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Introduction

2.1 Pareto principle

2.2 Eisenhower method

2.3 Alps method

Conclusion

List of off-text links

Applications

Introduction

Every person initially has equal amounts of time as a resource. But the results of its use vary from person to person.

A constant lack of time with increasing work intensity is a phenomenon characteristic of most managers around the world.

Albert Einstein also noted that people like to chop wood because the action immediately follows the result. It is precisely because of the remoteness of the result in time that people tend to hesitate in completing large and difficult tasks, believing that they have plenty of time and will manage to complete it on time.

If a manager is constantly busy with “urgent matters”, succumbs to the spontaneous course of events, does not manage his own time, but depends on circumstances, then over time he loses the ability to distinguish the main from the secondary, to identify important problems from many specific situations. His actions are increasingly acquiring an emergency nature of quickly extinguishing conflicts, eliminating failures, and, in general, “patching holes.” Due to the enormous overload, he no longer solves the most important, problematic tasks. Promising issues remain aside, and this, in turn, gives rise to a lot of new current problems that have to be dealt with, spending a lot of time on it.

Numerous studies show that managers increase their working hours due to lack of time. As a result, they have no time and energy left to improve their skills, grow their culture, relax and maintain their health, family, and personal development.

It should be borne in mind that lack of time is not a cause, but a consequence of poor self-organization of a manager.

The purpose of this course work:

Consider the manager’s personal work planning system;

Explore common methods of rationalizing a manager’s activities;

Apply one of the discussed methods in practice.

Russian time managers believe that the strong side of the Russian person is creative thinking, and the weak side is difficulties with self-organization. Therefore, in my work I will take into account the most effective ways to eliminate this aspect.

1. Planning the manager’s personal work

1.1 General model of qualities of a modern manager

A leader of a modern (entrepreneurial, leadership) type, a manager is a person who manages an enterprise or division, directing, organizing and regulating the activities of a subordinate team to achieve the goals of the organization.

The qualities of a modern manager can be classified based on specific criteria defined by the following areas of a manager’s activity (Figure 1)

Figure 1 - Integrated system (model) of manager’s areas of activity

Thus, the general integrated model of manager qualities can be presented as a system of manager personality qualities, each of which is intended for management in the listed areas of his activity.

Let us consider the semantic meaning of these areas of activity and the corresponding models of manager qualities.

Models of manager qualities can be considered as different levels (shells or rings) of an integrated model (Figure 2).

A manager is the head of all spheres of a team’s life, for example the head of a company or enterprise (Figure 1, area I). This area corresponds to an organizational and managerial classification that reflects the general management requirements for a manager (Appendix A).

Thus, an integrated model of manager qualities can be presented as a system of manager personality qualities, consisting of criteria of the first and second levels, each of which is intended to manage all of the above-mentioned areas of his activity.

Figure 2 - Integrated system (model) of manager qualities

I - organizational and managerial

II - socio-psychological

III - production

IV - model of qualities of personal management (self-management) of the ability to manage oneself

The fourth block is of greatest interest - the sphere of the manager’s personality, his qualities that determine the ability to manage himself (Figure 2).

Self-management is the purposeful and consistent application of management methods and techniques tested by science and practice in everyday life in order to make the best use of your time and your own abilities, consciously manage the course of your life, skillfully overcome external circumstances both at work and in your personal life .

A modern manager must be able to:

Plan personal work;

Organize your workplace;

Work with information, use a notebook;

Speaking publicly;

Manage your emotional and volitional potential;

Formulate life goals;

Analyze the efficiency of using your time and find reserves for its optimization.

1.2 System for planning personal work of a manager

“Through planning, we bring the future into the present and thereby have the opportunity to do something about it now” Alan Leekin.

Our intelligence, ability to think, plan and make decisions is our main tool in preventing procrastination in business and increasing our own productivity. The ability to determine our goals, plan actions and take them determines the course of our lives. The act of thinking and planning frees up our mental resources, unleashes our creativity, and increases our useful mental and physical energy.

“Alex Mackenzie’s thought echoes this: “Unplanned action is the cause of all failure.” You’ve probably heard of the so-called six P formula, which says: “Planning precedes the right actions and prevents the bad ones.”

The personal work planning system of a manager can be represented as a closed system in which the relationships between individual types of plans are clearly visible - long-term plans are specified in the corresponding medium- and short-term, as well as plans for the current period (Appendix B). The latter are embodied in the plans of the day.

There are long-term, medium-term and current planning (including operational planning - week, day).

A manager’s work plans drawn up in advance discipline his work and prevent failure to carry out important activities. Without a plan, a manager’s working day is usually filled with current and urgent matters, leaving no time for solving long-term issues, improving one’s qualifications, pursuing spiritual interests and rest. Drawing up a work plan requires a preliminary analysis of the state of affairs, and this activates the work of the manager and makes it more focused.

The better we manage our time, the better we will be able to use it to our personal and professional advantage. Planning daily work, drawing up medium- and long-term work plans means gaining time, achieving success and greater self-confidence.

Development should begin with a long-term plan, i.e. from a schedule of major activities for several years. There is a phrase “Long-term thinking is accompanied by higher quality decisions when achieving short-term goals.” People who achieve success in their business are characterized by a clear orientation towards the future. They analyze the decisions they make and the actions they take in the present in terms of their consistency with the long-term future they are striving for.

Medium-term planning means drawing up plans for the year. To do this, you need to make a list of the most important works of the year, and then set the dates for their start and end. It happens that the need for work is clear, but it is not yet possible to determine the start and end dates. Then they create a “thematic” list of to-dos, which must be reviewed monthly, trying to move the matter from the “thematic” list to the calendar plan.

Preparing a long-term plan is not the end of the job. To move on to specific current plans, you need to decide how to most appropriately structure your work; how much time you are able to devote to certain things; in what sequence they should be performed; how to distribute time within the working day.

Operational planning of work is carried out, as a rule, for no more than the current week. Basically these are plans “for today”, “for tomorrow”. They serve as an effective tool in the fight against turnover if they are built on the basis of annual, quarterly, monthly plans and are consistent with the so-called work schedules of the day and week.

1.3 Techniques for planning a manager’s personal time

The law of “forced efficiency” says: “There is never enough time for everything, but there is always enough time for the most important things.”

That is why a manager needs to regularly ask himself three questions that will prepare the way for completing his most important tasks on time.

The first is: "What are my most important things to do?"

The second question that should constantly concern him is: “What can I, and only I, do that, if done with the proper quality, will really change things for the better?”

The author of this question is attributed to Peter Drucker, a recognized management guru. "This is one of the best questions addressed in the theory of achieving personal effectiveness. What can you and only you do that can really turn your life for the better?" We are talking primarily about what is purely a matter of personal competence. About work that, if you don’t do it, no one else can do. However, if you handle it well, it can have a very positive impact on your life or career later on. The third question to ask yourself as often as possible is: “What is the best use of my time right now?” This is a central question in time management theory. The practical answer to this is the main way to avoid procrastination and become a highly productive worker. If a manager intends to take personal work planning seriously, then it is advisable to maintain a system that is implemented in the following sequence:

Time budget analysis;

Drawing up a list of planned things to do;

Determining the time to complete these tasks;

Comparison of the required time spent on planned activities with the personal time budget and personal capabilities;

Making a to-do list for the year (Appendix B);

Drawing up a thematic list for the month (Appendix B);

Drawing up a weekly action plan (Appendix B);

Recording current affairs and drawing up work plans for the day.

Time planning within the framework of general planning is focused on the corresponding strategic long-term goals, which in turn are divided into operational partial goals.

Establishing the time periods required to achieve personal and professional goals gives a sense of confidence, and an understanding of the most preferable allocation of time and the most appropriate order of tasks.

There are various methods of planning a working day, the most famous is the “Alps” method, which involves the use of a number of well-known principles and rules, such as the Pareto principle, the Eisenhower method.

2. Methods for rationalizing managerial activities

planning work manager leader

2.1 Pareto principle

The principle, or the 80/20 rule, was formulated in the 19th century by the Italian economist D. Pareto and has not undergone any changes since then, remaining an almost universal measure of human effectiveness in various areas of life. Taking it into account can greatly facilitate our vain (or filled with incomprehensible meaning) existence.

The 80/20 rule, in its most general form, might look like this: “If all items are ranked in order of value, then 80 percent of the value comes from items that make up 20 percent of the total, while 20 percent of the value comes from items that make up 80 percent of their total number."

Based on it, on a list of 10 daily tasks, only 2 things will provide you with 80 percent of your planned success. The main thing is to accurately identify them and make them a priority. And the remaining 8 can be left undone, because the value of their results will be much less.

By applying this rule, you can avoid the danger of getting bogged down in activities that bring weak results, and the importance of focusing on the 20 percent of activities that produce the most abundant results.

Here is a specific example that time management guru D. Laken gives us. A local election candidate agreed to speak to many groups of voters and found his schedule seriously overloaded. He had little time for meetings with large audiences and dinners attended by influential people. He realized that he had failed to be selective at the moment when he accepted invitations to speak and that he could no longer cancel the meetings to which he had promised to attend. The consultants carefully reviewed his list of past and future speeches and found that 80 percent of his impact on public opinion came from 20 percent of his speeches. 80 percent of his time was taken up by performances that did little to popularize his program. In addition, it was these speeches that exhausted him so much that he no longer had the strength to make speeches that could significantly influence voters.

The candidate recalled that Nixon spent the final days of the 1960 campaign visiting less populous states such as Alaska, Hawaii, and Wyoming to stay true to his promise to visit all 50 states of the country. Kennedy focused his efforts on large states that helped him win the majority of voters.

Ultimately, the politician came to the conclusion that he could refuse several speeches for unimportant audiences, since there had not yet been a final agreement on them. Instead, he secured meetings with audiences that could have a major impact on the outcome of the vote. This decision paid off: he won the election.

Another catch of this principle is that by putting in only 20 percent of our efforts, we can achieve 80 percent of the planned results. This means that we usually do not live to the full extent of our potential, and the remaining 20 percent of the results are 80 percent of the efforts of Olympic champions, talented inventors, and literary geniuses.

2.2 Eisenhower method

The rule proposed by Dwight Eisenhower is a simple aid, especially when you need to quickly decide which task to give priority to. According to this rule, priorities are set based on criteria such as urgency and importance of the matter. The importance of a task is determined by how much the result of its implementation affects your work. Urgency - how quickly this task needs to be completed.

Depending on the urgency and importance, Eisenhower proposed 4 categories of priority for cases and reflected them in the matrix (Appendix D).

Urgent/important matters. These are matters whose untimely completion will lead to significant damage to your business. You should take them on immediately and carry them out yourself.

Less urgent/important matters. They do not need to be done urgently; they can usually wait. Difficulties arise here when these matters sooner or later turn into urgent ones and must be resolved by you personally as soon as possible. Therefore, it is necessary to double-check the degree of importance and try to delegate them fully or partially to your employees.

Urgent/less important matters. There is a danger here of falling under the “tyranny” of haste and, as a result, completely dedicating yourself to solving a specific task because it is urgent. If the task is not so important, then it should be delegated anyway, since it does not require any special qualities to perform it.

Less urgent/less important tasks. Very often, matters in this category end up on a desk already littered with papers. If you suddenly start doing these things, forgetting about the tasks of the first category, then you should not complain about being overloaded with work.

Taking on a high-priority task and persistently working on it until its completion percentage reaches 100 is a test and opportunity to exercise one's character, willpower and business determination, thereby transforming and strengthening one's own character.

2.3 Alps method

The Alpa Method is a sequence of five stages, from the smallest to the "top" - the final result. The method is relatively simple and easy to remember, so after some exercises it will take on average no more than 10 minutes to create a daily plan. The Alps have five routes (stages):

2) assessment of the duration of the actions;

3) time reservation;

First stage. Tasks of the day. Write down under the appropriate headings (sections) of your “day plan” everything that needs to be done tomorrow:

Tasks from the to-do list or from the weekly (monthly) plan;

Unfulfilled the day before;

New cases;

Recurring tasks.

You need to write it down using abbreviations: B - visits, meetings; D - delegation of affairs; K - control, etc. Then they need to be prioritized into long and short.

Second stage. Duration of cases. It is necessary to set against each task the approximate time for its completion, sum it up and determine the approximate total time.

Third stage. Time reserve. The daily plan is calculated for 60% of working time, and 40% should be reserve time for unexpected matters.

Fourth stage. Priority cases, reduction and reassignment of cases. At this stage, clear priorities are established for your affairs using the Eisenhower method and the tasks of the day are clarified.

Fifth stage. Control. Monitors the implementation of your daily plan and transfers what is not done to another day.

3. Design of the working day of the head of the sales department of Crimea LLC

Planning the working day of the head of the sales department of Crimea LLC will be carried out using the Alps method, which consists of 5 stages:

1) drawing up assignments - tasks of the day;

2) assessment of the duration of the actions;

3) time reservation;

4) making decisions on priorities and reassignment;

5) control (accounting for what has not been done).

At the first stage, we will mark the general list of tasks for the day, and arrange them in the order in which they are completed.

1) analysis of reports received from department managers;

2) holding a planning meeting;

3) visiting the supplier’s warehouse;

4) holding a meeting;

5) establishing business contacts;

6) time to rest;

7) work with documentation;

8) work with the archive;

9) work with clients;

10) writing a report;

11) summing up the day.

At the second stage, we determine the duration of the cases (Appendix E).

As a result of the calculation, it turned out that the overtime would be 0.35 hours, without taking into account operational tasks, which could have a detrimental effect on the physical and psychological state of the manager. Thus, it is necessary to prioritize all planned matters, and allocate a reserve of time for solving operational tasks, by delegating authority and reducing time for some matters.

Third stage. Allocating time reserve. It is necessary to distribute time according to the 60/40 rule, i.e. 60% of the time should be covered by main activities, and the remaining 40% should be reserved for operational tasks.

We can assign work with the archive to a secretary, combine a lunch break with a meeting with a business partner, after analyzing the reports, immediately start writing a report to higher management, thereby reducing the time by 20 minutes, reschedule work site visits to the next day, or closer to the end of the day ( Appendix E).

As a result, we get 2 hours to solve operational problems.

Fourth stage. We set priorities using the Eisenhower matrix (Table 3).

Table 6 - Eisenhower Matrix

Thus, we have identified the most important tasks that need to be completed first.

The fifth stage is drawing up a work plan and monitoring its implementation (Appendix G).

First of all, we put urgent and important tasks into our daily plan, and then lower priority ones. Starting with the most difficult task or area of ​​work gives content and significance to the work day. As a result, a charge of energy and high productivity are guaranteed.

On days when you jump into high-level work, you experience a sense of elation due to the importance of the tasks before you. You feel that you are capable of much, that everything is going well for you, that you are the master of the situation and, ultimately, of your destiny.

Every time, returning to previously interrupted work, time is wasted trying to figure out how much has been done at that moment, and how much remains to be done. You should also overcome your own inertia, “swing” in order to get into motion after returning to the interrupted work. Some more time is needed to find the required momentum and a productive working pace.

If you have thoroughly prepared first and then set to work on a task, not allowing yourself to stop or deviate until you have solved it completely, you will automatically become energized, experience increased enthusiasm, and become increasingly motivated to complete the task successfully. The quality of your work increases as you progress, as does your productivity. As a result, you work faster and more efficiently.

Thus, the following advantages of this method were identified:

The best mood for the upcoming working day.

Planning for the next day.

A clear understanding of the tasks of the day.

Organizing the flow of the day.

Overcoming forgetfulness.

Concentration on the most essential.

Reducing the amount of paperwork.

Achieving the goals of the day.

Highlighting more important and less important things. Making decisions about setting priorities and reassigning.

Rationalization through task grouping.

Reduce clutter and unwanted interruptions.

Self-discipline when completing tasks.

Reducing stress and nervous tension.

Calm perception of unforeseen events.

Improved self-control.

Feeling of success at the end of the working day.

Increased satisfaction and motivation. Increase in personal results.

Gain in time due to the methodical organization of work.

Conclusion

This course work consists of three sections:

In the first section, the theoretical one, I studied the manager’s personal work planning system, in which the relationships between individual types of plans - long-term, medium- and short-term, as well as plans for the current period are clearly visible. The better we manage our time, the better we will be able to use it to our personal and professional advantage. Planning daily work, drawing up medium- and long-term work plans means gaining time, achieving success and greater self-confidence.

The second section discusses the most common and effective methods for rationalizing a manager’s activities, the Pareto principle, the Eisenhower method, and the Alpa method. The latter involves the use of a number of well-known principles and rules, such as the 60/40 rule and the Eisenhower method.

In the third, practical one, I designed the work of the sales manager of Crimea LLC, using the Alps method, during which the advantages of this method were identified, and recommendations were made for increasing the efficiency of personal work. Work structured in this way will allow the manager:

Effectively organize your personal work and the work of your subordinates;

The shortest way to achieve professional and life goals;

Avoid stressful situations, increase and maintain performance;

Achieve the best work results;

Get satisfaction from the work you do.

List of off-text links

1 Brian, T. "Stop being disgusted, eat a frog!" http://www.litru.ru

2 Drucker, P. “Effective manager” www.koob.ru

3 Count, D. “Organize yourself” http://www.litru.ru

4 Reznik, S.D. Personal management: textbook / S.D. Reznik - P27 2nd ed., revised. and additional - M.: INFRA-M, 2004. - 622 p. - (Series "Higher Education")

Literature (Bibliography)

1 Administrative and management portal/ http://www.aup.ru/books/m99/2_13

2 Brian, T. "Stop being disgusted, eat a frog!" http://www.litru.ru/?book=70993&description=1

3 "Exchange + Finance" No. 17 dated 05/07/2007/ http://www.birzhaplus.ru/fin/?22726

4 Veresov, N.N. Effective management: psychological criteria/ [email protected]

5 Vershigora, E.E. Management/ E.E. Vershigora. -M.:INFRA - M, 2005

6 Drucker, P. Encyclopedia of Management/.: Transl. from English - M.: Williams Publishing House, 2004. - 432 p.: ill. - Paral. tit. English

7 Drucker, P. Effective manager / www.koob.ru

8 Karpov, A.V. Psychology of management: textbook / A.V. Karpov - M.: Gardariki, 2005. - 584 p.: ill.

9 Count, D. “Organize yourself”/ http://www.litru.ru

10 Kay, F. “Get your time management off the ground”/Trans. in English

11 Education of the Urals"/ http://www.uraledu.ru/node/16059

12 Raichenko, A.V. Management: textbook for vocational education / A.V. Raichenko, Khokhlova. - Moscow: FORUM - INFRA - M

13 Reznik, S.D. Personal management: textbook / S.D. Reznik - P27 2nd ed., revised. and additional - M.: INFRA-M, 2004. - 622 p. - (Series "Higher Education")

14 Satskov N.Ya. Practical management. Methods and techniques of a manager/ http://www.litru.ru/?book=145&description=1

15 http://sekretar-info.ru/topic/916/

Appendix A

Management requirements for a manager

Table 1 - General (organizational and managerial) classification and criteria for assessing the managerial qualities of a leader of the modern (entrepreneurial) type

Quality ranks	Quality groups (first level)	First level criteria
	Professional management competence	Availability of professional knowledge and skills in the field of production and people management, knowledge of work in a specific management position.
	Organizational qualities	Relationships with people
	Efficiency	Attitude to business
	Moral qualities	Attitude to morality
	Political culture	Attitude to the interests of society, the workforce and the individual employee
	Performance	Ability for active, long-term creative activity

Appendix B

Schematic representation of a time planning system

Figure 3 - Time planning system

Appendix B

Planning the personal work of the manager

Table 2 - Thematic to-do list for the year (month) for the manager

Organization (company, enterprise)	External Relations	Personnel issues	Events in the city, region	Economic issues of the organization	Family, home	Health	Perspective Issues
General leadership

Table 3 - Workweek routine

Appendix D

Figure 4 - Eisenhower's Priority Matrix

Appendix D

The second stage of planning the manager’s working day

Table 4 - Duration of cases

	Report analysis
	Planning meeting
	Departure to the warehouse
	Meeting
	Work with documents
	Walking around workplaces
	Working with the archive
	Working with clients
	Writing a report
	Summing up the day

Appendix E

The third stage of planning a manager's working day

Table 5 - Duration of cases

	planning meeting
	Report analysis
	Writing a report to senior management
	Meeting
	Work with documents
	Working with clients
	Departure to the warehouse
	Summing up the day

Appendix G

The fifth stage of planning a manager's working day

Table 7 - Day plan

	Familiarization with the list of tasks for the day
	Conducting a planning meeting with managers
	Analysis of reports received from department managers
	Writing a report on the current state of the company’s activities to senior management
	Departure to the warehouse
	Holding a meeting with other department heads
	Rest time, lunch break
	Signing concluded contracts, administrative documentation, other work with documents
	Reception of clients and employees on personal matters
	Analysis and planning for the next day

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Theoretical foundations, essence and content, conditions that form the organizational culture of a manager. The practice of a modern manager, the transformation of functions and the realization of a manager’s potential, motivating a manager to work effectively.

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

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

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

Drawing up such a plan is not difficult. The main thing is to correctly choose the form of one’s participation in solving problems, organizing the interaction of individual performers and relationships with other organizations in 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 the workforce, holding meetings with subordinates, etc. The development of such a plan creates a normal rhythm of work for the management staff, ensures the order of tasks, and makes it possible to highlight time for creative work, innovation, and improving your skills. Here the manager can competently and proactively formulate and resolve strategic issues and work productively.

If a manager does not have a personal work plan, then nervous conditions are created in the organization’s team, leading to poor-quality solutions to problems, increasing psychological stress and reducing the effectiveness of managerial work.

The manager’s personal work plan consists of different periods:

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

The plan precisely defines the deadline for completing the work and the time required for this. Work performed by the manager personally

are divided into periodic, recurring and sudden.

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

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

The time for performing periodic work must be determined accurately.

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

Work that arises 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 planned work, postpone it to another time, or entrust their implementation to a responsible employee of the management apparatus.

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

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

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

Operational planning of the manager’s personal work is carried out weekly. This is a plan for today and tomorrow. Such a plan contains a “thematic” list of matters that must be resolved promptly within a certain period of time.

To facilitate operational planning, the manager develops a robotic schedule. It establishes a clear working time schedule (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 management plans or personal plans of subordinates.

Topic: Planning the personal work of a manager

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

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

4.1. THE ROLE AND IMPORTANCE OF PLANNING THE PERSONAL WORK OF A MANAGER

The manager 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 manager acts on the basis of the principle of unity of command, endowed with broad powers and rights, but at the same time bears responsibility for the results of the enterprise. The functions of a manager are multifaceted: general management of the enterprise’s activities, coordination of the actions of subsections and services, work with personnel, determination of goals and tasks of activities, decision-making, representation of the enterprise in relations with other organizations, control over the actions of performers, etc. The performance of these functions requires high levels of responsibility from the manager. business and personal qualities.

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

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

The reason for the unsatisfactory work of many managers, especially beginners, is the inability to manage time. Such managers strive to complete all tasks independently, be on time for all meetings, receive all visitors, and 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 tasks remain unfulfilled. 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, and there is a feeling of dissatisfaction with himself, his subordinates, and lack of confidence in his own abilities. 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, the following are typical:

Unplanned use of working time and poor development of key areas of activity;

Nervousness, haste and confusion in actions;

Impatience in making decisions and in relationships with peers and subordinates;

Insufficient level of division of managerial labor in subsections and 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 arrives;

Using the principle “what I didn’t get done at work, I’ll finish at home.” Domestic studies, during which the main

the reasons for the overload of top and middle level managers and the reasons for the ineffective use of working time showed the following results (in order of importance):

Insufficient qualifications of management personnel - 66%;

Disorganization of information - 50%;

Low level of labor mechanization in management - 50%;

Unorganized production processes -32%;

unclear division of rights and obligations – 30%;

Large number of meetings -28%.

An analysis of the use of working time by domestic managers shows the following: the duration of working time exceeds the norm by 3 hours, and useful employment is only 5-6 hours; Deputy directors will “overwork” for 2-3 hours, and useful employment is 5 and 6 hours, respectively. Heads of subsections use time in much the same way as chief specialists. When we talk about 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 renewed. Lack of time to complete assigned tasks leads to an artificial lengthening of the working day and its irrational use. Lack of time is the result of a lack of clarity, planning and organization in the work of managers. It has been established that an unforeseen three-minute telephone conversation often leads to the loss of 15-20 minutes necessary to regain concentration and resume initial performance.

The ability to use working time prudently and rationally and to constantly improve the planning process is a sign of an organized leader. Working time planning is often understood as a simple list of current affairs for the next day. Considering only the list of works 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 working hours from all types of work makes it possible to get a complete picture of workload.

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

For managers at the highest organizational level - chairman of the board, president, vice-president of a corporation - there is a very intense rhythm and a huge amount of work, which is determined by the specifics of the tasks, changes in the external and internal environments of the organization. A manager at 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. Studies have shown that the working week of senior management managers lasts 60-80 hours per week and is spent on:

Scheduled meetings, meetings - 50%.

Unplanned meetings - 10%.

Job With documents - 22 %.

trips, reviews - 3%.

Talking on the phone - 6%.

Middle managers, who are responsible for the day-to-day operations of the organization, act as a buffer between senior and lower-level managers. They prepare the information on which the decisions of senior managers are based and give orders to you. competitive assignments for lower 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 a mid-level manager is alone up to 34% of his working time.

When characterizing the work of lower-level managers, it should be noted that their work is intense and filled with frequent breaks and 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 are almost always completed in less than two weeks.

In the United States, over a thousand senior and middle managers were surveyed. 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% extra time, and others lack 50% of the time.

Time efficiency does not mean that the workday is pre-scheduled until the last minute. Such efficiency in terms of flexible and mobile working would be absurd. At the same time, efficiency does not mean “squeezing out sweat.” On the contrary, efficiency is associated with continuity, which allows for a planned start in the use of time and provides the opportunity to relax after work and gather strength to successfully continue activities.

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

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

Just as an organization plans its strategy, each person must think about the future and not be swayed by

the course of events.

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

There is an optimum amount of 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 an organization is possible only if its planning is carried out purposefully. However, the management of many organizations, due to excess self-confidence, does not pay adequate 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 underestimated quality of the result. These leaders' goals tend to change daily, and their way of working clearly demonstrates how not to implement a 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 investing significant effort in formal planning. Moreover, planning and the plan itself do 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 a manager’s personal work 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, whom, when, where, how, how much and why is needed to achieve a given goal. Thus, it is a means of creating a link between setting a goal 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 forecasting 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 and unexpected consequences.

5. Planning provides the basis for estimating costs and developing budgets, schedules, and resources.

6. Planning is the basis for control. For control to be effective, it should be closely linked to planning. Such coordination is very important to ensure the effectiveness of the management process as a whole. An effective quantitative method for doing this is by drawing up charts, schedules and budgets.

7. Planning helps determine the desired work interactions and relationships. Since it serves to formulate goals, it helps create unity of common goals within the organization.

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

The following components of planning are distinguished.

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

What should be done?

When will this be done?

Who will do it?

Where will this 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 part of the organization’s life, and has his own point of view, 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 launch the production of some product before its competitors, then it must be completed within the appropriate time frame, which is provided for in the plans.

The third component planning is limited resources. The plan must be designed so that the use of limited resources is optimal and that resources can be maneuvered.

The fourth component. Expenses, capital investments and their profitability play an important role. A project is unproductive until the output is realized. Therefore, it is necessary to provide for all ways of profiting as early as possible. This circumstance once again emphasizes the need for strict adherence to 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 achieving the organization’s goals also increases. Therefore, the condition for financing a plan for achieving 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 organization’s goals, is influenced by various components. In this case, it is necessary to first prevent the undesirable consequences of the situation that has changed. Such planning is used to make decisions in any unforeseen situation. It is worth especially emphasizing that changing the plan and analyzing the consequences of such changes are possible only if the plan itself exists. Therefore, by planning the implementation of the organization’s goals, we lay the foundation for control and management.

Seventh component. Achieving the organization's goals depends on everyone's contribution. Planning ensures unity of goals for members of the organization, increasing the efficiency of their work, which leads to increased productivity. Therefore, planning is essential for increasing productivity.

And finally, the eighth component that makes planning extremely important is the constant change in the composition of the performers, as well as changes in leadership. The existence of a plan ensures continuity in the work of achieving the organization's goals.

The value of planning and the plan itself is found in the process of its implementation. Progress in the implementation of the plan must be compared with the planned goals, in relation to which to adjust | deviations (schedules, costs, budget, etc.). If correction of the plan cannot bring its parameters into compliance with the plan, then such a plan must be revised. The plan parameters (schedules, resources, budget) are met due to the presence of control, which is as (if not more) important than the original plan.

4.2. FEATURES OF PLANNING A 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 a manager. As a function of planning management, it is to set goals and determine ways to achieve them.

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

A goal is what one strives for, a landmark that is intended to be achieved. It determines the final result. It is necessary to realize that what is meant here is not what we do, but what we do it for. A goal is a kind of challenge that motivates action; This is a specific state of certain characteristics of an organization, the achievement of which is desirable and towards the achievement of which the activities of this organization are aimed. Even the best way of working 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 are the basis for building organizational relationships, the motivation system that is used in the organization is based on goals, in addition, goals are the starting point in the process of monitoring and evaluating the work results of individual employees, subsections and the organization as a whole.

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

The manager's goals must meet the following requirements:

1. Goals must be achievable.

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

2. Specific and measurable goals.

3. Goals must have a specific time horizon.

Goals must be achieved within a strictly defined time frame. Violation of these deadlines may be considered as failure to meet established goals.

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

The process of setting personal goals for a manager involves the following steps:

1. Setting goals.

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

2. Analysis of possibilities for achieving established goals.

At this stage, you should analyze your strengths and weaknesses, which may make it easier or more difficult to achieve your goals, as well as the correspondence between your goals and available resources. For example, a manager sets a professional goal to occupy the position of vice president of a company in foreign economic activity. However, this requires mandatory knowledge of a foreign language. The manager must determine what resources he has (hours, material, language abilities) 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 formulated and have a time characteristic. It is proposed to install for a long time-| (lifetime), medium (up to 5 years) and short-term (up to 1 year) goals. After setting goals, they begin their own planning

works. It is difficult, or impossible, for a manager to draw up specific plans for a more or less long period, since under the influence of various unforeseen factors they will have to be constantly revised. 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 not detailed, noting only the urgent and most important matters.

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

The process of developing a manager’s personal work plan is proposed to be carried out according to the diagram 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 that should be completed during the planning period. These can be tasks from the long-term list of tasks that were not completed in the previous period; other tasks have been added, tasks that arise periodically. The list of works should be drawn up in writing.

For example, the list of tasks for the day displays the following issues: 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 by degree of importance or urgency.

Second phase: After compiling a list of work for the planning 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 how much time will be required for other work. Here, much depends on the complexity and unusual nature of the tasks being solved, the experience and professionalism of the manager himself, the qualifications of management personnel and other factors. At the same time, the duration of a number of management actions can be assessed quite accurately. For example, managers preliminarily regulate the duration of reception of visitors on personal matters, meetings, etc.

In general, the estimate of the required time expenditure will be approximate, which will require correction during the implementation of tasks. At the same time, establishing the duration of the work disciplines the manager and forces him to conclude the contract within the established period.

Third stage: Since it is impossible to foresee in advance what tasks will need to be completed during the planning period, time should be reserved for unforeseen tasks.

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

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

Time reserve for unforeseen work - 20%;

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

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

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

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

If there is an excess of the required time expenditure over the planning period fund, it is necessary to revise the list of planned work. The manager should rank planned work in terms of importance and urgency and remove secondary actions. Yes, not very urgent tasks can be postponed to be completed in the next period. You should also delegate some of the work to subordinates.

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

Thanks to the established time reserve, the manager has the opportunity, during the planning period, to adequately respond to possible complications in the process of implementing certain tasks, solve unforeseen matters, and engage in creativity. Practice shows that planning 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 scheduling will outweigh these costs. In particular, rational planning of a manager’s personal work makes it possible to draw up a plan for the next day, clearly present the task, organize work throughout the day, overcome forgetfulness, concentrate on the most important tasks, self-discipline while completing tasks, gives a feeling of success at the end of the working day, increases satisfaction and motivation and generally contributes to work efficiency.

Planning of a 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, postponing them for later is undesirable. Next, routine work and daily routines are planned.

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

In any case, when planning, an exact deadline for completing the work is established. If it cannot be completed within the specified time frame, 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 to the implementation of certain works, as well as coordinate your actions with subordinates and colleagues.

In practice, there are several types of 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 (obtaining an education, advancing to a certain position, etc.);

2) medium-term plans, which include annual plans; they record the division of time into solving more specific problems; 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; the ten-day (weekly) displays all tasks 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.

In monthly plans, you need to take into account critical days and personal biorhythms - physical, emotional and intellectual, which are 23, 28 and 33 days, respectively. During the positive phases of these periods, things that require increased workload are planned.

Taking into account the principle of increased performance is also necessary in the daily plan. For most people, there are two peaks: from 9 to 13 and from 16 to 18. 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 priority ones, work on which is carried out first. The most important and also 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 all others, daily plans for spending time should be made in writing, since in this way the tasks laid down in them are harder to ignore. In addition, notes relieve memory, discipline, allow you to more clearly distribute work, and 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 previous day’s plan that have not been resolved at this time; that are not pre-planned as a result of repetition; that can suddenly arise. The time spent on them is determined taking into account the possible method of solving them. The daily plan includes “windows” in case unexpected problems need to be dealt with and ten-minute breaks after each working time.

Then the priority of tasks is clarified once again; Those of them are highlighted for which the time has come to take decisive action, and it is clarified which of the subordinates can be entrusted with what.

In the morning, the daily plan drawn up the day before is once again clarified by the manager together with the assistant or secretary in order to take into account new circumstances that suddenly appeared (for example, documents that were received overnight). Like any other, your daily time plan should 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 good tone and allows you to actually implement the principle “a person is the master of the work, and not a robot is the mistress of the 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 take measures to overcome difficulties. After this, the most difficult and unpleasant tasks are performed, and in the second half of the day the easy ones are performed. This sequence is predetermined not only by the increase in fatigue, but also by the fact that after lunch, subordinates usually come with requests for help and clarification of certain issues. Therefore, in the second half it is better to do simple things, for example, reviewing mail or solving problems that arose in the morning.

To save time, it is necessary to avoid impulsive actions and not, if possible, be distracted by newly emerging problems that may require new actions. It is advisable to fix them and return to them later, which will allow you to complete what you started, and for them to “rest” and take on clearer contours. Fixing the material is also useful in cases of sudden breaks in work, as it allows you to quickly return to it.

It is worth keeping in mind that many activities in a manager’s work are repeated annually. Therefore, the secretary or personally the manager can present a list of the following repeatable events for a day, decade, month:

General meetings, meetings of the board of governors, etc.;

Current planning meetings, ensuring control over the process of the enterprise’s activities;

Gathering of individual teams and workers;

Important exhibitions, fairs, conferences, symposia, etc. Quite a few days a year are already busy. It costs

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

Once you have an annual plan, you can start planning your work hours over the next two months, which allows you to establish a nice overview of the work that moves from month to month. Similarly, a two-week plan indicating the date, time and deadline for completing a particular activity is effective.

In management theory and practice, 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 himself in work and personal life: family; emotional and physical state; friends, club, party; employees, subordinates; improvement of technology at the enterprise; financial results; position of the enterprise 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 within a week, month, year. In this regard, specific events are planned.

A manager who does not think through time management activities finds himself under time pressure, which in turn causes severe mental tension, stress and dissatisfaction with the results of work.

In management practice, there is a well-known number of factors in the activities of managers that negatively affect time management and systematic work.

One of these factors is slowness - the main enemy of success at work. The reason for the slowness is the manager’s bad habit of postponing things “later”, as well as confusing important things with urgent ones. Usually, slowness in a manager’s work appears when he is faced with a task that is unpleasant or difficult for him, or, finally, creates uncertainty.

The feeling of “trouble” forces you to put a document or business paper in the bottom drawer of your desk in the hope that it will “work out” and that in the end you won’t have to react at all.

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

Fear of possible failure;

Fear of personal incompetence on this issue;

Fear of long work hours;

Lack of attractiveness of work;

The uncertainty of the benefits that the robot will bring;

Insufficient available information;

The conviction of the futility of work.

If the problem is unclear, the manager is confused and indecisive. An uncertain situation forces him to hold endless consultations, meetings, collect additional information, demand delays, etc. However, time passes and the work may not be completed on time.

The manager's systematic lateness at times through delays on the road, the lack of clear records of the time of meetings, conversations, meetings with business people and his employees, through insufficient personal composure and punctuality in work have a negative impact on management.

It should also be noted that there is a negative impact on the efficiency of using working time of a factor associated with insufficiently scientifically equipped equipment at the manager’s workplace, in particular: the furniture does not meet ergonomic requirements; insufficient lighting: working area; irritating wall painting or trellis design; lack of a personal computer and other office equipment, weekly planner, calendar, telephone, intercom, etc. The situation is complicated by the low qualifications of the secretary (referent, assistant), which negatively affects the manager’s productivity.

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

Start the day with a positive mood;

Have a good breakfast and go to work without haste;

Start work at the same time if possible;

Re-review of the day's plan;

Coordinate the daily plan with the secretary;

After solving a relatively simple problem, put yourself in a good mood;

Tackle important and complex tasks in the morning.

Rules regarding the course of the working day:

Fix deadlines for completing tasks;

Avoid actions that cause a backlash;

Dismiss additional urgent problems that arise;

Avoid unplanned impulsive actions;

Take breaks in a timely manner and maintain a measured pace of work;

Do small, homogeneous tasks in series;

Use pauses between serious tasks;

Set aside at least one hour of working time “for yourself”;

Control your time and plans.

Rules for ending the working day:

Finish what you start;

Monitor results and self-monitor;

Make a plan for the next day;

Go home in a good mood: to do this, identify the most important positive event of the day.

Rationalization of time spent on regularly repeated work

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

Systematic, everyday, purposeful work in accordance with the schedule, a clear definition and conduct of gatherings, 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 the manager.

The daily practical activities of the 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 this particular sequence is important for the results of his work. Does he waste the first hours of work in the morning on tasks that are not urgent and important? Do you know how to wait to perform the current duty work until he has completed some more important task? Has he developed the habit of preparing in advance for all kinds of activities?

Classics of praxeology| rightly notes that the secret of beautiful improvisation is in beautiful preparation. Common practice confirms an overwhelming part of preparation in the development of any kind of improvement.

The manager needs to analyze whether he is caught up in meetings and especially in the first hours of work? Is it carried out for show or for instructions from above? It should be remembered that weak managers who have low business qualities are especially keen on meetings.

If a manager holds a business meeting for the purpose of collective discussion, developing the right decision and speeding up its implementation, then its effectiveness and efficiency can be ensured by:

Clear preparation and proper organization of work;

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

Inviting the minimum number of workers actually necessary;

establishment of clear regulations and effective measures to comply with them.

1. Have a previous thought on the issue being discussed.

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

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

Have an appropriate conversation with them. If necessary, demand it.

4. Confidently lead the meeting.

5. In a businesslike manner, specifically formulate its purpose, propose regulations, and determine the total duration of the meeting.

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

7. Ask everyone whether you specifically invite an employee whose opinion is very important to speak out.

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

9. At the end of the meeting, summarize the results. Entrust the preparation of a solution or formulate a program for subsequent work on the problem.

Y. Make sure you have a transcript or tape recording. Act in such a way that your subordinates are left with the impression that this meeting is effective and necessary.

Rationalization of time spent on irregular and unforeseen work

It is advisable to include time spent on short-term irregular work in the reserve of the work plan and schedule, without interfering with the implementation of planned work. It is advisable to carry out work that leads to disruption of the schedule for a long time, so that they can bring maximum results, for example, in the field of promising solutions, analyzing one’s own past activities, searching 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. Given the systematic nature of overtime work, due to an increase in the task, the solution should be found in improving the organization of work, in a new division of functions, in improving work methods and techniques.

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

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

3. Selection of priority matters for the manager.

4. Delegation of powers in the activities of a manager.

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

Time is the most limited capital

and if you can’t manage it

You won't be able to control anything else.

Peter Drucker

The manager 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 manager acts on the basis of the principle of unity of command, endowed with broad powers and rights, but at the same time bears responsibility for the results of the enterprise.

The functions of a manager are multifaceted: general management of the enterprise’s activities, coordination of the actions of subsections and services, work, with personnel, determination of goals and tasks of activities, decision-making, representation of the enterprise in relations with other enterprises, control over the actions of performers, etc. The implementation of the noted functions requires manager with high business and personal qualities.

An important quality of a manager is the ability to respond to changes that occur in the enterprise and respond to them, often under conditions of a lack of information and time. In this regard, there is a danger of erroneous decisions.

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

The reason for the unsatisfactory work of many managers, especially beginners, is the inability to manage time. Such managers strive to complete all tasks independently, be on time for all meetings, receive all visitors, and 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 tasks remain unfulfilled. A manager who does not know how to manage time is unable to see the future behind the infinity of everyday worries. Ultimately, the effectiveness of his work is minimal, and there is a feeling of dissatisfaction with himself, his subordinates, and lack of confidence in his own abilities. The reason for this is the inability to plan work.

A manager who lacks time to solve production, financial, social and other problems is characterized by:

unplanned use of working time and poor elaboration of key areas of activity;

nervousness, haste and confusion in actions;

impatience in making decisions and in relationships with peers and subordinates;

insufficient level of division of managerial labor in subsections and 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 arrives;

using the principle “what I didn’t get done at work, I’ll finish at home.” Domestic studies, which determined the main reasons for the overload of top and middle level managers and the reasons for the ineffective use of working time, showed the following results (in order of importance):

insufficient qualifications of management personnel – 66%;

disorganized information – 50%;

low level of labor mechanization in management – ​​50%; disorganization of production processes – 32%;

unclear distribution of rights and responsibilities – 330%;

a large number of meetings – 28%.

An analysis of the use of working time by domestic managers indicates the following: the duration of working time exceeds the norm by 3 hours, and useful employment is only 5-6 hours; Deputy directors will “overwork” for 2-3 hours, and useful employment is 5 and 6 hours, respectively. Subdivision managers use time in much the same way as senior specialists. When we talk about useful employment, we mean a list of jobs, activities, decision-making, etc., that are within the competence of only these managers.

Features of time as a resource: irreversibility, impossibility of purchase and storage, replacement or increase in volume.

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

The ability to use working time prudently and rationally, and to constantly improve the planning process is a sign of an organized manager. Working time planning is often understood as a simple list of current affairs for the next day. Considering only the list of works 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 working hours from all types of work makes it possible to get a complete picture of workload.

It is necessary to plan a manager’s personal working time in the same way as all other activities of the enterprise and its resources.

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

Just as an enterprise plans its strategy, every person must think about the future and not be swayed by the course of events.

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

There is an optimum amount of 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 an enterprise is possible only if its planning is carried out purposefully. However, the management of many enterprises, due to excessive self-confidence, does not pay adequate attention to developing a plan and therefore is forced to resort to “strong-willed” management, which leads to an emergency mode of work and, ultimately, to a low quality of the result. These managers' goals tend to change daily, and their way of working clearly demonstrates how not to implement a 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 businesses can achieve a certain level of success without investing significant effort in formal planning. Moreover, planning alone does not guarantee success. However, formal planning can create a number of valuable and essential factors for the success of the enterprise.

The practical significance of honoring a manager's personal work is this:

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, whom, when, where, how, how much and why is needed to achieve a given goal. Thus, it is a means of creating a link between the establishment of a goal 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 forecasting future problems and opportunities.

3. Planning makes it easier to find better and more efficient ways to achieve enterprise goals

4. Planning identifies and identifies areas of potential problems and unexpected consequences.

5. Planning provides the basis for estimating costs and developing budgets, schedules, and resources.

6. Planning is the basis for control. For control to be effective, it should be closely linked to planning. Such coordination is very important to ensure the effectiveness of the management process as a whole. An effective quantitative method for its implementation is drawing up schedules, schedules and budgets.

7. Planning helps determine the desired work interactions and relationships. Since it serves to formulate goals, it helps create unity of common goals within the enterprise.

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

There are eight components of planning.

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

what should be done?

when will this be done?

who will do this?

where will this 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 ​​activity of the enterprise, and has his own point of view, 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 enterprise.

The second component of planning is the growing importance of time. If an enterprise intends to launch the production of certain products before its competitors, then it must implement the appropriate measures within the time frame provided for in the plans.

The third component of planning is resource limitations. The plan must be designed so that the use of limited resources is optimal and so that resources can be maneuvered.

The fourth component. Expenses, capital investments and their profitability play an important role. A project is unproductive until the output is realized. Therefore, it is necessary to provide for all ways to make a profit as quickly as possible. This circumstance once again emphasizes the need for strict adherence to 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 realizing the goals of the enterprise increases. That's why the condition for financing a plan for achieving the goals of an enterprise 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 enterprise’s goals, is influenced by various components. In this case, it is necessary to first prevent the undesirable consequences of the situation that has changed. Such planning is used to make decisions in any unforeseen situation. It is worth especially emphasizing that changing the plan and analyzing the consequences of such changes are possible only if the plan itself exists. Therefore, when planning the implementation of enterprise goals, a basis for control and management is formed.

Seventh component. Achieving the company's goals depends on everyone's contribution. Planning ensures unity of goals for members of the enterprise, increasing the efficiency of their work, which leads to increased productivity. Therefore, planning is essential to increase productivity.

And finally, the eighth component, which makes planning extremely important, is the constant change in the composition of the performers, as well as changes in management. The existence of a plan ensures continuity in the work of achieving the goals of the enterprise.

Planning is the way in which management ensures that everyone in the organization is united in its efforts to achieve its overall goals. Planning in an organization is a continuous process. A plan is a document covering the entire complex of production, economic and financial activities for a specified period, after the completion of which the plan for the next period begins to operate. Plans are drawn up for different periods of time. Short-term plans overlap with long-term ones. Continuity of planning is due, firstly, to the continuity of production processes and, secondly, to the constant uncertainty of the future, which is caused by unpredictable changes in the external environment. In addition, plans may contain erroneous decisions and need to be corrected. Organizational plans are distinguished by purpose, content and periods of validity.

Plans are distinguished by purpose: defining the development strategy of the organization4 justifying new production, new products, new projects; developing the tactics of the organization for a specific period.

According to the periods of validity, plans can be: long-term, medium-term, short-term.

Enterprises in the Russian Federation have a system of plans, which includes: a strategic plan; forecast plans (programs), current plan; operational schedule; business plan.

At its core, the planning function is designed to answer the following basic questions: 1) where are we currently? Managers must evaluate the organization's strengths and weaknesses in its core areas to determine what the organization can realistically achieve. 2) Where do we want to go? Managers must assess the opportunities and threats in the organization's environment to determine what the organization's goals should be and what might interfere with achieving those goals. 3) How are we going to do this? Managers decide what members of the organization should do to achieve their goals.

The decision is the most important component at this stage. Due to the diversity of solutions, there is a need to classify them according to the following criteria: duration of action: long-term, short-term, one-time; degree of obligation: are categorical; the nature of the recommendations; content: economic, social, organizational, scientific; degree of structure: programmed, unprogrammed; decision maker: individual, group; direction of the decision: inside the organization, outside its borders; level of decision making: organization as a whole, structural divisions, functional services, individual employees; depth of influence: single-level, multi-level