2, the effect is the best. The best effect is to get the maximum benefit with the least effort.
3. delay. Decisions that should be made immediately have been postponed, and actions that should be implemented have been postponed again and again. Over time, the habit of procrastination is formed, which makes you lose time, miss opportunities, increase the pressure of deadlines and produce various crises.
4. Complete the work of subordinates. Managers should also delegate the responsibilities and powers needed to complete the "complete task". Doing so not only saves time, but also allows you to do more important work (otherwise you have to complete these tasks yourself); It also makes workers in their own country more willing to accept the assigned work and improves the efficiency of the whole organization.
5, habits. Managers often become victims of their own habits. They tend to follow the old habits and practices in the organizations they manage. It is very difficult to break these ingrained old habits, which requires constant self-discipline training.
6. Choose to ignore (limited reaction). The response to various problems and needs should be realistic and subject to the needs of the situation. Some problems will disappear if you ignore them. By selectively ignoring the problems that can be solved by yourself, a lot of time and energy can be saved and used for more useful work.
7. Plan. Most problems are caused by behaviors that have not been seriously considered. Making an effective plan every 65,438+0 hours may save 3-4 hours when implementing the plan, which will achieve better results. If you don't plan carefully, you are actually planning to fail.
8. Daily plan. Daily planning is essential to the effective use of time. It should be done the afternoon before or at the beginning of the day, and it should be consistent with the recent goals and activities.
9. liquidity. The degree of arranging personal time should be flexible in order to deal with forces beyond personal control. In short, the schedule should not be too full or too loose.
10, problem analysis. If we don't distinguish the cause and phenomenon of the problem, we will inevitably lose the substantive problem and spend our energy and time on the superficial problem.
1 1, select. In any given situation, we should be able to provide some feasible options, otherwise, it will reduce the possibility of choosing the most effective action plan.
12, hesitant. When it comes to making decisions, many managers will hesitate, hesitate or refuse to make decisions for no reason. Indecision should also be regarded as a decision-making-determined not to solve the problem.
13, target. More effective results are usually achieved through the deliberate pursuit of established goals, rather than relying on opportunities. The basic concept of management by objectives comes from this proven principle.
14, priority. Time should be arranged for each task in order of priority. The difference is that many managers often spend time contrary to the importance of their tasks.
15, deadline. Set a deadline for yourself and exercise self-discipline Perseverance can help managers overcome the shortcomings of indecision, indecision and procrastination
16, concentration. In people's organized efforts, a few key efforts (about 20%) usually produce the vast majority of results (about 80%). This principle is also called Paletto's principle, that is, the 20/80 law. Effective managers always focus their efforts on "key few activities" that can produce significant results.
17, evenly distributed. No one has enough time, but everyone has his own time. This is the famous paradox of time. Time is a resource that is equally distributed to all people.
18, it feels wrong. The manager seldom spends time where he wants to spend it. This idea played a trick on the owner of time, making him mistakenly think that his time was used where it should be used, not where it was actually used.
19. The necessity of time analysis. The daily activity record lasts at least 1 week and needs to be filled in 1 time every 15 minutes, which is the basis of effective time analysis. This activity should be repeated at least 1 time every six months, so as not to restore poor time management.
20. Effectiveness and efficiency. If the wrong task is executed, or the task is executed at the wrong time, no matter how efficient it is, it will eventually lead to invalid results. Efficiency can be understood as doing the work correctly. Efficiency can be understood as doing the right work correctly. The so-called effective activity means to get the maximum effect with the least resources, including time.
2 1, expected. Generally speaking, the activities prepared in advance are more effective than the activities remedied afterwards. One stitch in time can save nine stitches. The best way to avoid accidents is to foresee those possible accidents and make emergency measures for them. We assume that if something goes wrong, it cannot be avoided.
22. Unrealistic time budget. Managers are usually optimistic about the time needed to complete the task. They also tend to hope that others can finish the task faster than they actually can. Thus came Murphy's second law: "Everything takes more time to do than originally thought." It can be seen that managers easily accept and expect others to make unrealistic time budgets.
23. Possibility of realization. The possibility of expected events increases directly with the planning efforts to realize expected events.
24, urgent task tyranny. Managers are often in a state where urgent tasks and important tasks are crowded together. Urgent tasks require immediate action, which makes them have no time to think about important tasks. In this way, managers are unconsciously affected by urgent tasks and are under endless time pressure, thus feeling anxious about the more serious long-term consequences brought about by shelving important tasks.
25. Crisis management (overreaction). Managers often underestimate problems, can't predict the complexity of problems, or overreact to all problems as if they were in a crisis. This tendency of crisis management and fire fighting often causes excessive anxiety, weakens judgment, leads to hasty decision-making and wastes time and energy.