level of management, the time spent on managing the core activity decreases, and the time for administrative, organizational work, representation, and the solution of social problems increases.

The process of developing a manager's personal work plan is proposed to be carried out according to the scheme shown in Fig. 4.1.

Fig.4.1 - Scheme of the process of planning the personal work of a manager

At the first stage The manager draws up a list of tasks to be completed during the planning period. These can be tasks from a prospective list of cases not completed in the past period, other cases have been added, tasks that periodically arise. The list of works should be made in writing.

For example, in the list of cases for the day, the following issues are displayed: holding meetings, receptions, working with documentation, travel, control, telephone conversations, etc. At this stage, only an approximate ranking of tasks is enough, that is, dividing them according to the degree of importance or urgency.

Second phase: after compiling the list of works for the planned period, it is necessary to determine the time required to complete each type of work.

Of course, this is a difficult task, since it is difficult for the manager to foresee in advance what other work needs to spend time on. Here, much depends on the complexity and singularity of the tasks to be solved, the experience and professionalism of the manager himself, the qualifications of the managerial staff, and other factors. At the same time, the duration of a number of managerial actions can be estimated quite accurately. For example, managers pre-regulate the duration of the reception of visitors on personal issues, meetings, etc.

In general, the assessment of the necessary time expenditures will be approximate, which will need to be corrected during the implementation of tasks. At the same time, the establishment of the duration of the performance of work disciplines the manager, forces him to conclude within the prescribed period.

Third stage: since it is impossible to foresee which tasks will need to be completed during the planning period, you should reserve time for unforeseen cases.

In general, the working time of the manager can be divided into three parts with the following division of time:

Planned cases - 60%. Based on an 8-hour working day, the planned activity should not exceed 5-6 hours ..;

Time reserve for unforeseen work - 20%;

The reserve of time for the creative activity of the head is 20%.

Therefore, the ratio between planned time and reserve should be 60:40.

Fourth stage: it is necessary to determine the working time fund of the planned period. Determining the planned time, you should leave from 5-6 o'clock |. for a day. Thus, in the weekly plan for a five-day week, the total fund of working time will be 40 hours, and for solving planned targets - no more than 30 | hour|.

Fifth stage: before finally establishing a plan for personal work, it is necessary to carry out control by comparing the time spent on the execution of planned work calculated at the second stage with the fund of working time.

If there is an excess of the necessary time expenditures over the fund of the planned period, it is necessary to revise the list of planned works. The next manager should rank the planned work in terms of their importance and urgency and remove secondary actions. Yes, not very urgent cases can be rescheduled for execution in the next period. You should also delegate part of the work to subordinates.

Sixth stage: The manager draws up a personal work plan for implementation. For convenience, such plans are recommended to be developed using time diaries, which display tasks, necessary actions, phone numbers, addresses and other information.

Thanks to the established reserve of time, the manager has the opportunity, during the planned period, to adequately respond to possible complications in the process of implementing certain tasks, solve unforeseen cases, and engage in creativity. Practice shows that the planning of personal work does not require a significant amount of time from the manager. To draw up a plan, it is enough to spend 10-20 minutes at the end of the working day. Instead, the benefits of personal work planning will outweigh these costs. In particular, the rational planning of the manager's personal work makes it possible to make a plan for the next day, clearly present the task, streamline work throughout the day, overcome forgetfulness, focus on the most important tasks, self-discipline during tasks, give a sense of success at the end of the working day, increase satisfaction. and motivation and generally contributes to work efficiency.

The planning of the manager's working time should be carried out taking into account the rational order of problems that need to be solved. First you need to plan things:

With a fixed deadline;

Those that require a significant investment of time;

Unpleasant things, the postponement of which is undesirable. Next, routine work and the implementation of everyday tasks are planned.

responsibilities. The third place is given to secondary and episodic matters (for example, reading current correspondence, going around workplaces).

In any case, when planning, an exact deadline for completing the work is set. If it cannot be completed within the specified time, the plan provides for the possibility of postponing it to a later period.

The prerequisites for planning time are its careful documentation and control over its use, which allows you to have an accurate idea of ​​it, better distribute it for the implementation of certain works, as well as coordinate your actions with subordinates and colleagues.

In practice, there are several uses for plans:

1) long-term plans, with the help of which time is allocated for the implementation of significant life goals that require many years, and in some cases decades (getting an education, promotion to a certain position, etc.);

2) medium-term plans, which include annual ones; they fix the division of time into solving more specific tasks; primarily of a production nature;

3) short-term plans (quarterly, monthly, ten-day, weekly, daily), which detail medium-term plans. In monthly plans, the time spent on each type of activity, including the necessary reserves, is provided in hours; ten-day (weekly) displays all cases without exception and the time required to complete them.

When drawing up short-term plans, the central, most labor-intensive problem of the period is determined, which must be solved within its framework; tasks that go beyond its boundaries and tasks that need to be addressed; possible difficulties.

Monthly plans should take into account critical days and personal biorhythms - physical, emotional and intellectual, which are 23, 28 and 33 days, respectively. For the positive phases of these periods, cases are planned that require increased workloads.

Taking into account the principle of increased efficiency is also necessary in the daily plan. Most people have two of its peaks: from 9 to 13 and from 16 to 18 hours |. At this time, it is necessary to plan the most complex and responsible work.

The daily plan should include the solution of no more than 10 problems, in particular, no more than three paramount ones, work on which is carried out in the first place. The most important, as well as the most unpleasant, tasks are planned for the morning hours, so that they can be completed before the evening. Homogeneous tasks are grouped in blocks in the daily work plan. This allows you not to "jump" from one problem to another and thus save time.

Like everything else, daily time plans should be written down, as the things they have planned are harder to ignore. In addition, records unload memory, discipline, allow you to more clearly distribute work, make it more purposeful. Records also make it easier to monitor the implementation of plans and evaluate their results.

Drawing up a daily plan should begin the night before in several stages. First, its tasks are formulated, which include tasks transferred from the monthly and weekly (ten-day) plans; transitional from the plan of the previous day, not resolved by this moment; that are not pre-planned as a result of recurrence; that may suddenly arise. The time spent on them is determined taking into account the possible way to solve them. The daily plan includes "windows" in case of need to deal with unexpected problems and ten-minute breaks after each work time.

Then the priority of the tasks is specified again; those of them are singled out for which it is time to decisively undertake, and it is specified which of the subordinates can be entrusted with what.

In the morning, the daily plan drawn up the day before is once again refined by the manager together with the referent or secretary to take into account new circumstances that suddenly appeared (for example, documents that arrived overnight). Like any other, the daily time plan needs to be flexible; it strictly regulates only issues related to inviting people, for example, meetings, receiving visitors, etc.

Time planning helps to increase the efficiency of using the working day. It is believed that the latter is best started at the same time, since a person is a slave to his habits. This provides a good tone and allows you to actually implement the principle "a person is the master of work, and not a robot is the mistress of a person."

It is important that the manager starts his day earlier than his subordinates and, by the time they arrive at work, he can clarify the task and use measures to overcome difficulties. After that, the most difficult and unpleasant things are done, and in the second half of the day - easy ones. Such a sequence is predetermined not only by the increase in fatigue, but also by the fact that after dinner subordinates usually come with requests for help and clarification of certain issues. Therefore, in the second half it is better to do simple things, such as reviewing mail or solving problems that have appeared in the morning.

To save time, it is necessary to avoid impulse actions and not be distracted, if possible, by re-emerging problems that may need new actions. it is advisable to fix them and return to them later, which will allow them to complete what they started, and for them to "lie down" and take on clearer contours. Fixing material is also useful in case of sudden interruptions in work, as it allows you to quickly return to it.

It should be borne in mind that many activities in the work of a manager are repeated annually. Therefore, the secretary or the manager personally can submit a list of the following repeatable events for a day, a decade, a month:

General fees, meetings of the Board of Governors, etc.;

Current meetings from planning, ensuring control over the process of the enterprise;

Gathering of individual teams, workers;

Important exhibitions, fairs, conferences, symposiums, etc. Many days of the year are already busy. It costs

take into account in weekly and monthly planning. At the same time, it is important to decide at which event the manager will be present personally, and at which he can be replaced by a subordinate.

With an annual plan in place, you can start planning your work time over the next two months, which allows you to establish a nice overview of the work that goes from month to month. Similarly, a two-week plan with the date, time and deadline for the implementation of this or that activity is effective.

In the theory and practice of management, it is indicated that when planning time, it is advisable to use the method of identifying key areas ( key tasks, key functions). The manager must decide which key areas should be considered the most important for him in his work, personal life: family; emotional and physical state; friends, club, party; employees, subordinates; improvement of technology at the enterprise; financial results; the company's position in the market; state of organization in work and labor discipline; advanced training, etc. It is necessary to determine what the manager wants to achieve in each of the identified key areas during the week, month, year. In this regard, specific activities are planned.

A manager who does not think about time management measures gets into time trouble, which in turn causes the most severe mental stress, stress and dissatisfaction with the results of work.

In management practice, there are a number of factors in the activities of managers that negatively affect time management and regularity in work.

One of these factors is slowness - the main enemy of success in work. The reason for the slowness is bad habit manager to postpone things "later", as well as confuse important things with urgent ones. Usually, slowness in the work of a manager appears when he is faced with a case that is unpleasant or difficult for him, or, finally, gives rise to uncertainty.

The feeling of "nuisance" forces you to put a document or business paper in the bottom drawer of your desk in the hope that it will "manage" and that in the end you will not have to react at all.

A manager can often put off solving complex problems, not knowing how to approach them. His position in this situation is due to:

Fear of possible failure;

Fear of personal incompetence on the subject;

Fear of long hours of work;

Lack of attractiveness of work;

The ambiguity of the benefits that the robot will bring;

Lack of available information;

The conviction of the futility of work.

If the problem is unclear, the manager is at a loss and indecisiveness. The uncertain situation forces him to hold endless consultations, meetings, collect additional information, demand delays, and so on. However, time passes and the work may not be completed on time.

The systematic delays of the manager through delays on the road, the lack of clear records of the time of meetings, conversations, meetings with business people and their employees, through insufficient personal composure and punctuality at work negatively affect time management.

It should also be noted Negative influence on the efficiency of using working time of a factor related to insufficiently scientifically grounded equipment of the manager's workplace, in particular: furniture does not meet ergonomic requirements; insufficient lighting: workroom; annoying wall painting or trellis pattern; absence personal computer and other office equipment, weekly, calendar, telephone, intercom, etc. Complicating the situation is the low qualification of the secretary (referent, assistant), which negatively affects the productivity of the manager.

In order to manage working hours, the manager must adhere to the following rules for planning the working day: Rules for the beginning of the day:

Start the day with a positive attitude;

Have a good breakfast and without haste - to work;

Start work at the same time whenever possible;

Revisiting the plan of the day;

Coordinate the plan of the day with the secretary;

Having solved a relatively simple problem, create a good mood for yourself;

Take care of important and difficult tasks in the morning.

Rules regarding the course of the working day:

Fix deadlines for completing tasks;

Avoid actions that cause a backlash;

Reject additional urgent problems that arise;

Avoid unplanned impulse actions;

Take breaks in time and keep a measured pace of work;

Do small homogeneous things in series;

Use pauses between serious matters;

Allocate "for yourself" at least one hour of working time;

Control time and plans.

Rules for the end of the working day:

Finish what you started;

Exercise control over results and self-control;

Make a plan for the next day;

Go home in a good mood by identifying the most important positive event of the day.

Rationalization of time spent on regularly repeated work

By analyzing all his daily work and understanding the nature of each operation, the manager can find many ways to save time.

Systematic, daily, purposeful work in accordance with the schedule, a clear definition and conduct of meetings, meetings and sessions with detailed preparation of the issues discussed and resolved, their regulation |, rhythm can significantly reduce the time spent.

It is necessary to ensure that subordinates know the hours, days and times of reception, when and with whom they can resolve the issue in the absence of a leader.

Daily Practical activities manager should be aimed at improving the order and methods of work performed. The manager should analyze the typical pattern of his daily work and determine whether such a sequence is important for the results of its implementation. Is he wasting his first morning hours of work on tasks that are not urgent and important? Can he wait with the performance of the current work on duty until he completes some more important task? Has he developed the habit of preparing himself for all sorts of activities?

Classics of praxeology| rightly notes that the secret of beautiful improvisation is in beautiful preparation. Common practice confirms the vast majority of training in the development of any kind of improvement.

The manager needs to analyze whether he is captured by meetings, and especially in the first hours of work? Doesn't he spend them for a "tick" or for an indication from above? It should be remembered that weak leaders who have low business qualities show a special passion for meetings.

If the manager holds a business meeting for the purpose of collective discussion, development right decision and accelerate its implementation, it can be made effective and efficient by:

Clear preparation and proper organization of work;

Definition of a fairly specific range of issues to be resolved;

Invitation of the minimum number of really necessary workers;

establishing clear rules and effective measures to comply with them.

1. Have a previous thought on the subject under discussion.

2. Start the meeting at a clearly scheduled time, even if not everyone has shown up yet.

3. If there are absent employees responsible for the issues being considered, find out the reason for the absence and reschedule the meeting.

Have a proper conversation with them. If necessary, claim.

4. Lead the meeting confidently.

5. In a businesslike way, specifically formulate the purpose of it, propose a regulation, determine the total duration of the meeting.

6. Achieve efficiency during the discussion, direct disputes in the right direction, follow the rules.

7. Put the question before everyone specifically whether you offer to speak to an employee whose opinion is very important.

8. Speaking, be focused, take into account the composition, level and interests of the audience, control yourself.

9. Conclude the meeting with a debrief. Entrust the preparation of a solution or formulate a program of follow-up work on the problem.

Yu. Be sure to have a transcript or protocol of tape recording. Act in such a way that subordinates have an impression of the effectiveness and necessity of this meeting.

Rationalization of time spent on irregular and unforeseen work

It is advisable to include the time spent on short-term irregular work in the reserve of the work plan and schedule, without violating the execution of the planned work. Works that lead to disruption of the schedule for long time, it is expedient to carry out, wants them to be able to bring maximum results, for example, in the field of promising decisions, analysis of their own past activities, search for new ways to improve organization and management. At the same time, when adjusting the schedule of the previous or next day, it is recommended to assign less important tasks to the deputy and secretary. With a systematic overtime work conditioned by the increase in the task, the way out should be found in improving the organization of work, in a new division of functions, in improving the methods and techniques of work.