time management

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.。

时间管理出自 MBA智库百科(/)(重定向自Time-Management)该条目对应的页面分类是时间管理。

时间管理（Time Management）目录[隐藏]∙ 1 什么是时间管理∙ 2 时间管理方法∙ 3 13种时间管理方法∙ 4 时间管理之重要事情∙ 5 最新的时间管理概念--GTD∙ 6 时间管理的十一条金律[1]∙7 时间管理——华为成功之宝[2]∙8 几款在线的时间管理工具∙9 时间管理的原则[3]∙10 时间管理案例分析o10.1 案例一:浅谈高校管理者的时间管理[4]∙11 参考文献[编辑]什么是时间管理时间管理是有效地运用时间，降低变动性。

时间管理的目的：决定该做些什么；决定什么事情不应该做。

时间管理最重要的功能：是透过事先的规划，做为一种提醒与指引。

一、无法管理外在的要求？应接不暇主管最大的困扰就是，太多来自外界的干扰，随时得放下手边的工作去做别的事情。

担任主管的责任之一就是集合多人的努力，共同完成一份工作。

换句话说，主管的工作有很大的一部份需要与别人互动，外界的干扰是主管工作的一部份。

你可以排定某些时段做为你的工作空挡，当有人临时找你需要讨论事情时，告诉他，你这会儿忙着呢，不急的话儿，在你的空挡时间再来详谈。

时间管理发展得很快，第一代是建立备忘录；第二代就需要事先的计划和准备；第三代会根据你对任务的理解排列优先顺序。

到了第四代，就是分工合作的授权管理。

二、做事没有方法？阅历我们常运用自己所熟悉或直觉想到的方法做事，但事实上，这并不是最有效率的方法。

完成一件事情，可以有许多方法，关键在于你能否找出最快速的方法。

不要毫不考虑的就直接做了，先花几分钟的时间衡量一下，有什么方法可以更有效率的完成事情？三、周围干扰因素？自控周围众多干扰因素，是时间流逝的致命杀手，嘈杂声、杂志、零食、报纸、美容品、温度、安全感、方向感、氛围、性欲、压力、烟瘾、联想、健康状况，都是诸多的影响因素。

[编辑]时间管理方法（一）、计划管理关于计划，有日计划、周计划、月计划、季度计划、年度计划。

时间管理英文什么意思啊时间管理（Time management）是指通过合理、有效地利用时间，使时间得到充分有效利用，以达到提高工作效率、增强生活品质的目标。

时间管理在现代社会中变得越来越重要，特别是在高强度的工作和生活压力下，合理管理时间可以帮助我们更好地平衡工作和生活，提高个人生产力。

在英文中，时间管理通常被称为Time Management。

Time是时间的意思，Management是管理的意思，结合在一起就是时间管理。

随着全球化的发展，时间管理的概念在世界范围内被广泛接受和使用。

时间管理的重要性时间是有限的资源，每个人一天只有24小时，如何合理利用时间成为人们关注的焦点。

有效的时间管理可以帮助人们更好地组织和安排工作、学习和生活，提高工作效率和生活质量。

时间管理的重要性体现在以下几个方面：提高工作效率合理的时间管理可以帮助我们更好地安排工作时间，合理分配工作任务，充分利用时间来完成工作。

通过制定优先级，合理划分时间，可以提高工作效率，减少工作压力。

避免拖延症拖延症是许多人在工作和学习中常常遇到的问题。

拖延会导致任务无法按时完成，增加工作压力和焦虑感。

通过时间管理，制定明确的计划和目标，可以避免拖延症，提高工作效率。

平衡工作和生活时间管理可以帮助我们更好地平衡工作和生活。

合理安排工作时间和休息时间，调整好工作和生活之间的平衡，可以提高生活质量，减少工作压力，改善人际关系。

增强自我管理能力时间管理需要制定计划和目标，并按计划执行。

通过时间管理，可以培养自我管理能力，提高自律性和自控力。

自我管理能力是成功的重要因素之一，能够帮助我们更好地规划未来，实现个人目标。

时间管理的方法和技巧时间管理涉及到多个方面，以下是一些常用的时间管理方法和技巧：制定计划和目标制定计划和目标是时间管理的基础。

首先要明确自己的目标，然后制定周密的计划和时间表，合理安排任务和活动。

制定计划和目标有助于提高工作效率和时间利用率。

TimeManagement时间管理【中英】Do you feel the need to be more organized and/or more productive? Do you spend your day in a frenzy of activity and then wonder why you haven't accomplished much?Time management skills are especially important for small business people, who often find themselves performing many different jobs during the course of a single day. These time management tips will help you increase your productivity and stay cool and collected.你是否想要变得更加有组织性或者更加有效率？你是否经常花费你的一天去进行一场狂乱的活动，然后又为没有完成太多而感到奇怪？时间管理技能对那些小型企业的人尤其重要，他们一天内要履行很多不同的职能。

下面这些时间管理贴士可以帮助你提高你的效率，保持临危不乱。

1) Realize that time management is a myth.No matter how organized we are, there are always only 24 hours in a day. Time doesn't change. All we can actually manage is ourselves and what we do with the time that we have.1）要知道，时间的管理不过是一个神话。

Timemanagement时间管理Time management时间管理牛国崎作品2019年12月15日时间管理（time management）是指一组织或个人利用特定方法/工具（specific methods/tools）来实现时间的高效利用，从而达到其的整体目标的过程，事实上时间管理亦可狭义地称为自我管理。

本节专题讨论相关表达。

时间管理 Time management.m4a18:58来自云雀梦英语打开今日头条，体验完整音频内容【工匠术语Craftsman’s terms】1. 预设目标 preset goal2. 缓冲时间 buffer time3. 预留时间 reserved time4. 惰性控制 inertia control5. 挑战自我 challenge oneself6. 时间管理 time management7. 无缝对接seamless connection8. 技巧、方法与工具skills, methods and tools【点金用例 Gold touch examples】1. There should be seamless connection between time management and the organizational structure of an enterprise.时间管理和企业的组织架构应实现无缝对接。

【提示】time management 时间管理seamless connection 无缝对接2. Time management combined with self-management can greatly enhance staff performance.时间管理与自我管理相结合可以极大地提高员工绩效。

【提示】staff performance 员工绩效3. Time management consists of three components: task prioritization, inertia control and commitment management.时间管理包含三个子部分：任务优先化，惰性控制和承诺管理。

Time Management（时间管理）一、What Is Time Management? 什么是时间管理?“时间管理”是组织和计划如何在具体活动中分配时间的过程。

好的时间管理能让你更聪明地工作，而不是更努力地工作，这样你就能在更短的时间内完成更多的工作，即使时间紧迫、压力很大。

没有管理好你的时间会损害你的效率，并造成压力。

“Time management” is the process of organizing and planning how to divide your time between specific activities. Good time management enables you to work smarter – not harder – so that you get more done in less time, even when time is tight and pressures are high. Failing to manage your time damages your effectiveness and causes stress.二、时间管理会遇到的问题（There are some problems in Time Management.）1.做事没有方法。

完成一件事情，可以有许多方法，关键在于你能否找出最快速的方法。

不要毫不考虑的就直接做了，先花几分钟的时间衡量一下，有什么方法可以更有效率的完成事情？There is no way to do things.There are many ways to accomplish a thing. The key is whether you can find the fastest way. Don't just do it without thinking about it. Take a few minutes to measure it. What can be done more efficiently?2.周围有众多的干扰因素，是时间流逝的致命杀手，比如，嘈杂声、杂志、零食、报纸等。