时间管理(T)

TIME MANAGEMENTOverview of the SessionThe aim of this session is to improve the ability of participants to manage their time effectively and achieve their business objectives.ObjectivesBy the end of the session, participants will have:∙explored how they currently organise themselves∙identified practical approaches that they can implement back at work to help them manage their time more effectivelyThe session is approximately 2 hours.The session is staged as followsStage 1What is time management?∙Introduces the participants to the issues around time management and how it links to planning and underpins the personal competency of self-management.∙Participants complete a short exercise to identify areas where they currently focus their time.Stage 2Priorities∙Develops participants‟ understanding that time management is within their control if we are organised, know where we are going and are disciplined.∙Reviews the concept of objectives and the need to be effective, not just efficient.Stage 3Time management techniques∙Reviews some techniques/approaches covered in Supervision that can be used to help participants organise themselves and focus on what‟s really important to them in theirrole.Stage 4Planning to take control∙Participants complete an exercise that forces them to analyze their job, barriers that get in the way of achieving it and creative solutions to help them overcome these barriers.∙Introduces the booklet 'Solving the 126 Commonest Time Problems'.Stage 1 – What is time management?Time management is probably the most popular training request. We are all busy, and it is fair to say that more is expected of us now than ever before, i.e. to produce more, of a higher quality, faster and with less people! So we all want some magic formula that will help us control the time we have available and not let it control us!If there‟s one certainty in life it‟s that there will never be any more time than there is - we can‟t change that fact - but what we can change is how we spend the time available to us. This session won‟t give you a magic formula or decrease your workload and, indeed, what it may make you realise is that if we can pro-actively manage ourselves, we can actually achieve more! It‟s about working smarter - not harder - and being effective, not just efficient.Time management is perhaps a misleading title as you can‟t manage time, but you can manage yourself, and how you choose to spend your time.To do this, we need to analyse how we are currently spending our time to see if we are focusing on the “right” areas.”“How I Currently Use My Time” (Exercise 1)Prepare flipchart and pen per person (participants to draw circles)Ask participants to consider how they spend their average day. Issue the exercise and ask each delegate to divide the circle into portions like a pie. Each piece of the pie relates to areas where they currently spend their time,For example:∙crisis management/fire-fighting∙in meetings∙training∙duty management∙working on my objectives∙etcParticipants to stick their circle on the wall and discuss them with the group.DiscussAre we spending our time in the right areas? Why not?EXERCISE 1 HOW I CURRENTLY USE MY TIMEName: ..............................................................Stage 2 – Priorities“Although other people will impact how we spend our time, at the end of the day much of it is down to us - it’s our choice. What we ne ed to ensure is that we’re choosing to spend it appropriately. To do this we need to understand what’s expected of us and know what we’re trying to achieve - again, it’s about having a purpose.”Facilitate a discussion on the above quotation.What do we have in the business that tells us where we are going?“Objectives - these will (if clear and well written) give us direction - we then need to plan and organise ourselves to achieve these, as well as completing the day-to-day tasks our jobs require which is not as easy as it sounds!”Why are objectives so important?“They are the things that drive the business forward rather than keep it ticking over. They are the things we are measured against and remembered for. No matter what your job title is, your key objectives will be those things designed to take the business forward. We refer to these objectives as "A" priorities.We can divide our working priorities into 3 sets - A's, B's and C's.Mark a flipchart into 3 columns.What are our A priorities?Examples include:∙Planning new restaurant concept∙Increasing occupancy/average rate∙Improving market share by x%∙Appraising staff, setting objectives with them, etcWhat are our B and C priorities?Examples include:∙Completing timesheets∙Sending memos∙Daily meetings, etcWhy is it more difficult to do our “A”s?Time, takes longer, getting down to it, overwhelming, big. B's and C's are easier as they tend to be quick - see an end result - satisfying and sometimes urgent, therefore must be done now.However the wrong type of hard work may kill your chance of achieving by deadening your senses to your priorities and objectives of your job.”If all you do is deal with B's and C's you might be efficient. If you deal with A's you are being effective and proactive. You will meet your objectives and move the business forward.It is important to remember that A's are often best approached in manageable chunks. When we leave them to the last minute they become stressful.Distribute Handout 1: Categories of Time Use.HANDOUT 1 CATEGORIES OF TIME USEAction can be broken down into five categories:1.Important and urgent2.Important but not urgent3.Urgent but not important4.Busy work5.Wasted time1. Important and UrgentThere are tasks that must be done, immediately or in the near future. Examples:a)Your boss demands a certain report by 10am tomorrowb)The exhaust on your car blowsc)You‟ve just received the reminder to pay your …phone bill and are due to be cut off any dayUnless these situations all develop simultaneously, you can cope with them. Because of their urgency and their importance, they take precedence over everything else, and procrastination, if a factor, is no longer possible. It is not here that there are time management problems.2. Important but not UrgentTasks normally fall into two categories - important and urgent. The important, positive tasks are the ones you must do to achieve the objectives of your job - our A priorities. The urgent tasks are all the jobs that land on you every day and have to be dealt with to keep things running, the B and C priorities. The dangers - and this is the trap in which most disorganised managers are caught up - is that you will spend all the available time on urgent tasks, coping with day-to-day jobs, and no time on the important tasks.So it is vital to be as ruthless as you can with yourself in categorising your “to do list” and only allocate positive task status to those jobs which help you to build the business and achieve the objectives of the organisation.3. Urgent but not ImportantThose are our B priorities, the jobs that need immediate attention, but that we would assign a low priority if we examined them objectively. For example, someone asks you to give a presentation or attend a meeting. You might consider each of these a low priority, but someone is standing in front of you waiting for an answer. You accept because you can‟t say no. Then, because these tasks have built-in time limits, they get done, while important items get moved down the list.4. Busy WorkThere are many tasks which are marginally worth doing but are neither urgent nor important- our C priorities. We often do them ahead of more important things because they are diversionary - they provide a feeling of activity and accomplishment while giving us an excuse to put off tackling those important tasks which have far greater benefit.5. Wasted TimeThe definition of wasted time is subjective. Television viewing, for example, can be time well spent if we come away feeling that we have been enlightened or entertained. But if, afterwards, we feel that the time could have been better spent mowing the lawn, playing tennis or reading a good book, then we can chalk up that time as wasted.People who scramble madly to get control of their time often look in vain for things in this category upon which to blame their inefficiency. However, with most people, this is not where the problem lies. It lies with allocating too much time to urgent, busy work, and not enough time to important work.It’s no longer enough to do t hings right (efficiency)We must also do the right things (effectiveness)Stage 3 – Time Management TechniquesIn Supervision we examined a 5 step approach to time management:1.Plan to plan2.Prioritise your tasks3.Exploit your body clock 'peaks'4.Control non-urgent interruptions and time wasters5.Assign and delegateLet's spend the next 10 minutes reviewing each of the steps.1.Plan to planIn order to meet our objectives we need to plan what we will do and when. We need to make time in our work schedule for planning, however difficult this may be. Find somewhere quiet to sit, divert your phone and make sure you are only interrupted in an emergency.2.Prioritise your tasksWe have just examined setting A, B and C priorities to each of the tasks we must complete.Use simple tools:A diary - a planning record and a log of what we have actually doneA to do' list - decide A,B andC priorities as well as which tasks you will assign or delegate.3.Exploit your body clock 'peaks'Everyone has peaks and troughs of energy throughout the day. We can increase our effectiveness by taking advantage of the most productive times of the day. For example: it is best to tackle our A priorities during our high energy or 'peak' time of the day.4.Control interruptionsIt is surprising how much of our day is take up with non-essential interruptions to our day. Later in this session we will consider creative solutions to time wasting problems as part of an ALT exercise.5.Assign and DelegateAssigning and delegating work to others not only frees you time; it also provides useful practise for the person who does the work for you.Stage 4 – Planning to take Control“Taking Control” (Exercise 2 - 60 Minutes)We will have the opportunity now to really analyse how we spend our time and identify if we are focused on achieving what we want and need to do in our jobs.We will identify:∙what our job is and what gets in the way of achieving it∙creative solutions for managing our personal timeExplain:The first stage of the exercise is completed individually (30 minutes), then each person will share what they have learnt about themselves and what they want to do differently with their ALT, and then a representative from each group will present the key points back in the main session.EXERCISE 2 TAKING CONTROLComplete the five points individually. Then join with your ALT to share what you have learnt about yourself and what you want to do differently as a result.1.Identify what you have to do in the next two weeks. Brainstorm all your thoughts. Include all theday-to-day things and anything you plan to do towards your objectives.2.Identify who is likely to make demands on your time during this period ie. interruptions from staff,telephone calls, requests from Head Office, a crisis, etc.3.You have now established where some of your problems may lie (ie. more of point 2 than point 1) ortoo many urgent rather than important tasks.4.Decide what you really want to change to enable you to spend more time on “A” tasks. Take intoaccount both business and social things.5.What are you going to do when you return to work to make this happen?TAKING CONTROL1.What I have to do .......................................................................................................................................... .......................................................................................................................................... .......................................................................................................................................... ..........................................................................................................................................2.Likely demands on my time .......................................................................................................................................... .......................................................................................................................................... .......................................................................................................................................... ..........................................................................................................................................3.What I want to change .......................................................................................................................................... .......................................................................................................................................... .......................................................................................................................................... ..........................................................................................................................................4.What I am going to do to make this happen .......................................................................................................................................... .......................................................................................................................................... .......................................................................................................................................... ..........................................................................................................................................5.How am I going to measure my success? ......................................................................................................................……………......................................................................................................................................…. ........................................................................................................................................... ...........................................................................................................................................Hints & Tips'Solving the 126 Commonest Time Problems'Distribute handout 2 and ask participants to take 10 minutes reading through the handout.Within their ALT's ask participants to select 3 strategies from the handout and discuss how they plan to implement them in the next week at work.Explain that at the end of the week participants are asked to reflect on the impact these strategies have made on their time management in their Action Learning Journals. They are to present the journal entry to their manager for discussion.HANDOUT 4 SOLVING THE 126 COMMONEST TIME PROBLEMSThis handout identifies 126 time problems that people have encountered and solved at work. These people come from all kinds of organisations - big, small, public and private. Not all the solutions will work for you because they might not fit your department or your needs. But if even a quarter fitted your needs, that would be more than 30 ways of turning time, which sometimes seems our enemy, into our most powerful resource.Work through the handout in any way you like. Tackle your most pressing needs first, then put it away until you feel like doing a bit more. Add your own solutions and keep a record of how much time this wins back for you!Use this space to record your own particular time solutions.Remember - “Time management is not easy and takes practice, real discipline and may be uncomfortable, but it is worth it - so do it now!”Time Problem No. 1 - Telephone eg. too many interruptions, incoming calls too1 Unaware ofimportance Look at time log. Some systems will record telephone time use.Consider where the calls come from.2 Need to beuninterrupted These are things youdo on your own.3 Isolate yourself Use your secretary orcolleagues. Explain theneed for controlled time.Screen.4 People don‟tscreen meExplain your priorities and needs.5 Ego You don‟t always have toanswer it NOW. It islegitimate to be unavailable.How do you get your workdone otherwise?6 Open phone Plan “open phone” and“shut phone” ti me.7 Taking and placingcallsRealise how much time it takes. Delegate if possible. Learn to use technology.8 Outgoing callsunplannedhand9 Postpone incomingcalls until planned “I‟ll call ba ck in 5 minuteswhen I‟ve had a chance to look at the papers”.10 Unable to say “no”or “not now”What about your priorities. Learn to be assertive (ie.not submissive or aggressive).11 No agenda or timeplana meeting. “I would like to discuss 2 things...is this a convenient time?”.12 Not able to use thetelephone systemfully Get trained. Use it to itsbest extent.Time Problem No. 2 - UnexpectedVisitors eg. colleagues or others dropping in without1 Unaware ofimportanceExamine time logs. Checkon interruptions from bossand subordinates.2 Open door policy Plan “open” and “closed”door policy. You need notfeel isolated or cold, but youdecide when you areavailable.3No planned quiettimeEncourage staff to set asideone hour each day not tointerrupt.4 AcceptingproblemsTry to accept solutions.5 Your office If you must, see them intheir office, then you canleave when you want.6 Important versusagendaThey may not realise thatyou are doing somethingimportant. Communicatepriorities (yours/theirs)often.7 No agenda Don‟t just wand er. Setagenda and time scale.8 Enjoy socialising Plan it if necessary. Stickto what is planned.9 Delegate more Direct visitors (orsecretary/colleague can) toperson with authority.10 Desire to beinformed/involvedRecognise! Change!11 Subordinates -checking toofrequentlyEstablish objectives forsubordinates so they knowwhat they are doing. Agreeand programme time scalefor meetings.12 Interruption bybossRecognise that bossesalmost never realise howmuch time they take andhow much hindering andhow much hinderingyoudelays their goals (keep atime log!)Time Problem No. 3 - Delegation eg. doing work which could - in theory at least - be done by your subordinates, can‟t say “no”.1 Unaware ofimportance Check time log with question “Could it be delegated?”. Do nothingyou can delegate.2 Can‟t say “no”No-one is indispensable. Recognise it.3 “It‟s my job”Who says so? Your job isto get results.4 Fear of failure Recognise it as inevitable.Supervise mistakes andlearn from them. Give itenough time.5 Poor or incompleteinstructions May lead to crisis or confusion. Learn fromyour mistakes.6 “Takes too long”Time spent now is an investment for the future.7 “Why aren‟t mystaff like me?”They aren‟t.8 I like doing theinteresting thingsYes, but is it what you should be doing?9 Prefer “work” workto “management”work Don‟t go for impossibly perfect standards. You couldn‟t do it once. Thinkabout the future.10 Inadequate controls Establish plans, time-tables, resources,checkpoints, successcriteria.11 Over-control Let go. Trust and train.Measure results notenergy.12 InsufficientauthorityLeads to ineffectiveness frustration and stress13 People keep comingto you Tell them what has beendelegated and to whom.Time Problem No. 4 - Meetingseg. excessive length, not necessary, needn‟tattend yourself, too many, badly run.1 Unaware ofimportanceKeep separate time log.Record time, peoplepresent, usefulness etc.2 No agenda Agendas should be morethen DO lists. They shouldindicate informationrequired and decision to betaken.3 Wrong people Status problem? Only getthose there as needed.4 Too many Try skipping someoccasionally and see whathappens.5 InadequatepreparationImportant to do this. Don‟tlet urgent trivia crowd thisout.6 Inadequate noticeIndicate contributionexpected.7 Start on time Waiting for late-comerspenalises those who cameearly.8 End on time Indicate intended closingtime.9 No agendamanagementSchedule time. Urgentadequate time fordiscussion on importantones.10 Wandering fromagendaRespect agenda. Avoid“hidden agenda”.11 Concludingwithout agreementThis may not waste time inthe meeting, but will wasteplenty after if no-one isaware of decisions.12Failure to end ontimeCauses concern forparticipants who should beelsewhere.13No longernecessaryWind up meetings,committees after they ceaseto be useful.Personal Objectiveseg. unclear about priorities because they are always changing, agreed definition of results/ standards.1 Unaware ofimportance Check time log to see how often priority objectives are squeezed out by urgent matters. Either youmanage your job or it is managed for you.2 Lack of method Establish daily priorities interms of importance noturgency. Schedule time forthem.3 No review on adaily basis Evaluate the effectivenessof each day at the end. Learn from it.4 Over-ambitious Learn to plan things you cando. Then increase the load.5 No time to plan Get into the habit andcommunicate plan tocolleagues so they knowwhat you are doing.6 Don‟t over-plan Realise that in each day youcannot have 100% control.Try to set a balance. Over75% planned may give noopportunity to react. Lessthen 25% is too vague.7 Fear of time -tabling oneself What are you here for if itis not to achieve highpriority items.Disorganisation and Cluttereg. poor personal planning, bad filing andsystems.1 Unaware ofimportanceRecognise you are prob-ably your biggest timemanagement problem. Seewhat your time log saysabout dashing about andinterrupting yourself.2 Lack of system Establish important andurgent tasks. Allocate timeto them. Screen for highconcentration.3 Ego I am too important/clever/indispensable/wonderful toneed a system ororganisation. May alsomean you are dis-organised,procrastinate, confused,muddled and fail to meetdeadlines because of lostdocuments and otherdetails.4 LazyOK. Just do the importantthings well.5 No system forhandling paperDevelop one (withsecretary or assistant).Allocate time to it.6 React to everyincoming piece ofpaperDon‟t. Plan time for iteach day am/pm.7 Ineffective help Train assistant/secretary.Explain priorities and plan.Screen when reallynecessary.8 Leaving tasksunfinishedAssess importance fromtime log.9 Lack of objectives/prioritiesThese tell you how toconcentrate your energy.10Getting stressedand anxiousBecause you have no plan.eg. too much paperwork to get through, too many reports and journals to read.1 Unaware ofimportance Evaluate reading time fromtime log. Eliminate what you can.2 Failure to delegate Brief subordinate to filterand present only what isnecessary.3 Accepting poormaterial Encourage subordinates/ colleagues to write clearlysignposted/indexed material.4 Allowing readingto interrupt othertasks Allocate reading to the right time. Don‟t let thingsdistract or interrupt.5 Too much paper Encourage short/relevantpapers. Get into the habitof sending things back tobe written better.6 Too slow atreading Learn to read quicker.good success record.7 Asking far toomuch and toodetailedinformationAvoid perfectionism. It is extremely expensive.8 Cluttered desk Clear it. Develop systemsfor Bring Back (put awayuntil needed) or eventemporary filing systems. Itis not creative. Informationeg. time wasted because relevant andspeedy information not available.1 Unaware ofimportanceRecognise, reorganise andestablish priorities.2 Lack of usefulsystemEstablish your own.3 Feel anxious aboutmissinginformationRecognise that a propersystem will replace anxiety.Worth taking trouble toinstall.4 Information delaysfouling up yourplans and deadlinesDo the informationproviders know and fullyunderstand your deadlinesand priorities?5 Office proceduresnot serving youwellExamine procedures.Modify. Streamline.6 Filing on desktops, cupboards etcRealise that the only way tofind what you do want is toread through all that youdon‟t!7 Driven by thein-trayit all now. Move it out ofsight.Procrastination and Indecision eg. habit of putting off until tomorrow.1 Unaware ofimportance Recognise the power of procrastination and indecision to waste time. And they lie under your control. Analyse possiblecauses.2 Work best againstpressures anddeadlines Not generally true. Often important work is not done well enough, done “half cock”. Makes us feelcramped and unprofessional.3 Fear of failure Learn from failure.Recognise the need forchange. Take a plannedrisk.4 Perfectionism Very expensive. Frequentreason for both failure todelegate and failure to start.You are not the only onewho can do things aroundhere.5 Habit of doingwhat we like first,postponing theunpleasant Admit it. Schedule work giving more time than you wish to, to the unpleasant. Get it done. Rewardyourself.6 Unrealistic timeestimates Everything takes longer than you think. Leavesome time each day/week unplanned.7 Welcomingdistractions,interruptions,visitors, phonecalls Realise how they use up important time. The real time an interruption takes is longer than the interruption itself. Use “open door”policy according to plan.8 Lack of skill orability We put off what we doleast well. Get trained.Over-Ambitiouseg. constantly misjudging the time tasks take.1 Unaware of howoften importantdeadlines are notmet because of toomany thingsattemptedTime logs may show over-full days.2 Trying to fill all thetimeMay be efficient. Certainlyineffective.3 Unable to say “no”Learn to stick to importantthings.4 No priorities Establish priorities andschedule time for them.Leave at least 20% of theday free for theunexpected.5 No monitoring ofdaily effectivenessEstablish daily DO list andmonitor what you haveachieved each evening.6 UnrealisticdeadlinesYou have a right to say ifcan‟t be done immediatelyand you must say so.7 Desire to pleaseeveryoneEither you run your job orthey run it for you.8 Leaving tasksunfinishedRecognise implication offragmentation on work.Clutter.9 Panicking aboutdeadlinesTake time to planimportant tasks. Otherscan follow.10 Always finishingthings badlyTake time to planimportant tasks.11 Desire to beproductive or moreproductiveBetter to do less, but do itwell, than more poorly.12 No time to thinkof a way of notaccepting thingsCount to ten before takingon new things. Delayresponse.。

大学生如何管理好自己的时间时间自由了，也是考验大学生的自律性的时机来了，那么作为大学生应该如何管理好自己的时间呢?因为大学是我们学生生涯里，最自由的阶段，除了上专业课，其余时间都由我们自由安排。

所以，这就非常考研我们的自制能力了。

学生如何管理好自己的时间(一)计划管理关于计划，时间管理的重点是待办单、日计划、周计划、月计划。

待办单：将你每日要做的一些工作事先列出一份清单，排出优先次序，确认完成时间，以突出工作重点。

避免遗忘、未完事项留待明日。

待办单主要包括的内容：非日常工作、特殊事项、行动计划中的工作、昨日未完成的事项等。

待办单的使用注意：每天在固定时间制定待办单(一起床就做)、只制定一张待办单、完成一项工作划掉一项、待办单要为应付紧急情况留出时间、最关键的一项，每天坚持。

每学期末作出下一学期的学习工作规划;每季季末作出下季末的学习工作规划;每月月末作出下月的学习工作计划;每周周末作出下周的学习工作计划等。

(二)时间“四象限”法究竟什么占据了人们的时间?这是一个经常令人困惑的问题。

著名管理学家科维提出了一个时间管理的理论，把工作按照重要和紧急两个不同的程度进行了划分，基本上可以分为四个“象限”：既紧急又重要(如学习任务、四六级考试等)、重要但不紧急(如建立人际关系、新的机会等)、紧急但不重要(如电话铃声、不速之客进入等)、既不紧急也不重要(如客套的闲谈、无聊的信件、个人的爱好等)。

时间管理理论的一个重要观念是应有重点地把主要的精力和时间集中地放在处理那些重要但不紧急的学习与工作上，这样可以做到未雨绸缪，防患于未然。

在大家的日常生活工作中，很多时候往往有机会去很好地计划和完成一件事。

但常常却又没有及时地去做，随着时间的推移，造成学习和工作质量的下降。

因此，应把主要的精力有重点地放在重要但不紧急这个“象限”的事务上是必要的。

要把精力主要放在重要但不紧急的事务处理上，需要很好地安排时间。

(三)有效的时间管理美国管理学者彼得德鲁克认为，有效的时间管理主要是记录自己的时间，以认清时间耗在什么地方;管理自己的时间，设法减少非生产性工作的时间;集中自己的时间，由零星而集中，成为连续性的时间段。

食堂六t管理内容食堂六T管理内容一、前言随着社会的发展和人们生活水平的提高，人们对饮食质量和安全性的要求越来越高。

而食堂作为一个集体用餐的场所，其管理工作显得尤为重要。

本文将从以下几个方面介绍食堂六T管理内容。

二、六T管理内容1.时间（Time）时间是食堂管理中最基本的要素之一。

在保证用餐时间合理的前提下，应严格按照规定时间开放和关闭食堂。

同时，还应注意控制就餐时间，避免就餐过长或过短。

2.温度（Temperature）温度是影响食品安全的重要因素之一。

在存储、加工、烹调等环节中都需要严格控制温度。

特别是在冷链运输和冷藏环节中，更要确保温度稳定。

3.清洁（Cleaning）清洁是保证食品安全和卫生的基础。

在厨房、餐具、桌椅等方面都需要进行定期清洗和消毒，并保持干净整洁。

4.原料（Traceability）原料的来源直接关系到食品质量和安全。

食堂管理人员应严格按照规定采购原料，并保留相关证明文件，以便追溯。

5.培训（Training）食堂管理人员必须接受相关的培训和考核，掌握基本的食品安全知识和操作技能。

同时，还要加强员工的职业道德教育，提高服务质量。

6.监测（Testing）监测是保证食品安全的重要手段之一。

食堂管理人员应定期对原料、成品和环境进行检测，并及时处理异常情况。

三、具体措施1.加强时间管理在用餐时间上，应根据实际情况合理设置就餐时间，并确保按时开放和关闭。

同时，还应注意控制就餐时间，避免就餐过长或过短。

2.严格温度控制在存储、加工、烹调等环节中都需要严格控制温度。

特别是在冷链运输和冷藏环节中，更要确保温度稳定。

此外，在每日开展前，需要对各类设备进行检查维护。

3.落实清洁消毒厨房、餐具、桌椅等方面都需要进行定期清洗和消毒，并保持干净整洁。

在使用过程中，要注意及时清理餐具和桌椅，避免积累污垢。

4.严格采购管理食堂管理人员应严格按照规定采购原料，并保留相关证明文件，以便追溯。

同时，还要加强对供货商的监督和管理。

时间管理试题答案一、单项选择题１时间管理的内容包括：DA工作的管理B业余时间的管理C企业里的管理D以上说法都对2俗语常说“一年之计在于春，一日之计在于晨”，强调的是：DA 时间管理的重要性B 时间管理的预见性C 时间管理的提前性D时间管理的计划性３关于效能的理解正确的是：BA在时间管理中，时间的效能和人生的奋斗方向和企业的终极目标要相吻合B 效能的观念就是仅仅衡量速度，不考虑其他的因素C 效能的概念始终不偏离终极目标和结果D在单位时间内所获得的价值和回报的大小就是效能４第四代时间管理的代表是：AA 二八定律B PDCA循环C 目标管理D 行事历时间管理法５属于无形浪费的是：BA程序繁琐B拖延C开小差D间断６时间管理的关键取决于： AA 个人工作的成效B 集体工作的成效C团队合作的成效D团队分工的合理７对事件重要与紧急情况的分析，也是对：DA效率和效果关系的阐释B 功率和效能关系的阐释C 效果和效能关系的阐释D 效率和效能关系的阐释８艾维李的效率法是指：CA“10分钟5件事效率法”B“12分钟6件事效率法”C“10分钟6件事效率法”D“8分钟6件事效率法９对所有的经理人而言，掌握提供自我工作成效的方法是：AA 能否成功管理自己时间的最重要因素B能否成功管理自己工作的最重要因素C能否成功管理自己权力的最重要因素D能否成功管理自己生活的最重要因素10时间管理是从：BA 行动开始的B 计划开始的C 目标开始的D 过程开始的11开始规划成功的时间管理需要做到： CA 分析哪些是不需要做的事情，把它们做完B记录一月来的时间安排，包括工作和个人生活的时间安排C 思考如何尽量聚焦于能带来高回报的重要工作和活动D记录一年来的时间安排，包括工作和个人生活的时间安排12属于艾森豪威尔将军的时间管理原则的是：BA A类紧急且重要的突发事件要本人做，而且要立即做B 对重要不紧急的D类工作，要本人花大量的时间聚焦在此工作上C 对不重要且不紧急的工作，要把它扔进废纸篓D 对C类紧急但不重要的工作，要尽量不是自己做，要委托授权给别人做13清理桌面时的不正确做法是：AA保留所有文件，专注于近期的文件，包括正在处理的和未来四周内需要使用的文件B 空办公桌面，按使用频率重新摆放物品C 在醒目的地方摆上时钟、戴手表、设定时限，建立时间观念D 归类文具于一处，足够一月使用即可14下列做法不能减少干扰的是：DA 转换桌椅方位B 躲进无人办公室C 躲避噪音D 打开房间门15影响B类事件完成的原因是：CA由于A类事件阻碍了管理者的眼睛B由于B类事件阻碍了管理者的眼睛C由于C类事件阻碍了管理者的眼睛D由于D类事件阻碍了管理者的眼睛二、列举题1列举主管在时间管理中存在的误区。

如何撰写T计划如何撰写T计划引言（150字）T计划，也称为时间管理计划，是一种帮助人们更好地安排和管理时间的方法。

一个良好的T计划可以提高我们的效率，减少拖延，并帮助我们更好地实现我们的目标。

本文将介绍如何撰写一个有效的T计划。

第一部分：设置目标（400字）在撰写T计划之前，首先要明确自己的目标。

目标可以是长期的、中期的或短期的，可以是学业方面的、个人发展方面的或工作方面的。

确立明确的目标可以帮助我们更好地规划我们的时间。

在设置目标时，要确保目标是具体、可衡量和可实现的。

第二部分：时间分配（500字）一旦我们确定了目标，就可以开始规划我们的时间。

首先，我们需要评估我们目前的时间分配情况。

了解我们每天如何使用时间，可以帮助我们找出浪费时间的地方，并做出调整。

接下来，我们可以根据目标的重要性和紧急性，制定一个时间表。

在制定时间表时，要合理安排任务的时间，并充分考虑到其他活动，如学习、工作和休息。

将任务分解为更小的步骤，并适当安排休息时间，可以提高我们的效率。

此外，为了更好地掌握时间，我们可以尝试使用一些时间管理工具，如番茄工作法或四象限法。

第三部分：优先事项（400字）在制定时间表时，要根据任务的优先级来安排时间。

我们可以使用Eisenhower Matrix来帮助我们确定任务的优先级。

将任务分为重要且紧急的、重要但不紧急的、紧急但不重要的和既不重要也不紧急的四个类别，并相应地对任务进行安排。

在确定优先事项时，我们还可以考虑一些因素，如任务的截止日期、任务对我们目标的重要性和任务所需的时间。

将任务按重要性排序，并优先处理重要且紧急的任务，可以帮助我们更好地管理时间，并确保重要的任务得到及时完成。

第四部分：灵活性和调整（450字）尽管我们制定了一个合理的时间表和安排了优先事项，但在执行过程中，我们可能会遇到一些意外情况或变动。

因此，一个成功的T计划应该具有灵活性和可以进行调整的能力。

当面临变动时，我们需要及时调整时间表，并根据新的情况来安排任务的优先级。

时间管理的基本理论和原则时间管理比你想象的更重要，因为我们的时间比我们想象的要少得多。

昨天给一个朋友介绍了GTD理论，她并不是很乐意接受这种方式，但我想某一天很多人都会发现这种方法的伟大，它可以借助工具帮我们节约时间，实现效率最大化。

自我管理，从时间管理做起，下面是一个关于时间管理的演讲幻灯片，推荐。

PPT下载：/blog/wp-content/uploads/time_management.pps你知道吗？在这个社会上，你如果没有自己的目标就是在帮别人达到目标，只有3％的顶尖管理者才有明确的目标。

2小时的工作，我们常常花8小时做完，还疲劳的要命。

人一生3~5年寿命花在会议上，上班有25％时间开会，但50－70％会议时间浪费了。

据统计，父母和子女每天只有30秒，夫妻间只有4分钟用来沟通。

只有 5% 的人准时。

时间管理可以提高自我工作效率，然后加薪升职最重要的是，只有这样才能省出更多时间来与家人和朋友共享欢乐，做自己想做的事情时间管理一共有21项原则。

1 目标假如只能活6个月；假如知道不会失败；触目惊心只有3％的顶尖管理者才有明确的目标。

把目标写下来，让他们常常激励自己个人和家庭的目标；事业目标；自我成长的目标；假如有100万；2 事先规划好的行动其实在这个社会上，你不是在达到自己的目标就是在帮别人达到目标。

3 用清单明确目标成功的人生建立在成功的每一天，而成功的每一天在于完成工作清单上的每一个项目。

没有清单就像没有方向盘的车4 设定优先次序先做重要的、最有价值的工作做事时要不停问自己这是不是最重要的一口气将工作完成（反复来回做是一口气做完花费时间的5倍）。

不要试图将不重要的事情做得完美。

全心全力做最有价值的事情，做完后更有成就感。

活用时间的窍门（ABCDE法）A必须要做的B应该做的C做了也不错，但在AB后D可授权别人做的E可省略的。

5 培养专注力6 时间期限与奖励人做事期待结果，反应结果或逻辑结果。