1. TIME MANAGEMENT MUSTAFA İLKAN

2. TIME MANAGEMENT  Time is irreplaceable  It passes whether you use it or not  You can’t buy it  Only 1% of people uses time efficiently  If you belong to 1% group  “You are lucky”

3. TIME MANAGEMENT (2)  If you say: “I don’t have time to get organized.” Plan your timePlan your time You must make timeYou must make time  “But it takes time to make time”  only few minutes per day  Planning will allow you to better use of your time

4. PLANNING TOOLS  Calendar Paper based Paper based Digital  Computer, PDA, Cell Phone Digital  Computer, PDA, Cell Phone  To-Do List  Flow-Charts for complicated projects PERT Chart PERT Chart GANT Chart etc. GANT Chart etc.

5. PLANNIG TIME  Should include: Classes Classes Appointments Appointments Class preparation/ research time Class preparation/ research time Time to think and to plan Time to think and to plan Personal time and Family events Personal time and Family events After hour events After hour events  Set up start time and end time

6. GETTING THINGS DONE  Prioritize Sort pending tasks by Sort pending tasks by Importance / due dateImportance / due date A : Very Important TODAY A : Very Important TODAY B : Moderate Important SOON B : Moderate Important SOON C : Less ImportantLATER C : Less ImportantLATER Prepare 3 files Prepare 3 files File A : TODAYFile A : TODAY File B : SOONFile B : SOON File C : LATERFile C : LATER “Today’s C may be next week’s A.”

7. OVERWHELMING TASKS  Big tasks are intimidating  Overwhelming “A” task  Inside a very large tasks are a number of smaller ones  Get organized  Get Started “You will forget until you asked for.”

8. ORIENTATION AND PLANNING  Begin and end each day with review of pending tasks & appointments  Use calendar or electronic appointment program & keep it up to date  If you have a secretary, she keep her calendar

9. APPOINTMENTS  Appointment should have a purpose All parties should know the purpose All parties should know the purpose Stay focused on that purpose Stay focused on that purpose Schedule adequate time Schedule adequate time  Make decision / answer questions  Do not run over time Reschedule it if necessary Reschedule it if necessary  Do not allow interruptions except real emergencies

10. MEETINGS  Is a meeting necessary ?  Limit the length of the meeting  Make an agenda  Keep the meeting focused  Make sure that everyone is included  Quit when you are done

11. MEETINGS (2)  The meeting environment should fit the purpose Room arrangements Room arrangements Audio / visual Audio / visual If everybody is required to participate Listeners One-way Communication Best Orientation

12. ELIMINATE UNIMPORTANT TASKS  If you have the power Eliminate unimportant tasks or Eliminate unimportant tasks or Limit their scope Limit their scope  If you don’t have the power, confess early Reduce tasking Reduce tasking Reviewe deadline Reviewe deadline Assistance (help) Assistance (help) “Bosses don’t like last minute suppresses.”

13. FOR SUPERVISORS  Be punctual Cascade effect Cascade effect Ensure meetings are not interrupted and end on time Ensure meetings are not interrupted and end on time Start / stop time losses Start / stop time losses Brainstorming impossible with interruptions Brainstorming impossible with interruptions Sing papers & handle crises between appointments (allow 5 min. between appointments) Sing papers & handle crises between appointments (allow 5 min. between appointments)  Focus on the current task  Set the example

14. THE CASCADE OF WASTED TIME  When people are kept waiting for late appointments or kept too long at meetings Following appointments begin & end late Following appointments begin & end late The man-hour loss can be considerable The man-hour loss can be considerable The Air Pac example The Air Pac example Easterling peopleEasterling people Service peopleService people Keep to your schedule Keep to your schedule

15. THE CASCADE OF WASTED TIME (2)  If you are kept waiting Be prepared to use dead time Be prepared to use dead time Carry reading materialsCarry reading materials Cary pad & pen or a small tape recorderCary pad & pen or a small tape recorder Use time to think through pending periodsUse time to think through pending periods

16. CRISES MANAGEMENT  An occasional crises can be good for the organization BUT Crises is not a sustainable state Crises is not a sustainable state After a while, anything becomes a normalAfter a while, anything becomes a normal Crises generally extends working hoursCrises generally extends working hours Initially greater productivityInitially greater productivity Later work expands to fill timeLater work expands to fill time Aviation maintenance exampleAviation maintenance example

17. CRISES MANAGEMENT (2)  Too many crises are demotivating Interfere with orderly work accomplishment Interfere with orderly work accomplishment Upset plans (domino effect) Upset plans (domino effect) Call into the competence of managers Call into the competence of managers “Good management avoid crises.”

18. DELEGATE  Give somebody else a job to do Do not say how it is going to be done Do not say how it is going to be done