The pace of life of the majority modern people difficult to call measured or calm. This is a constant lack of time and emergency work, a regular stay in a state where it is not clear what work to grab right now. All this negatively affects not only the emotional state, but also personal productivity. Only time management will help solve such problems and organize time in such a way that it becomes possible to live a full life, and not be limited to eternal chores.

According to psychologists, even with a “catastrophic shortage of time”, there is a way out.

Existing time management tools help to understand: the main thing is to have a desire at least a little and reconsider your attitude to personal time. Many can be an example that, when used correctly, time management gives excellent results. After all, each of them knows how not only to make many plans, but also to manage to do a lot.

Application Benefits

The skill of rational use of time provides a person with many different advantages and can be useful in almost any field of activity. For teenagers and schoolchildren, knowing the laws of time organization and using them helps them learn how to live in such a way that they have enough time not only for studying, but also for relaxing and communicating with friends. For adults, the basics of using time management will help in work, creativity, family relationships, business and other areas.

What specific benefits does a person get when using this system:

he manages to achieve more goals;
he is successful in all areas of activity;
he achieves his goals faster than those who do not know what time management is and do not use it;
in a short period of time can perform many different tasks;
a person has much more time for self-improvement, recreation, hobbies and being with loved ones;
he does not suffer from constant fatigue, is less prone to stress;
he always has a clear plan of action;
owns inner freedom and the ability to control his life.

The role of motivation in the ability to organize your time

Before proceeding directly to finding out what time management is, it is necessary to deal with the main causes of lack of time. The first and probably the main reason is the unwillingness to perform certain duties. The second culprit is the lack of interest in the case, and the third is disorganization. The fourth reason for lack of time is too long preparation for any task.

Time management is a technology for organizing time and increasing the efficiency of its use.

For example, if you do not want to do some work, you should look for its advantages. Perhaps it can contribute to an increase in salary, a promotion, give a sense of satisfaction from a job well done, or precede a great vacation.

As one of the most effective time management tools, it should also be used for household chores. After all, if it is not fulfilled, the external and internal atmosphere of comfort will be destroyed in the family. While the fight against chaos will help get rid of internal disorganization and direct energy in the right direction.

Time Analysis

Having decided on the motivation, you should not immediately rush to solve your problems. Because effective time management is based on time control and reduction of unproductive costs, it is necessary to start with an analysis of the current structure of the day. For each case, you need to fix the main parameters: start and finish time, a brief description, efficiency or moments that prevented the task from being completed. It is best to do this in the form of a table.

Of course, you can fix other points. For example, include columns separating tasks into personal and work, or indicate all smoke breaks and tea breaks, distraction to check for updates on social networks or read letters from Email. In the future, when using time management, this will help you figure out which tasks should be abandoned in order to have time to complete the main tasks and how to distribute tasks during the day.

Try to eliminate "time wasters" from your life

How effective time management can be can be gauged by looking at how much time a lot of people are killing and stealing from themselves. Unfortunately, spending hours checking email, social media, or computer games for both adults and teenagers, is mostly considered the norm.

Having decided to do something really useful, you need to take a break from such activities for a while and concentrate on completing the task. If every day at the same time, use the basics of time management and do important things, after a few months it will form a habit.

It will also be useful to keep a diary and write down in it all the activities that only devour time.

The ability to say “no” will also save a lot of time. Without this, it is impossible to imagine time management, because it is difficult to learn how to organize your own time if you waste it aimlessly on unnecessary tasks. Sometimes it’s worth answering with a firm “no” to specific people who only know how to complain, and also try to do everything so that someone else does their job.

Information filtering

When studying time management tools, it is impossible not to dwell on the ability to filter various data. Many people have a habit of filling their heads with a lot of useless information. For example, before purchasing any household appliances or clothes, they study their characteristics for several days on various sites.

On the one hand, such information seems useful, but it will be effective time management only if you do not read everything in a row, but are able to concentrate on the most important and necessary characteristics. Learn to skim through information and remember only what is really useful. No need to waste precious time and oversaturate the brain with a lot of unnecessary information!

Planning is the key to success

Effective time management is planning, which makes it possible to increase your productivity by 25%.

If not recorded, it does not exist. The list of tasks in this case is a map that will not let you go astray in order to achieve this goal.

Various assistants will help to facilitate the task. For example, you can hang a board in the visible part of the room and divide it in half. The basics of time management in this case can be applied as follows: one half contains all the ideas that you want to complete in the near future.

The second half should be divided into three columns: what is planned, what tasks are in progress, and what has already been completed. Each week, tasks from the first half of the board can be moved to the Scheduled column. If you follow the rules that require time management, by the weekend they will all be in the “Done” column.

You can also use a diary or planning. Or fill out a compact calendar to fix plans for the coming weeks and months. There may be tasks that are most conveniently written in the form of a table.

Choosing a Planning Method

Today there are many methods of planning. The most popular include:

Method "ABV" (you can also use "ABC"). Its essence is to put a letter next to each task from the list, indicating the priority of execution. When drawing up a plan according to time management, the most important things are indicated by the letter "A". Until they are completed, tasks marked "B" cannot be started.
Timekeeping is a method that is carried out by measuring and fixing the time required to complete certain goals. What is time management when using timing? This is the development of a sense of time and efficiency of work. To learn this, you need to record all your actions within 2-3 weeks with an accuracy of 5 minutes. This will help to identify the so-called "time sinks" and find reserves to perform important tasks.
Among the best time management tools in the world to help with planning, it is worth noting the SMART technique. This abbreviation is made up of the first letters of words that characterize the goal. It should be: specific, measurable, achievable, commensurate with other objectives and have a clear time frame.

Do not know how to do more - every morning "eat a frog"

Within the framework that time management offers, this technique is quite simple and effective. Its essence lies in the fact that in the morning (preferably in the morning), perform the necessary, but not very pleasant thing. Such classes are mostly postponed and often not performed at all. It is unlikely that effective time management involves a very large investment of time for the implementation of such goals. In addition, unpleasant things tend to accumulate. In this case, their implementation can stretch for months and years.

In the role of frogs, time management most often determines cases that you don’t know how to approach. It can also be tasks for which some ideal conditions are expected. If such tasks are alternately performed every morning, over time, the number of unfinished tasks will be minimized. The purpose of this technology in time management is to develop good habits focus on current affairs and complete them faster.

If the goal is large, it can be divided

Many give up when they need to take on a global task, such as a complex project. What time management tools can be used in such a situation? First of all, it is necessary to divide the main task into several auxiliary ones and perform each of them separately. This will help not only faster implementation of the project, but also a better understanding of it.

Among those involved in time management, many make this task easier by drawing a kind of tree. The main task acts as its trunk, and the subtasks are branches. You need to branch until the whole process of achieving the goal becomes clear and extremely simple.

There is a time to work, there is a time to rest

Using time management in your life, we must not forget that each person has his own biological clock. They affect what period of the day will be the greatest peak of activity. For example, if this time is from 6.00 to 10.00, it is for these hours that you should plan the most important things and tasks.

Guided by the principles of time management in this case, you can manage to complete the maximum number of tasks. Since at other times the reaction will be slower, and performance will be reduced.

Based on observations of your biological clock, it is also worth allocating time for rest. It should not be overlooked that this largely determines how effective time management will be. During rest, the body's resources are restored, and it can better and faster cope with the goals set for it. If a person falls down from fatigue, the quality of work is unlikely to be good.

Always leave time

First of all, it is worth noting that time management should make life easier and teach you how to use time to good use. However, this is not a reason to make such busy schedules that there is not a single free minute in them. Every day you need to leave a certain margin of time. After all, no matter how thoughtful time management is, it is difficult to accurately determine the time required to complete all tasks.

Therefore, in order not to panic about the fact that it is already necessary to start the next task, it is better to plan a little more time in advance. Even if you do it on time, the remaining time can be used to solve less important issues or to relax.

Gleb Arkhangelsky

At first glance, the organization of personal time of employees is far from the 20% of possible measures that will give 80% of the increase in the efficiency of the company. Indeed, the share of the wage fund in the turnover of an enterprise in our country is relatively small, even in knowledge-intensive industries. At the same time, as a rule, other ways to improve efficiency are not used - the establishment of elementary regular management, the development of a corporate strategy, etc. Thus, it seems that time management should be implemented last - when other reserves of efficiency are exhausted.

In this article, we will show that this view of time management is quite superficial. In fact, the effect of using time management is multifaceted and non-linear. And, as practice shows, it is often time management that becomes the best tool. start organizational transformations.

Two different "time management"

Before talking about the role of time management in improving corporate efficiency and organizational development, you need to decide what time management is. Under this term, two very different things can be hidden.

The first area of management technologies directly related to the management of the company's time concerns control systems. If you depict an individual worker as a small square inside a large square - the company, then this "storyline" will be depicted as a shaded outer square with an untouched inner one. Here, the focus is on organizing the work of the system as a whole, and the effective use of the time of each individual employee becomes consequence properly designed system. Nowadays, business process reengineering, project management, etc. are “responsible” for this direction. All this is the technology of “time management of the company”. As before, we clarify: it is impossible to manage time, you can manage organization activities, for which the most important target indicator is precisely temporary s e options.

The second "storyline" speaks of the organization of personal work, which a person carries out on his own initiative, not wanting to waste the non-renewable resources of his time, and ultimately his life. In the diagram, this situation can be depicted as a shaded inner square with an untouched outer one. In line with this line are those methods of organizing time that the author of the article develops and promotes. To the methods of this storyline” include time management in the narrow sense of the word, as well as various technologies for personal growth.

It is immediately possible to determine the areas of "optimal applicability" of technologies from these two groups. The more mechanistic the work of a person and the entire organization as a whole, the less it requires the creative initiative of each individual performer, the more relevant the technologies of the first type are. For example, a bank teller practically does not need personal time management. We need a well-designed management system, a mathematically calculated distribution of the flow of customers and the required number of tellers, ergonomically organized workplaces, etc.

If the performer is required not only to clearly and quickly fulfill a strict job description, but also to independently initiative, decision-making, distribution of resources, acceptance of responsibility - technologies of the second group become indispensable. For example, in the same bank, along with the operating room, a group of managers appeared who work with the client individually. Such a manager is universal – he can issue a payment to a client, immediately offer insurance, give a discount on bank services within his powers, etc. It is clear that for many clients this less "mechanical" handling is much more convenient. You can communicate all the time with the same manager who knows you well, can “tune” the bank service to your specifics (“do you have the same figurine, but with wings?”), etc. At the same time, it is clear that such a manager will respond much more dynamically to the needs of the client and the market as a whole, and will “tie” the client to the bank more firmly.

But it is also obvious that this manager will require completely different methods of organizing work, as for the teller. Here it is no longer possible to simply optimally build the system, start the mechanism and monitor its performance. manager accepts independent solutions, organizes the entire process of its work with clients. Accordingly, he must master the technologies of organizing personal labor, increasing personal efficiency - i.e. technologies of the second "story line", not "organizational-mechanistic", but "human".

So, "corporate time management", as it turns out, there are at least two very different types. Interestingly, the meaning of "human" is not limited to increasing the efficiency of free, decision-making, self-organizing workers. "Personal" time management, due to its deep and not obvious at first glance properties, is a fairly strong driver of not only personal, but also corporate efficiency.

Personal time management and corporate efficiency

In the article “Timekeeping: a system of personal management accounting”, we cited a case from practice that clearly shows the mechanisms of action of the “efficiency bacillus”. Let us recall a few thoughts of the client, on quotes from whose review the narrative was built:

“(The most important result of the timing of personal time spending) ... I began to acutely feel the inefficiency of all the processes taking place around. A so-called “sense of time” appeared, which quickly grew into a “sense of efficiency”, a slightly itchy feeling that the organization of work around was not ideal. The result was the creation in the company around itself of an “efficiency zone”, that is, such a living space, once in which others can feel comfortable only if they effectively spend their own and other people’s time.”

“As a result, the time for performing standard operations in the testing department, for example, was reduced by 40%. This made it possible to test a new version of the system in 6 working days, instead of 2 weeks earlier. I would like to emphasize that this was achieved solely by the optimization of standard processes by the department itself.”

Thus, a kind of “vestibular apparatus” created with the help of timekeeping, which monitors the effectiveness of processes, does not limit its scope to the personal work of the owner. It makes you take a different look at everything around you, including from the point of view of the effectiveness of the processes in which a person participates. The figure schematically depicts the spread of the "efficiency bacillus". Having begun to take care of his time, a person very quickly realizes: wasting it personal 001 non-renewable and non-renewable time are directly related to inefficiency corporate control systems. For example, million-dollar decision makers are busy moving a closet because secretaries (close to the “body”) decided to save a penny on movers. 002 If these employees are trained in time management and realize that such incidents are not only the loss of the owner of the company, but also the loss of their own time, they will relate to such situations in a completely different way. For example, they will go to the owner and show in numbers how much he lost because of such “savings”.

Note that the changes initiated by the employees themselves are the most effective. What the worker himself came up with, he will willingly put into practice; at the same time, the employee is best informed about the real state of affairs - he is closest to the consumer, to the work that he himself performs, etc. Thus, it is ordinary workers who are the best "resource" for the implementation of the ideal final solution "firm herself increases its efficiency. Therefore, it is not in vain that the principles of total quality management (TQM) provide for the involvement of all personnel in the work to improve the company's management processes. This is effective - although it takes some effort to achieve this from employees.

So, we see that the “efficiency bacillus” launched into employees, if properly applied, may not immediately, but with increasing force, affect corporate efficiency. Let us now show that such a "roundabout" approach to improving corporate efficiency can be quite useful for large-scale transformations.

TM-bacillus as "soil fertilizer" for change

The problem that inevitably comes up with any change in the company's management system is the resistance of employees. In part, this resistance is explained by rational reasons and can be overcome at the same rational level, by explaining to a person the benefits that are not obvious to him from putting things in order in the system. In part, such resistance is caused by irrational factors - a natural rejection of everything new, unusual, that, the need for which has not yet been realized. In the diagram, this situation is depicted by violent, unacceptable changes in the familiar external environment.

In this situation, a preliminary "TM-bacillus launch" can be a good way to set the stage for change. If the “efficiency bacillus” is entered into a person’s head and worked according to the scheme described above, if he began to count and value his personal time, he is much more easily able to accept the idea of putting things in order at the company level, as was shown in the previous subsection.

Let us note that here we are talking exclusively about the voluntary use by a person of certain methods. Those. timing in this case is by no means an external observation of a specialist in scientific organization labor. The only element of coercion here may be the obligation to undergo training; the application of the methods obtained by a person should be entirely left to his own discretion. Even if only 10% of employees become seriously interested in the organization of their time and begin to make efforts in this direction, this “leaven” will sooner or later affect everyone around them. But this is possible only when the "introduction of the bacillus" is devoid of any kind of obligation and coercion, when the emphasis is on creating a person's personal interest. This is the path of slow, evolutionary, long-term change. thinking.

Any financial, material, and similar efficiency resources exhaustible. The "efficiency bacillus" releases the "interatomic energy" of a human, creative resource, which, as a source of development - inexhaustible.

001 Despite the fact that this "personal" time is "sold" to the employer, the loss of such time is still a loss of life time, so we consider it appropriate to use the term "personal time" here.

002 real case from the diagnostic practice of the author. It is worth noting that these workers partly themselves provoked such encroachments on their time by constant reliability. But this fact does not detract from the losses of the owner of the company from such blatant inefficiency.

Economy

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Corporate time management: goals and technologies

Content

Introduction
Conclusion

Introduction

Many management disciplines and technologies help the head of the enterprise to become more dynamic, keep up with everything, and meet the deadlines as soon as possible. Project management, quality management, various corporate information systems - all this, in addition to reducing financial costs, helps to reduce time costs.

Corporate time management is one of these technologies, which has taken shape as a separate discipline within the framework of general management thanks to the developments of the Improvement.ru Time Management Community and the Department of Time Management of the Moscow Financial and Industrial Academy.

Corporate time management - discipline within the framework of general management, which makes it possible to make personal time management of employees a tool for increasing corporate efficiency.

The relevance of my work is due to the obvious need for effective time management in today's dynamic economy. Time management (or self-organization) is an effective technology for organizing personal work, on the one hand. On the other hand, this is the life concept of a person who is convinced that one should not waste the non-renewable resources of one's time, and, ultimately, one's life.

The purpose of the presented work is to consider the goals and technologies of corporate time management.

To achieve this goal, the study sets the following tasks:

- consider corporate time management as a tool to improve the efficiency of the organization

- substantiate the goals and results of corporate time management

- consider corporate time management: on the way to becoming a new corporate standard.

1. Corporate time management as a tool to improve the efficiency of the organization

Corporate time management allows you to make personal time management of employees a tool to increase corporate efficiency.

Corporate time management combines two approaches - personal time management and corporate work organization. The task of introducing time management in this case is the answer to the question: "How to increase the manageability of the company and employees, without losing the benefits that give the freedom and initiative of people?"

1.1 The concept of corporate time management

"A task management in XXI century - learn to to rule efficiency managerial and creative tratYes" (P. Drucker Arkhangelsky G.A. Organization of time: from personal effectiveness to the development of the company / G.A. Arkhangelsk. - 2nd ed. - St. Petersburg: Peter, 2005. - 442 p. )

For the first time, the topic of corporate time management was stated in the monograph by G.A. Arkhangelsky "Organization of time: from personal efficiency to the development of the company" in 2003. Since then, the idea of a centralized corporate implementation of time management technologies has become a conscious need for an increasing number of companies and organizations.

Time management was originally developed as a practical discipline developed more by management consultants than academics. A number of domestic and Western management specialists have developed practical planning technologies, offering them to practicing managers in the form of books and training courses. As a rule, the use or non-use of time management technologies was left by the management of the organization at the discretion of the employee. Therefore, in scientific management, the issues of self-management and personal organization of labor were relatively rarely touched upon. Classics of scientific management, for example, F.W. Taylor, first raised the question of centralized introduction of technologies for personal organization of work, while considering mainly physical work. In the 20s of the XX century. Director of the Central Institute of Labor A.K. Gastev contrasted the mechanistic approach in such an introduction "from above" with the idea of "organizational-labor bacillus", which encourages an employee of the organization to independently improve work processes. Chairman of the League "Time" P.M. Kerzhentsev shifted the focus from the general organization of labor to time, began to consider it as one of the most important resources of the organization and the employee.

Finally, the classic of Western management theory P. Drucker, drawing attention to the complexity of managing creative and managerial work "from above" without involving the employee's independent initiative, designated the task of increasing the efficiency of managerial and creative work as a key one for management in the 21st century.

Thus, in the history of the issue of managing the time of an employee of an organization, two main branches of research can be distinguished: classical time management and areas of general management, one way or another affecting the issues of personal organization of work. These branches converge in the course of development, which makes it natural to raise the question of developing methods for embedding time management in corporate management.

Corporate time management- a set of technologies for "embedding" time management methods into the organization's management system.

Thus, if corporate management is a “top-down” path, from building a system to the effectiveness of its elements, in particular, the effective use of an employee’s time, then personal time management is a “bottom-up” path, from the personal effectiveness of employees to increasing efficiency. departments or organizations.

Time management in the classical sense of the word includes the entire set of planning technologies that are used by an employee of an organization. on one's own to improve the efficiency of the use of working time. At the same time, the use of time management is not mandatory. In recent years, an increasing number of organizations have realized the need for a centralized corporate implementation of time management technologies.

1.2 Basic principles of time management

painstaking independent work. A manager can develop a high-quality, effective system of organizing his time only on his own. This important job cannot be left to a consultant or secretary. Only the manager himself will be able to choose the appropriate solution and rebuild it to suit his needs.

Solution individuality. In the organization of personal time, it is not the general rules that are important, but the individual style that the leader finds for himself. If it is comfortable for him, it gives maximum efficiency. The focus should rather be on those methods that allow you to navigate even in conditions of uncertainty. Therefore, it is important to determine such parameters as a person’s temperament, sensory preferences, biorhythms of his body, work goals, etc.

The need to track your own performance. Using timing, you can identify moments of inexcusable waste of time and discover its hidden reserves. When analyzing the data obtained, it is recommended to use the method of comparing the achieved with the maximum possible, and not the achieved with the planned, as is done in Western time management technologies. But the main result of using timekeeping is the emergence of a certain ability to constantly monitor one's own effectiveness. Tracking your own time for several weeks develops a special kind of attention to time, and the leader begins to look at his actions in a completely different way.

Thinking for efficiency. The primary role is played by a direct change in thinking. A person who has learned to identify inefficient processes and improve them, striving to optimize and improve performance - is able to apply existing methods, customize them to his needs or develop his own. And the very technical methods of organizing time and personal work and their direct implementation in life is just a matter of technology. Once a change in consciousness occurs, it begins to work and bear fruit in any kind of activity.

Reachable and inexhaustible reserves of efficiency. A fundamental principle, next to which no technological issues are incomparable. Based on the assumption that the reserves of efficiency, development and self-improvement are not only realistically achievable, but also potentially inexhaustible, the search for the right solution and the development of the necessary method are purely tactical issues and obviously solvable.

1.3 Reasons for using corporate time management

The need for corporate implementation of time management is due to the following factors:

1. Growing pace changes economic environments require the transfer of greater powers to the employees of the organization, the prompt adoption of independent decisions by them and the independent organization and planning of their work.

2. Increasing specific the weight intangible assets in cost organandtions; the performance of key top managers and specialists is becoming the main factor in the success of an increasing number of companies. At the same time, external control over the activities of an employee, which is of a creative nature, is extremely difficult, but the relevance of the independent organization of their work by such an employee increases.

3. For organizations become the norm a not rare exception, stand upnnye significant changes activities- development of new products, entering new markets, introduction of new tools and management systems. For top managers and specialists of the organization, respectively, the constant increase in the number and volume of tasks to be solved, the need to constantly find time reserves for the implementation of projects that allow the organization to continuously develop, becomes the norm.

corporate time management standard

2. Goals and results of corporate time management

2.1 Company time and employee (manager) time

That, who callaboutlays slip away his time releases from hands my life; that, who keeps in hands his time , keeps in hands my life. (Alan lakeane Alan Lacane - bestselling author of "How to become the master of your time and life", a well-known American expert on "time saving strategies" )

There is a rather extensive area of management technologies related to company time management, primarily related to management systems. The main attention is paid to the organization of the system as a whole. With this approach, the organization of the time of an individual employee is considered solely as a consequence of a properly built and efficiently functioning system.

Technologies related to this area include, for example, business process reengineering, total quality management, project management, etc., which are company time management technologies, i.e. one of the most important quality criteria.

The second important direction in corporate management is the organization of personal work, increasing the efficiency of one's own activities. In this case, the initiative for change comes from the employee himself.

In this direction, technologies of personal time management, various technologies of personal growth, self-management are applicable.

Fields of application of technologies of the first type: work of the "conveyor" type. Areas of activity that do not require the creative initiative of employees. Strictly regulated processes, any deviation from which can lead to irreparable consequences.

Areas of application of technologies of the second type: work that requires not only the unquestioning execution of strict job descriptions, but also the manifestation of independent initiative by the employee. Areas of activity involving the adoption of non-standard decisions, the allocation of resources, the need and willingness to take responsibility, dynamic response to changing requirements, situations and requests. Employment with a high level of independent decision-making and responsibility for them, independent organization of processes.

At the same time, "personal" time management, due to its properties, turns out to be a fairly powerful tool not only in the field of personal development, but also in improving corporate efficiency.

And here it already makes sense to talk not so much about personal as about personal time management.

2.2 Personal and corporate performance

Personal efficiency - key concept time management: it is the higher, the more clear goals we set for ourselves, the more meaningful and organized we treat the use of our time.

Personal efficiency- the use by a person of his time to achieve his goals; is considered in the context of all life, without being tied to a specific place of work or field of activity.

Speaking about corporate time management, it is obvious that a different angle of view is needed on the issues of personal effectiveness in organizing time. It is necessary to take into account the context of work, the specifics of the field of activity, the characteristics of a particular company, so it is necessary to introduce a new concept of personal effectiveness.

Personal efficiency- personal effectiveness of a person as an employee of a particular organization, due to his own efforts and skills of self-organization.

Thus, personal effectiveness is a person's personal effectiveness plus the context of a particular field of activity.

How is personal efficiency related to the increase in corporate efficiency? Having begun to be more conscious of his time, a person very quickly begins to understand that the loss of his personal time is directly dependent on the inefficiency of the existing corporate management system. Possessing time management skills, he will see the relationship between the company's losses and his own (remember the graph of the relationship between personal and corporate goals), and accordingly, initiate positive changes more actively. At the same time, changes initiated by the employee himself are much more effective than those introduced "by order from above." What the worker invented and proposed himself, he will be more willing to put into practice; at the same time, he is best informed about the real state of affairs, since he is closest to the real problems and difficulties of the work that he himself does. Thus, it is the ordinary employees of companies and organizations that are the best resource for improving the efficiency of the company. "The firm itself increases its efficiency."

- managerial usefulness of increasing the personal effectiveness of subordinates:

- manageability of personal efficiency and understanding of the features of planning and distribution of working time by an employee;

- the ability to set optimal deadlines for completing tasks due to a realistic understanding of the degree of workload of subordinates;

- confidence in the efficiency and timeliness of actions of subordinates in situations where direct control over them is difficult or impossible: when interacting with subordinates with clients, colleagues from other departments, etc.;

- transparency of the work of subordinates, the formalization of their personal work goals, plans and tasks, the elimination of the factor of "indispensability from disorganization" of the employee.

2.3 The logic of corporate time management implementation: principles, stages

Principles:

" Principle farmer" . What does a farmer do in order to obtain a high yield? It cultivates the land, fertilizes, waters, spuds, weeds ... Isn't it strange, at first glance, that while expecting a result from a plant, efforts are applied in a completely different direction? It is the same with the introduction of time management: it is not worth putting effort into the "fruits" - the specific methods by which people will organize their time. Efforts should be concentrated on the "soil" - on attitudes, beliefs, goals, values, people's attitude to time.

The main features of this principle:

- Homeopathic, movement with microscopic steps, try not to use frontal attacks: "From tomorrow we are all timing!";

- Common language - speak with each employee in the language that he understands, if you want to be heard, about those things that are of interest to him;

- The required volume - the main thing is that any innovation should not be burdensome for the employee at this stage.

" Center crystallization" . As a rule, the idea of time management (in the terminology of time management - "time management bacillus") is initially brought to the company by one person. One, even the most effective employee or leader, will not be able to change the situation without the support of others. Consequently, a certain "center" is needed, where the ideas of effective and rational organization of time could "crystallize". Whether this group will be from one unit or from several is not important.

The usefulness of forming such a group:

- Creation of a pilot group to test the applied time management technologies before their mass introduction into the company's activities;

- Teamwork - a qualitatively new level of opportunities, the emergence of a new, systemic effect;

- Demonstration by a good example of not only personal, but also team, corporate examples of the effectiveness of transformations in the field of time management.

" freedom independence" . Let people themselves take steps in the field of organizing their time.

The advantages of this approach:

- A person begins to experience a sense of freedom and control in how exactly he organizes his time, what tools, methods, ways he uses. Let him invent his own approaches, tools and methods, even ineffective ones - this strengthens interest and initiates further study of the basics of time management;

Subject to non-interference for some time in the development of time management ideas, there is the possibility of a creative breakthrough, the birth of completely new tools, methods that can be highly effective for implementation in your company: after all, no one knows the specifics of the activity better than a specialist who does this work every day ;

- The ability to take independent steps gives rise to a sense of freedom of choice. Own choice or coercion from the outside - what do you think, where are the chances of successful implementation? Leave a person the right to their own independent search and personal choice.

Stages:

" Sowing" . The main task of this stage is to arouse in employees and colleagues a free interest in the topic of time management. Ways:

" Motivation through values" . Explaining and presenting to the employee what is his personal interest in competently managing his personal time resource.

" Do how I" . The strongest technique at this stage is a personal example of a leader with clearly visible external positive results. Another way is to competently convey the ideas of time management to employees, colleagues, senior management.

And finally, one of the strong methods of motivating subordinates: " quit in water, a after teach to swim" .

" motive" . Create motivation to use the skills and knowledge of time management in the real practice of employees. One of the ways at this stage is the introduction of quantitative indicators that make the time of the unit, department a tangible resource and allow you to track changes in the process of applying time management tools.

Examples of such indicators:

How much time do we spend in meetings?

- How often do we finish the work after the end of the working day;

- How often and by how much we disrupt the delivery time;

- How long does it take from receiving a customer's order to the moment of shipment / alternatively: from the moment a new idea appears to the launch of a new product on the market;

- How many times a week the heads of neighboring departments complain that we are delaying the documentation...

Start choosing indicators with those whose changes will be noticeable immediately or after a short period of time.

" Order" . Formalization of new effective methods of work, tools, methods that emerged at the first stages that help optimize business processes, use working time. Here begins the development of norms, rules, regulations and agreements in the field of time management.

Thus, the integration of time management into the management system of a company or organization, at a certain stage of its development, comes to the need to develop corporate standards in the field of time management.

3. Corporate time management: on the way to becoming a new corporate standard

3.1 Diagnosis and assessment of time management skills

The first step in the corporate implementation of time management is usually training. But ordinary training does not give maximum results if it is not accompanied by certain pre- and post-training activities, if it is not made a logical element of the corporate training system. Let us present the technology of such embedding of time management into the program of a corporate university or training center on the example of a real project.

Time management training in the course of the corporate university takes place according to the following scheme:

1) training participants fill out profiling questionnaires that allow assessing the level of their TM competence and making training more individualized;

2) a two-day training program "Time management: flexible methods", adapted to the specifics of the company's activities, is conducted.

3) during the training, participants begin to work with the author's manual "Training Organizer", which is a kind of "time management tutorial". It contains simple exercises and empty charts that allow you to consolidate the training material. After the training, the participant is not left "one on one" with time management, he has a clear algorithm of actions;

4) a month after the training, a 4-hour post-training is carried out. It analyzes the successes and failures of the first stage of the application of time management.

5) a few months after the course, participants write essays reflecting changes in the organization of their work.

Such a scheme can significantly increase the effectiveness of training. At each stage, the corporate university actively interacts with the employee, his manager and the TM-trainer, so that all the studied techniques find real application. One of the curious side effects of training is that higher-level managers, seeing the clear successes of subordinates in organizing time, themselves express a desire to participate in similar trainings.

The next step after the organization of the time management training system is the diagnostics of time management in departments and the certification of employees' TM skills.

Diagnostics is carried out in the form of a questionnaire according to several key criteria. The result is the construction of a TM profile - a simple diagram that reflects the situation in a company or department in all aspects of time management (Fig. 1)

Figure 1 - JSC "Bank24.ru" - TM-profile of the team of top managers

The profile is built on the basis of data obtained from a survey of a team of managers in three main areas of time management implementation in a company:

- personal time management - the degree of time management skills on average for this group of managers;

- team time management - the quality of TM-interaction horizontally within the team;

- corporate time management - the quality of TM interaction between a manager and his subordinates.

Analysis of the constructed TM profile allows you to identify problematic TM components of the daily activities of each employee, department and organization as a whole. Conducting a second survey (after completing the training) allows you to evaluate its effectiveness.

TM-diagnostics allows you to evaluate the overall possession of TM-skills of a team of managers. Simultaneously or separately with it, the technique can be used TM certifications, which serves to assess the personal TM skills of each manager or specialist.

The diagnostic TM profile is built on the basis of scores on ten main criteria, covering all key aspects of time management. The number "ten" was chosen based on the fact that each criterion is compared with the "commandment of time management." As one head of a corporate TM project put it, "something must be left after everything is forgotten." Such a "dry residue" should be the "Ten commandments of time management" (Table 1).

Table 1 - Criteria and commandments of time management

TM criteria	TM commandments
Materialization and visibility of tasks and information	Materialize thoughts and tasks. Being "in the head", they are not controlled
Measurability of results, time and efficiency	If you want to manage - measure. Manage based on facts, not opinions.
Consistency, consistency, coordination of work	Systematize the work: unite by meaning, structure. No system - no result
Flexibility of activity, ease of planning, responsiveness	Plan as simply and flexibly as possible. Increase your responsiveness to change
Goal-oriented, definite direction	Formulate goals. Evaluate any action by the contribution it makes to the achievement of goals.
Prioritization, focus on the essentials	Highlight the most important. Start with it, give it the best time and effort
Investment, development orientation	Invest time in the future. It's very hard to do, but it pays off
Timeliness of execution	Seize good opportunities. The plan is a means to do it, but not an end in itself.
Controllability of execution	Create an overview of delegated tasks and performance monitoring. Everyone should know that you "forget nothing" and always get your way
Ease of operation	Manage your workload; work "less but smarter". A manager driven like a horse is unsuitable
Attention to efficiency	Develop a "sense of timing" and a "sense of efficiency". The rest will follow

Let's briefly look at each criterion separately.

1. materialization. Effective time management begins with the materialization of tasks, thoughts, plans, agreements. The presence of all tasks on external media (preferably electronic) allows you to free up your thinking for priority issues in your personal work and reduce the time spent searching for information. In team time management, materialization helps to avoid "indispensability from disorganization", it is easy to transfer tasks horizontally. In particular, well-organized materialization of tasks reduces a number of risks associated with the dismissal of employees. A retired employee can take with him a paper diary with useful contacts, but he will not be able to take away the task review system established in MS Outlook, structured according to certain, well-known rules.

2. measurability. The need for quantitative measurement of indicators in general management is practically an axiom. The same is true for both personal and team time management. Only the introduction of objective quantitative indicators allows you to truly systematically manage time. As a rule, indicators are used in timekeeping to analyze the time spent. For example, "share of time on priority tasks", "time spent on tasks that he himself performed, although he could delegate."

3. Consistency. In personal work, this criterion evaluates the consistency of tasks and projects, the "synergistic effect" of their interaction. In team time management, this is one of the key criteria that answers the question: "Is the team a single entity, the performance of which is higher than the sum of the results of each manager included in the team?"

4. Flexibility. Time management is often identified with hard planning, "scheduling yourself to the minute." But the plan is not an end in itself. Plans for both personal and team work should be as simple as possible, flexible, making it easy to "catch" emerging opportunities.

5. goal orientation. Activity can be a hectic response to external stimuli or a clear logical sequence of tasks, each of which works towards clearly articulated goals. In team work, this criterion evaluates the clarity of goals for all team members and the consistency of their movement in a single direction.

6. Prioritization. This criterion allows you to assess the degree of "busy workload", the proportion of time allocated to priority tasks. As a rule, it is in the direction of prioritization that the most effective actions in the early stages of the implementation of time management lie. After all, almost any organization is well aware of the problem of "churn", which, according to some incomprehensible law of nature, always grows in volume.

7. Investment. Any task performed in personal or team work can produce results. But it can, to a greater or lesser extent, work for development, create new opportunities for future results. Ideally, all tasks work for development, create "investment in the future."

8. Timeliness. This criterion evaluates both timeliness in terms of meeting deadlines for tasks, and the timeliness of the implementation of projects that are not tied to hard times, which is possible only with a flexible planning system that quickly responds to emerging favorable opportunities.

9. Controllability. If you set a task for a subordinate or agreed on something with a colleague, how confident can you be in the execution? Do you need to be reminded of this task many times?

10. Ease. This criterion assesses the degree of intensity of both personal work and relationships in the team and with subordinates. With ideally adjusted personal, team and corporate time management, personal work and interaction with colleagues cease to be "tense" and do not require constant painful efforts.

In addition to the assessment according to ten criteria, the situation is assessed according to one integral criterion - "Attention to efficiency", which describes the level of respect for one's own and others' time in general, awareness of the importance of the issue, its "implementation" at the level of self-evident principles of team interaction.

To construct a TM profile, employees of the diagnosed unit answer questions from a questionnaire that includes 33 "multiple choice" (11 criteria, each is assessed in 3 areas). An example of assessing the materialization of time management in personal and team areas can be seen in Table. 2.

Table 2 - Example of diagnostic questionnaire questions

Criterion 1: Materialization and visibility of tasks and information
	1. Personal time management	2. Team time management
	Almost all my tasks and useful thoughts (meaningful information, etc.) exist in an easily visible electronic form (in MS Outlook, in the form of e-mail or separate files, etc.)		Almost all tasks are transferred to colleagues electronically. Based on the results of oral discussions, key thoughts are necessarily recorded and sent.
	Most of my tasks and thoughts exist in electronic form, a small part (up to 20-30%) - in paper form. Task overview is quite simple and convenient		Most of the tasks are transferred "horizontally" in electronic form, a small part in paper. The results of most oral discussions are recorded in writing.
	Most of my tasks and thoughts (70% or more) are recorded on paper (in a diary, in the form of separate documents), the rest - in electronic		Most tasks are submitted on paper. An insignificant part of oral agreements is fixed
	Up to 20-30% of tasks and significant information are not recorded in writing		Up to 20-30% of tasks (requests, agreements) are transmitted "horizontally" orally
	Most of my tasks and meaningful information I keep in memory		Most tasks are passed orally
Commandment 1: Materialize thoughts and tasks. Being "in the head", they are not controlled

Similarly, the respondent evaluates the state of affairs according to other criteria and directions. It is easy to see that "socially expected" answers are visible from the questions. In this social expectation, in addition to the obvious disadvantages (distortion of data towards "correct" answers), there are also advantages. They lie in the fact that in the form of a questionnaire, the introduction of TM principles into the corporate culture is actually carried out. Comparing himself with the TM-ideal obvious from the questionnaire, the manager tries on this ideal for himself and understands what he should strive for. This is a very important effect of applying the methodology: literacy in matters of time management often leaves much to be desired among managers of far from the last Russian companies.

To neutralize the effect of social expectation, the survey is conducted only anonymously, and all participants are warned about it. The profile is compiled by the management team as a whole and is not a basis for any "reprisals". It is important to take into account that the TM-diagnostics method is not a method of appraisal of employees or departments. The task of the methodology is to identify the most priority areas for the development of TM skills of managers and their team interaction.

"Inflated" responses are identified during a detailed analysis of the TM profile and response matrix.

In addition to formalized questions on a set of criteria, the questionnaire also contains six open-ended questions. The manager completing the questionnaire is asked to describe in arbitrary terms the current and desired state of personal, team and corporate time management. Open-ended questions make it possible to clarify and "fill in colors" the assessments obtained in a formalized questionnaire. For example, in the above case, the answers of the manager clearly correlated with low indicators in terms of materialization, i.e. review of tasks and information, and investment, i.e. the ability to allocate time for long-term tasks that do not give immediate results.

The results of the survey are presented in three main blocks.

1. Analysis generalized profile.

2. Analysis on most " problematic" criteria taking into account the statistics of the distribution of answers of respondents in the group.

3. Map problems and solutions recommendations - summarizing the findings of the analysis, recommendations for priority actions.

4. Analysis generalized profile allows you to identify the main problems and their relationships. For example, lack of time for long-term tasks (low scores on the criterion of investment) is often obviously associated with poorly organized review and structuring of information (low scores on materialization) and overload of the manager with numerous insignificant requests from colleagues and subordinates (low scores on "attention to time" in a team and/or unit).

5. Next is carried out detailed analysis on separate criteria, which takes into account the statistics of the distribution of answers within the group, the correlation functions of the response matrix, etc.

Figure 2 shows the statistics of the distribution of responses according to the criterion "Investability". The horizontal axis shows the rating score, the vertical axis shows the number of respondents who chose this rating.

Rice. 2 - Distribution of respondents' answers within the group

In the analysis, a transcript of the most statistically significant responses taken from the questionnaire (i.e., the marks given by the majority of the team members) is provided. The indicators shown in the graph (Fig. 2) are deciphered as follows:

· private time management, score 0: Time for "investing in yourself" is allocated in principle, but not as much as we would like;

· command time management, Evaluation 1: Our team consciously allocates time, energy and resources to projects of an "investment" nature. We do not have the problem of "no time to learn", "no time to introduce new technologies". But at the same time, 20-30% of the time is still occupied by activities that give only short-term results;

· corporate time management, score 0: In my unit and my subordinates, in principle, attention is paid to the work of a promising nature, but the focus is still on short-term results, they are easy to measure and evaluate our activities.

These assessments themselves provide some insight into the situation. The result of processing the questionnaires is a "portrait" made up of the most statistically significant selected answers. Analysis and comparison of assessments allow us to obtain additional conclusions.

3. The final stage of the analysis is the formulation of recommendations and the reduction of all schemes into a single Map problems and solutions giving an overview of all upcoming TM events.

Example. In general, the situation with investment, based on the data presented, can be assessed as follows: "In our team of top managers, time is allocated in sufficient quantities for promising business, but in my personal work and in the unit entrusted to me, no."

In reality, this means that the customer's management pays great attention tasks of an "investment" nature and creates appropriate pressure on top managers. But most executives don't translate this pressure "downward" to their department as well as to their personal work.

Rice. 3 - An example of the "Problem and Solution Maps" element

In the course of both general and detailed analysis of the TM profile, each thesis of the analysis is illustrated by a diagram of cause-and-effect relationships of problems and their sources (Fig. 3).

In general, the topic of corporate implementation of time management is only a few years old. Naturally, in such a young direction of time management, there are many interesting opportunities for the researcher.

One of these key areas is the assessment of the economic efficiency of the introduction of time management, depending on the nature of the activities of the unit in which it is being implemented. There are several directions for such research. For example, in departments that directly "sell time" of employees (auditor, consultant, lawyer), time savings are directly expressed in money, depending on the cost of an hour of this specialist for the client.

1. Sales departments. With a decrease in the time spent by sales managers on auxiliary operations and an increase in direct communication with potential customers, one can predict an almost directly proportional increase in sales volumes (exceptions due to the market situation are possible). It is also advisable to assess the speed of response to requests from potential customers and compare it with similar performance parameters of competitors, as one of the key factors of competitiveness.

2. Service departments directly interacting with the client. In this case, with the effective organization of time, the quality of service for the client increases, which can be associated with financial performance through pricing policy, discount policy, comparison with the pricing policy and level of service of competitors.

3. Internal divisions that do not interact with the client. In this case, the relationship between time indicators and financial indicators can be drawn through the size of the payroll fund or the level of staff loyalty (more organized and predictable activities, fewer stresses and "overtime" increase employee loyalty, which is easy to associate with financial indicators in conditions of insufficient quality of the offer on labor market).

Time management in the work of top managers and key specialists deserves a separate study. There are two possible assessments here:

1. Direct assessment of the cost of saved time through the amount of compensation of a top manager.

2. Evaluation of the speed of progress of key projects by establishing a link between an increase in the weekly budget of time that a top manager can devote to a project he manages, with a decrease in the timing of this project. The speed of implementation of projects aimed at the development of the company (implementation of new management systems, launch of new products, etc.), as a rule, can be directly or indirectly linked to the financial performance of the company.

3.2 Corporate time management standards

The introduction of time management in a company may not be limited to diagnostics and certification. To consolidate time planning techniques, corporate TM standards can be developed. They can be divided into several logical levels.

1. Language, glossary time management. The words "urgency", "importance" and similar can be understood in completely different ways. For one unit, an "important" task - one with serious financial implications, for another - set by a high-level manager. Ideally, terms related to time planning should be spelled out in the company. In any case, "in the first approximation" the task of forming a common language is solved at the training.

2. Arrangements- general "rules of good manners" regarding time. Such rules may be oral or fixed in writing, in the form of posters, tablets, etc.

3. Regulations- agreements, the execution of which is supported by sanctions (both formal corporate and gaming ones).

4. Things, tools- planning boards, ready-made blanks, letterheads, etc., "embodiing" competent work techniques.

The most important tool for implementing corporate standards is ready-made settings in the corporate system of personal and team planning, as a rule, it is MS Outlook or Lotus Notes. The calendar and task settings apply the principles and techniques of time management.

The first step in the implementation of corporate TM standards is the formalization of the language, the conceptual apparatus: what is the "priority" of the task, "urgency", etc.

The next step after the standardization of the language of activity is the formulation of the rules for its organization, formalized in the system of corporate regulations or existing in the form of informal team agreements. At the same time, the most delicate issue is maintaining a balance between freedom and coercion, corporate interference in those aspects of the employee's personal work technique that are significant for the company's efficiency.

" Things" how carriers corporate standards. A standard, a law, a rule that must first be read and then applied, is not the most effective. The ideal corporate standard is not written down on paper, the ideal standard is embodied in some thing that "does not let you do it wrong", itself dictates the desired course of action.

If information technology is actively used in the company's activities, ready-made text blocks and forms in the corresponding programs can be extremely useful, for example, in MS Outlook, you can set up custom task presentation forms, including the fields necessary for setting the task. Such a form, appearing before the manager when setting a task for a subordinate, will itself "remind" what significant parameters of the task must be specified.

Concluding the topic of corporate standards, it is worth noting that, as the ancient Romans said, the best law is just a fixation of an established custom. The best standard in many cases is the formalization of techniques that people have found and introduced into use. themselves. It is these standards that are the most efficient, simple and effective.

Conclusion

Time management is accounting and operational planning of time. The task of time management is to streamline the use of time (both work and personal time) of the day and week in order to manage to do all the most important things. The basic principles of time management: painstaking independent work, individuality of the solution, the need to monitor one's own effectiveness, thinking aimed at efficiency, achievability and inexhaustibility of efficiency reserves.

Time management, or self-management, was originally developed as a technology used by a person independently. But in the 21st century, this is no longer enough. There was a need to make personal time management, self-management of employees, part of the system of corporate standards. Part of the common language spoken by the people in the organization.

The latest trend has been the introduction of a time management system in enterprises (corporate time management). Time management is a new direction in enterprise management.

There are three areas in corporate time management:

- corporate time management of the enterprise;

- corporate time management of separate divisions;

- individual time management of leading specialists.

Corporate time management of an enterprise is primarily focused on the formation effective system interaction between departments and officials of the enterprise. It involves the widespread use of local networks and information technology in the process of communication.

Thus, the use of a corporate time management system in an enterprise will be effective only in the case of an integrated approach to the time management process in a single organization.

Bibliography

1. Arkhangelsky G. Corporate time management: Encyclopedia of solutions / G.A. Arkhangelsk. - M.: Alpina Business Books, 2008. - 160 p.

2. Arkhangelsky G.A. Organization of time: from personal effectiveness to the development of the company. - 2nd ed. - St. Petersburg: Peter, 2006. - 448 p.: ill.

3. Arkhangelsky G.A. Time drive: how to manage to live and work. - 3rd ed., add. - M.: Mann, Ivanov and Ferber, 2006. - 256 p.

4. Arkhangelsky G.A. Time formula. Time management on Outlook 2007. - M.: Mann, Ivanov and Ferber, 2006 - 224p.

5. Arkhangelsky G.A., Lukashenko M.A., Bekhterev S.V., Telegina T.V. Time management: Proc. allowance / Arkhangelsky G.A., Lukashenko M.A., Bekhterev S.V., Telegina T.V.; Under. ed. G.A. Arkhangelsk. - M.: DS Market, 2008. - 288 p.

6. Byrd P. Time management. Planning and time control. - Per. from English.K. Tkachenko. - M.: FAIR-PRESS, 2004. - 288 p.

7. Bekhterev S.V. Team time management and motivation // http://www.improvement.ru/zametki/behterev/ - Source of the article: magazine "Motivation and pay"

8. Vronsky A.I. How to manage your time. - Rostov - n / a: Phoenix, 2007. - 224 p. - (Psychological workshop)

9. Dod P., Sandheim P. 25 best ways and techniques of time management. How to do more without losing your head / Per. from English. - St. Petersburg: "Publishing house "DILYA", 2008. - 128s.

10. Zakharenko G. Time management. - St. Petersburg: Peter, 2004. - 128s.

11. Corporate time management // Magazine "Management today" №3. - 2004 - p.9.

12. Lukashenko M.A. Time management for the leader htm

13. Site materials http://www.improvement.ru/

14. Medvedev S. How do I motivate subordinates when introducing TM // http://www.improvement.ru/zametki/medvedev/

15. Nabatova E. Time for new customers: how time management improves sales efficiency // http://www.improvement.ru/zametki/sales/

16. Telegina T.V. Chronophages in the system of corporate culture. Brief review of the main sinks of working time // Business system: Sat. scientific works. - Issue 5. - M.: Moscow Financial and Industrial Academy, Market DS, 2008. - P.164-174.

17. Effective perception of time // Journal "Personnel Development Management" No. 3. - 2005 - P. 18.

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"The task of management in the 21st century is to learn how to manage the effectiveness of managerial and creative work."

P. Drucker

Several figures show how relevant the problem of increasing labor productivity and effectively motivating employees is for Russian companies:

the labor productivity of those employed in the Russian economy is growing on average by 6.5% per year, that is, slower than the growth of GDP;

in 2008, real wages increased by 5.9% compared to the previous year, and in 2009, according to the forecast of the Ministry economic development its growth in relation to 2008 will be 3.6%;

the ratio of the total nominal wages of the population employed in the economy to the volume of GDP in 2006 was 33.3%.

These numbers mean the following:

the growth in the cost of human capital far outstrips the increase in the product itself;

the positive dynamics of the price of human capital is not accompanied by a corresponding increase in the return on its use;

the relative price of labor in Russia, taking into account domestic potential, is already high.

It is not yet clear whether the crisis will be able to influence these circumstances, and in what way. But it is quite obvious that in a crisis, companies are faced with the task of solving more complex and often non-standard tasks to increase the efficiency of production, sales, marketing, as well as the task of increasing the loyalty of the remaining staff, which can be solved, including by a competent using means of motivation and time management.

The need for corporate implementation of time management is due to the following factors:

1. The growing pace of changes in the economic environment requires the transfer of greater powers to the employees of the organization, the prompt adoption of independent decisions by them and the independent organization and planning of their work.

2. The share of intangible assets in the value of the organization is growing; the performance of key top managers and specialists is becoming the main factor in the success of an increasing number of companies. At the same time, external control over the activities of an employee, which is of a creative nature, is extremely difficult, but the relevance of the independent organization of their work by such an employee increases.

3. For organizations are becoming the norm, not a rare exception, constant significant changes in activities - the development of new products, entering new markets, the introduction of new tools and management systems. For top managers and specialists of the organization, respectively, the constant increase in the number and volume of tasks to be solved, the need to constantly find time reserves for the implementation of projects that allow the organization to continuously develop, becomes the norm.

As a rule, the use or non-use of time management technologies was left by the management of the organization at the discretion of the employee. Therefore, in scientific management, the issues of self-management and personal organization of labor were relatively rarely touched upon. Classics of scientific management, for example, F.W. Taylor, for the first time raised the question of the centralized introduction of technologies for personal organization of labor, while considering mainly physical labor.

In the 20s of the XX century. Director of the Central Institute of Labor A.K. Gastev opposed the mechanistic approach in such an introduction "from above" with the idea of "organizational labor bacillus", which encourages an employee of the organization to independently improve work processes. The chairman of the League "Time" P. M. Kerzhentsev shifted the focus from the general organization of labor to time, began to consider it as one of the most important resources of the organization and employee.

Finally, the classic of Western management theory P. Drucker, drawing attention to the complexity of managing creative and managerial work “from above” without engaging the employee’s independent initiative, designated the task of increasing the efficiency of managerial and creative work as a key one for management in the 21st century.

Corporate time management is a set of technologies for "embedding" time management methods into the organization's management system.

Thus, if corporate management is a “top-down” path, from building a system to the effectiveness of its elements, in particular, the effective use of an employee’s time, then personal time management is a “bottom-up” path, from the personal effectiveness of employees to increasing efficiency. departments or organizations.

ANALYSIS OF CORPORATE STANDARDS FOR TIME MANAGEMENT IN SBERBANK OF RUSSIA

Introduction

Theoretical foundations of time management

1 Essence and principles of time management

2 Reasons to use time management

3 Modern time management techniques

Analysis of domestic approaches to the time management system

1 Implementation of time management in the company

2 Time management in Russia

Evaluation and improvement of the time management system in the company

1 General characteristics of the analyzed enterprise

2 Evaluation of the time management system in the company

3 Improving the time management system

Conclusion

Introduction

In modern conditions, time management is an integral part of any successful company. Time management is understood as a technology for organizing time and increasing the efficiency of its use.

Time management is the act or process of exercising conscious control over the amount of time spent on specific activities in order to specifically increase efficiency and productivity. Time management can help with a range of skills, tools, and techniques used to complete specific tasks, projects, and goals. This set includes a wide range of activities, namely: planning, allocation, goal setting, delegation, time analysis, monitoring, organizing, listing and prioritization. Governance was originally ascribed only to business or labor activity, but over time the term has expanded to include personal activity with the same justification. A time management system is a combination of processes, tools, techniques and methods. Usually time management is a necessity in the development of any project, since it determines the project completion time and scope.

The purpose of the presented work is to consider time management as a time management system. The work tasks are as follows:

consideration of the concept and functions of time management;

characteristics of modern time management techniques;

identifying the features of the implementation of time management in companies;

analysis of the application of the successful implementation of time management in Russian companies;

identifying the features of the use of time management in the activities of Megafon OJSC.

The object of the work is time management. The subject of the work is the features of the use of time management in the activities of the organization.

The structure of the work includes an introduction, three chapters, a conclusion and a list of references.

The first chapter presents the essence and principles of time management, defines modern methods of time management and substantiates the need to use time management in the activities of the enterprise.

The second chapter reveals the features of the implementation of time management in the organization, analyzes the successful approaches to time management in Russian companies.

In the third and final chapter, a general description of the analyzed enterprise is given, an assessment of the time management system of Megafon OJSC is given, and directions for improving the time management system of the studied enterprise are determined.

1. Theoretical foundations of time management

.1 Essence and principles of time management

"Time management (Time management) is an interdisciplinary section of science and practice devoted to the study of problems and methods for optimizing time spent in various areas of professional activity." Time management - translated from English means "time management". The task of time management is to streamline the use of time (both work and personal time) of the day and week in order to manage to do all the most important things. Time management is accounting and operational planning of time.

Basic principles of time management.

Painstaking independent work. A manager can develop a high-quality, effective system of organizing his time only on his own. This important job cannot be left to a consultant or secretary. Only the manager himself will be able to choose the appropriate solution and rebuild it to suit his needs.

1.2 Reasons for using time management

The timing of personal time should be carried out for several working days, possibly weeks, in order to analyze your working style and uncover the causes of emerging time deficits. Alarming symptoms of the imminent occurrence of temporary problems can be identified by the following signs:

Lack of priorities in the execution of cases (solving secondary tasks with regular transfer of the main ones);

Haste when performing voluminous tasks (often caused by the untimely start of work on them);

A large stream of all kinds of routine affairs (the risk of drowning in trifles);

Untimely study of business correspondence (current documentation);

Work in the evenings and weekends (during office hours there is not enough time);

Constantly doing work for your colleagues or subordinates (it seems that this will be faster or more reliable);

Work not according to your profile (inefficient use of opportunities);

Continuous interference at work (endless phone calls and influx of visitors);

Clarification of information, constant asking again (difficult perception of information, as a result of fatigue).

After timing, it is necessary to analyze all the activities in which the person participated. To do this, you can use tables on the distribution of areas of work in relation to time costs - real and theoretically achievable, draw up a list of obstacles.

Further analysis can be carried out from the point of view of two positions: positive and negative, i.e. identify strengths and weaknesses for rational use of the former and avoidance of the latter.

"Time Eaters" By doing a detailed analysis of the main time sinks, you can better control your workflow and avoid distractions. The main reasons that make us waste time in vain are recognized:

Phone calls rightfully occupy an honorable first place, disrupting the working mood and preventing you from concentrating on business. With the widespread use of cell phones, the problem has become global.

Visitors coming to the office are more of a distraction than phones, because they can't be ignored or other work can be done in parallel.

Poor communication between departments.

Problems with computer equipment and office equipment.

Changing the order of work imposed by colleagues.

Lack of organizational planning. Dist

Inability to listen to other people.

Unsatisfactory organizational structure.

Mail mess. It is especially relevant for managers whose correspondence is untimely or does not pass at all through the secretarial filter for determining the importance of letters.

Correction of errors that could have been avoided. Mistakes give rise to the same haste, inattention, unwillingness to work, etc.

Indecisiveness in business matters.

Poorly organized and coordinated meetings, planning meetings.

Distractions in the workplace. A gigantic list of little things on the specifics of each personality.

Excessive office bureaucracy.

Useless discussions about your work and the work of others. And just empty talk.

1.3 Modern time management techniques

Goal setting. Goal setting involves the analysis and formation of personal goals. The goal describes the end result, gives clarity about which direction to move. Goal setting is a temporary process. when changing certain parameters, the necessary adjustment occurs.

“To succeed, you need to choose the right goals, intermediate stages will help you not to turn off the right path. It is advisable to conduct a register of personal resources and means to achieve goals in advance in order to find out which strengths should be encouraged and which weaknesses should be worked on in order to further development its potential."

The goal should be clear, precise and understandable. The concrete formulation of practical goals is important for subsequent planning. When setting long-term goals, don't take on too much.

) Not only to do things right, but also to do the right things;

) Not just to solve cases, but also to create creative perspectives;

) Not so much to save funds as to optimize their use;

) Not just to fulfill debts, but also to achieve results;

) Not only reduce costs, but also increase profits.

Classic planning. The classic technique for developing plans and alternative options for activities. Means preparation for the implementation of goals and the ordering of time. As practical experience shows, minutes spent on planning reduce hours for direct implementation, ultimately leading to time savings in general.

In order to properly perform their functions and achieve their goals, the manager must clearly understand his time budget. There are several basic planning rules:

When drawing up a daily plan, it is better to leave 40% of working time free. Those. 60% - planned time, 20% - unforeseen time, 20% - spontaneous time.

Document the time spent, indicating how and on what it was lost, in order to have an idea of its consumption.

To bring all the tasks together, you need to have an idea of the upcoming cases, divide them according to the degree of urgency.

Create realistic plans with only the volume of tasks that you can handle.

Learn to determine the pace of work and the amount of information needed to complete it.

If interference regularly arises in the form of urgent, spontaneously arising cases, provide time in the plan for solving such cases.

Trying to do a large amount of work and dispersing energy into separate unimportant things leads to the fact that at the end of the day the main problems remain unresolved. To prioritize means to divide the entire flow of tasks according to the degree of importance, to give them primary, secondary, etc. values.

"Golden" proportions of time planning. Time planning is based on certain principles. One of the most famous was formulated by the Italian economist Vilfredo Pareto. It is designed for the rational use of time and states: “If all work functions are considered in terms of the criterion of their effectiveness, then it turns out that 80 percent of the final results are achieved in only 20 percent of the time spent, while the remaining 20 percent of the result absorbs 80 percent of the working time” . In everyday work, this means that you should not take on the easiest and most interesting or the least time-consuming tasks first. When planning, it is necessary to solve vital problems first of all, and only then - numerous secondary ones.

Consistent application of the Pareto principle helps to put into practice the technique of analyzing the complexity of problems ABC. It is based on the division of the entire volume of tasks into three groups.

A. The most important tasks - make up approximately 15 percent of the total number of all tasks and cases. The self-importance of these tasks (achieving the goal) is approximately 65 percent.

B. Important tasks account for an average of 20 percent of the total number of cases, and the significance of this category of tasks is also 20 percent, respectively.

B. Less important and non-essential tasks, on the contrary, make up 65 percent of the total number of tasks, but have a small share (about 15 percent of the total “cost”).

The technology of task analysis according to the ABC principle can be implemented as follows:

Make a list of all upcoming tasks in the appropriate time period (day, month, quarter, year).

Systematize tasks according to their degree of importance, establish the order of cases in accordance with their "cost" of activity.

Number tasks.

a) the first 15 percent of all tasks in Category A are non-delegable;

b) the next 20 percent - category B tasks;

c) the remaining 65 percent are category B tasks.

Re-check the time plan for compliance of the allocated time budget with the value of the tasks: 65 percent of the planned time - tasks A; 20 percent of scheduled time - tasks B; 15 percent of the scheduled time is tasks B.

Make appropriate adjustments, focusing the plan on tasks A.

Evaluate tasks B and C in terms of the possibility of their delegation.

Delegation of powers. “The general meaning of delegation is to delegate tasks to your subordinates or colleagues. Many managers, who consider themselves experienced and efficient, prefer to do what they could entrust to other employees, referring to the inexperience, lack of education, and incompetence of their subordinates. This phenomenon indicates, rather, the lack of experience in delegating authority and the inability to train staff in the necessary functions, rather than the high merits of a manager.

Key benefits of delegation:

The manager frees up time for more important tasks;

Use and development of professional knowledge and skills of employees;

Stimulating the disclosure of abilities, independence and competence of subordinates;

Positive impact on employee motivation.

For proper delegation, you must adhere to the following rules:

Select suitable employees;

Allocate areas of responsibility;

Coordinate the implementation of assigned tasks;

Encourage and advise subordinates;

Control the workflow and results;

Evaluate your employees;

Stop attempts to reverse or subsequent delegation.

It is necessary to delegate routine work, specialized activities, private matters and preparatory work. Transfer of tasks or activities can be carried out for a long time or limited to one-time assignments. The manager in no case transfers his managerial functions, tasks of a high degree of risk and responsibility for management.

Monitoring results and adjusting goals. Performance monitoring serves to optimize the work process, it covers three tasks:

Understanding the physical state. Does planning bring results, does it contribute to comfort;

Comparison of the planned with the maximum possible. It is necessary to regularly analyze activities, determine the moments of loss of time, draw up sheets of interference;

Adjustment for established deviations. Plans need to be rechecked and changed if they are not feasible or do not allow the goal to be achieved by the deadline.

Distinguish between monitoring the results of labor and monitoring specific tasks, one should not neglect either one or the other.

Thus, time management is accounting and operational planning of time. The task of time management is to streamline the use of time (both work and personal time) of the day and week in order to manage to do all the most important things. The basic principles of time management: painstaking independent work, individuality of the solution, the need to monitor one's own effectiveness, thinking aimed at efficiency, achievability and inexhaustibility of efficiency reserves. Alarming symptoms of the imminent occurrence of temporary problems can be identified by certain signs and the causes of "time wasters" can be identified.

2. Analysis of domestic and foreign approaches to the time management system

.1 Implementation of time management in the company

The fact that time must be managed rationally is now an obvious fact. Everyone, from lower-level managers to managers and business owners, faces the lack of time or its complete absence.

Until recently, time management was mainly considered in relation to a single person. That is, each specialist, at his own request, can apply time management methods regarding his time.

The latest trend has been the introduction of a time management system in enterprises (corporate time management). Time management is a new direction in enterprise management. In most Russian organizations, management does not think about what actions its subordinates spend time on during the working day, how they organize their work within the framework of their job responsibilities.

It is quite natural that the head of the enterprise or its key employees are not able to cope with the task of introducing time management on their own. As a rule, they resort to the help of specialists in the field of time management. And it is quite natural that demand creates supply.

So the duration of courses and trainings on time management ranges from 2 to 10 days, and the cost is from 5 thousand rubles. up to 25 thousand rubles The programs offered are also different: these are “Time Management Courses for Top Persons”, conducted in the form of a seminar, and courses for ordinary employees. There are technologies for implementing time management in enterprises.

One thing unites all these courses - they are all based on Western technologies and are not always correlated with Russian reality. In addition, after all, the bulk of seminars and trainings on time management is individual in nature, that is, it is more about personal time management than about corporate time management.

As for comparative time management, in our opinion, three areas should be distinguished:

So, for example, the use of MS Outlook allows you to significantly save time in the process of transferring the necessary information. This happens due to the opportunity to more concisely and clearly formulate the essence of the problem. Written information is perceived faster and more accurately than that which is reported orally.

In addition, in the process of communication using information technology, it becomes possible to significantly save time in the process of transmitting information. This is due to the lack of need to move from office to office, or from one organization to another.

Also, a lot of time is saved on personal communication in the process of transmitting information via the Internet, thanks to existing patterns and symbols that replace phrases that are elements of polite communication.

In general, the corporate time management of an enterprise is a system of rules and norms for the interaction of employees in an enterprise, rules and mechanisms for exchanging information. In many ways, such time management duplicates the communication process in the enterprise. And accordingly, it is difficult to attribute it to a completely new direction in the field of enterprise management.

The use of techniques for improving communications and optimizing the communication process at the enterprise within the framework of time management will achieve a greater organizational and economic effect.

One of the main problems of this area of time management is the relatively small number of employees who can be combined into a group of people performing identical duties, and a fairly large number of such groups in one enterprise. Thus, in order to optimize the work in time for each group of specialists, it is necessary to develop recommendations and time management techniques that are unique to this group of specialists. As a rule, time management specialists either simply do not do this, preferring to use collective seminars and trainings based on individual time management techniques, or the service of creating a time management system for each individual division of the enterprise is quite expensive.

It should be noted that, as a rule, not all departments of the enterprise need to implement a time management system. The problem of time management arises where there is an alternative to its use. In those divisions of the enterprise where employees perform monotonous mechanical work, there is rather a need to study the physiological and psychological capabilities of a person in performing a given algorithm of actions under existing conditions of severity and intensity of labor.

It is often unjustified to say that management processes at the enterprise are not carried out and employees are not interested in the fastest quality performance of their official duties. This is due to the fact that each employee has his own duties, fixed in job descriptions and employment contract. The employment contract also, as a rule, fixes the number of hours that he must work per day and the number of days that he must work per week. That is, there is a certain amount of work (duties fixed in the employment contract) and time for its implementation (mode and schedule of work fixed in the employment contract).

As a rule, when developing seminars and training programs on time management, attention is not paid to the physiological characteristics of a person and the conditions of severity and intensity of work.

As for the individual time management of leading specialists, in fact, it is an individual time management of a manager and a person. This direction is currently the most developed and effective in terms of practical use.

In general, corporate time management is a fairly promising direction in enterprise management, although at the moment there are many difficulties in its application in practice. Determining the need for the introduction of corporate time management and the scope of its application in a single enterprise, one should:

in which departments (or for which job units) the introduction of time management is appropriate;

what economic and organizational effect will be achieved by the introduction of corporate time management in the enterprise. That is, we are talking about the ratio of costs and results;

what is the probability that the effect of the introduction of a corporate time management system at the enterprise will be long enough to allow the economic and organizational effect to manifest itself.

Thus, the use of a corporate time management system in an enterprise will be effective only in the case of an integrated approach to the time management process in a single organization. The system of corporate time management should be individually developed for each enterprise and should combine all three areas of corporate time management: enterprise time management, corporate time management of individual departments and individual time management of leading specialists. Moreover, the corporate time management of individual divisions in some cases should be based on the physiological characteristics of a person and the conditions of severity and intensity of work, rather than on the process of competent time allocation.

2.2 Time management in Russia

It is hardly possible today to find a Russian company whose management would not be preoccupied with the issue of increasing its competitiveness. To solve this problem, it is necessary to do an enormous amount of work to optimize all business processes: from R&D to logistics. However, this is a long and difficult task, which is why many firms in Russia prefer to increase work efficiency “with little bloodshed”. For example, through time management. However, the "classic" time management is already struggling to cope with the tasks that modern business sets before it. “He ceases to be a panacea for all managerial ills. Over the past five years, nothing fundamentally new has happened in this area, and interest in time management is noticeably declining, - says Pavel Bezruchko, Executive Director of ECOPSY Consulting. - To increase their efficiency, modern companies are primarily engaged in the optimization of business processes. Against the backdrop of these measures, time management remains a useful, but rather an additional skill: the scale of gaining time is small.”

A common practice in Russian firms is the situation when the manager, in a “voluntary-compulsory” manner, distributes among his subordinates some book on time management that he likes or recommends one or another “advanced” organizer. The executive director of the Ekaterinburg company Bank24.ru Boris Dyakonov became interested in the idea of time management about three years ago, when he became a co-owner of a small bank. “I implemented a lot of what I read,” he says. - Organized lectures at the bank on time management, introduced standards for holding meetings, improved the culture of communication. At first, innovations were resisted, because lectures captured weekends. Bank employees considered the idea of teaching them how to save time another whim of management.” But later, thanks to the perseverance of the company's top officials, who made it clear that they value people who can save time, Bank24.ru became one of the first Russian credit institutions to implement ISO 9001:2000 quality management standards.

Rigidity and consistency in solving the assigned tasks is a necessary element in the implementation of any personnel motivation program. Usually, the initial revival after the distribution of "good books" comes to naught after about a month. “The introduction of any idea into the team requires mandatory control,” confirms Mikhail Molokanov, president of the Business Trainers Club. - And control by default involves additional costs. This is the main reason for the lack of a systematic approach to time management in domestic companies.”

Alexander Mondrus, General Director of the MC-Bauchemie-Russia group of companies, solved a specific problem with the help of time management - he removed a number of components from the workflow that were the main "eaters" of time. A simple example: all telephone conversations within his organization now begin with the question "Are you comfortable talking?" This allows both interlocutors to save precious minutes. “Several years have passed since then. Most of the employees who passed the training then remained in the company, - says Alexander Mondrus. “For beginners, we provide materials on the topic and instill fundamental skills in working with time.”

“For those who once adopted time management skills, it is enough just to refresh them in their memory sometimes,” says Gleb Arkhangelsky, General Director of the Organization of Time<#"561831.files/image001.jpg">

Figure 1 - Model of the task state change log

If necessary, the manager clearly sees both the progress of the project and the workload of a particular employee. As a result, the time of all parties, but especially the manager, is significantly saved, and the efficiency of work is increased.

In the case when the overall picture is clear and illustrative, the quality of prioritization and reprioritization increases, which means that less unnecessary work or work done at the wrong time is done. 3. The entire history in the course of work is saved automatically, which means that the analysis and analysis of the conflict situation requires a minimum of time and is objective for both parties.

Figure 2 - Model of the task change log

Once entered information can be used repeatedly. For example, in one form - to determine the progress of the project, in another - to analyze the workload of employees, in the third - to prepare reports on the project.

Figure 3 - Model of the task change log

As a result, time for unproductive work is reduced, and more resources are left for the project itself.

The introduction of the simplest regulations for entering and presenting information on the project, as well as the history automatically accumulated by the system in the course of work, make it easy to switch employees between tasks, reduce or increase the number of performers.

Using such a management system, MegaFon distributes the working time of the company's managers and employees in the most efficient way.

3.3 Improving the time management system of MegaFon OJSC

At Megafon, unexpected questions and problems arise that disrupt the schedule, disrupt the performance of important work, force you to lose concentration, being distracted by them. For each of them, the author offers several solutions. At the same time, not just an emergency response, but proactive procedures that need to be carried out in advance in order to successfully cope with surprises later.

Phone calls. It is required to develop a quick categorization of these calls. To immediately, from the first seconds, know which scenario to apply to the “incoming”. Next, we offer a number of categories of incoming calls and response scenarios.

Personal Calls

Ask to speak briefly

Ask to call back at another time

Allocate time for personal calls, and warn all close people to call at the provided windows.

Install an autoresponder

Professional Calls

a. Calls from Management

Phrase: "Sorry, I'm talking to a client right now"

Phrase: "I'm talking long distance"

Idea: the answering machine takes busy periods from the schedule and reports it by voice or text (SMS, e-mail, ICQ)! Technically feasible.

In response to the call, an SMS is sent when you can call back. To make this move economical, you should first configure SMS response templates. Calls from colleagues

Postpone call

Quickly understand the essence of the topic and move the conversation to another time

Allocate zones for communication (when is it better to call you)

Suggested options, two windows in the morning and in the evening

Require a structured presentation of the essence. Calls from Clients

Make a request to call back: "they are calling to the authorities on the carpet ..."

Listen structured, respond quickly

“I understand the task, I will call you back at such and such a time…”

Receive a call, fixing it on the incoming form and transfer it to an authorized person

Suddenly a man comes. This is the most common problem in open offices. When constantly everyone who is not busy and who is bored is distracted by their neighbors, or by people sitting next to them. Also reduce the efficiency of the visitors who came unexpectedly out of the blue. To these "time thieves", it is possible to apply the following decision branches.

Suddenly a person (visitor) comes

Occupancy indicators: flags, signs, caps, etc.

Make a red button, when you press it, the phone rings in a minute and you urgently need to get out!

Create a guest room where a mini library is located, a video library, so that the visitor waits with benefit

At the entrance, a list of questions is filled out. A certain questionnaire of the client, in which he marks what he came with. Formalization of questions speeds up communication

Reorientation of his activity in your direction, towards your goals

Redirect to another person: "manager on duty", "space attendant"

On the business card, indicate the office hours: from ... to ... Thus, limiting visitors at an inconvenient time for you

Reception schedule (multichannel phone to easily get through):

Combine meetings with lunch. Business lunches, "travel for lunch"

Organize a place for open meetings in the company (negotiation rooms)

Internal company problems. This section contains task breakers horizontally and vertically. That is, we will talk about bosses, subordinates, and colleagues. Traditionally, MegaFon has developed unscheduled meetings and sessions of "strategic meetings" and questions for 15 minutes, which drag on for hours. With a regular, torn schedule, work productivity decreases and it is almost impossible to complete what was planned.

The head was assigned a "sudden meeting."

Participate in a meeting by phone

Conduct standing meetings. For example, Beeline has a meeting room where there are no chairs. With this organization, all issues are resolved promptly. There is no desire to drive a pitchfork on the water, because everyone wants to leave as soon as possible, in more comfortable conditions.

Develop a list of meetings that are not resolved by the flyers. As a result: a register of meetings, opposite each of which is a list of issues to be resolved.

Segment the time of the meeting. Set time markers, pacemakers, in the form of a timer for 10-15 minutes. Check each time interval with the agenda to accelerate progress towards the goal.

Agree on the format of the meetings to be held. For example, in the PPE Group, posters hang on the walls: “10 Rules for Meetings.” This helps the conference participants to adhere to the established regulations, stimulating high-quality and quick resolution of issues.

Enter a meeting protection rule. Describe when you have the right to "reject a meeting invitation"

Take minutes and hold minutes of meetings. In this case, there should be a leader who monitors the rules of the issues raised.

Hold a meeting before lunch: in this case, each participant strives to speak in a constructive way, since the delay turns out to be late for him and shorten his lunch.

Unscheduled orders from superiors (interference from management)

Organize a referent who distributes instructions from the manager to subordinates at certain windows

Give to the head feedback in the form of training, which leads to unscheduled "twitching" of staff

Obtain an "interval of responsibility" from the manager. The period of time during which the manager does not interfere with the work of the employee. For example, in the morning an employee was given a list of tasks - in the evening they checked the quality of the work. In this case, the interval of responsibility is equal to a working day, 8 hours. If tasks were set on Monday - and we check on Friday - then the interval of responsibility is a week.

Technique failure. Megafon has a complex system, so it is highly likely that it will fail. Due to the fact that the modern pace of life does not allow abandoning technology, you need to be prepared for failures. Solutions to these minor and major technical annoyances are described in this part.

Equipment failures

Draw up a schedule for the control of equipment (regular inspection).

Troubleshooting Instructions

There should always be a spare cartridge for the printer in the office

Think over duplicating functions (scanner, copier, digital camera).

Conduct drills, work out emergency situations

Create Cognitive Maps. Description of the infrastructure within the radius of the office. Where can I buy something to print, etc.

Establish positive communication with neighbors, whose help can be used in case of emergency

"Mail Not Receiving"

Have a reserve in the form of free servers. Recommended mail.ru, yandex.ru

Be able to quickly find and forward the required letter.

Set your email client to quickly access recently sent e-mails

Personal problems. This section contains personal reasons for "unexpected" disruptions to the work schedule. This includes both traffic jams and problems with the tone of the body, the invasion of relatives and natural disasters. Today it is the most poorly developed segment of time loss prevention. Therefore, we are ready to accept and consider each of your new decisions not described below. Finds can be sent to [email protected] with a note in the Subject of the letter: "Thieves of time"

Good solution - parallel activity

Make a series of short calls

Using freehands to make a series of long calls

Listen to audio courses: business, foreign languages, etc.

Listen to audiobooks

You need to know traffic. What time are traffic jams, detour options. Plan trips during "no-cork time"

Learn to use webcams. Conducting virtual meetings instead of trips is an order of magnitude cheaper

To avoid traffic jams in the morning (before work) - you can get up early before traffic jams

Use a "mixed" way of moving around the city

If you need to bring / take something and do not necessarily require personal presence, then you can use the courier service

Sudden personal problems with oneself (feeling sick, feeling unwell)

Keep one employee up to date on the project. Build work in pairs (cluster model)

Provide for the possibility of “virtual work, home office

Regularly take vitamins, get enough sleep, engage in physical activity.

Invasion of Relatives and / or friends

Discuss with loved ones situations when it is worth calling and when it is better to wait

Clearly indicate what is urgent and what is important

Have an agreement with the hotel: where to relocate them

Partial participation in communication with them, redirection to others to solve problems. Participation with resources other than time

So, in order to conduct a detailed analysis of the management system of Megafon OJSC, the author in the work identified the advantages and disadvantages of time management, analyzed the functions of the head of the company. An analysis of the management structure showed that it meets modern requirements, i.e. the duties and responsibilities of employees are clearly assigned, the scheme for grouping individual units and the principles of their management are outlined.

In addition, in order to analyze the environment, the Outbook method in time management was considered.

Conclusion

Modern time management techniques: goal setting, classical planning, "golden" proportions of time planning (Pareto principle), delegation of authority, control of results and adjustment of goals. By studying the causes of problems over time and using the basic techniques of time management, the manager will be able to achieve high-quality and fast results.

The latest trend has been the introduction of a time management system in enterprises (corporate time management). Time management is a new direction in enterprise management.

There are three areas in corporate time management:

corporate time management of the enterprise;

corporate time management of individual divisions;

individual time management of leading specialists.

Corporate time management of the enterprise, first of all, is focused on the formation of an effective system of interaction between departments and officials of the enterprise. It involves the widespread use of local networks and information technology in the process of communication.

Thus, the use of a corporate time management system in an enterprise will be effective only in the case of an integrated approach to the time management process in a single organization.

The time management of the Russian Federation is still far from the parameters set by globalization at all levels: from an individual company to society as a whole. Now leading managers are actively discussing the possibility of developing time management in Russia on the basis of one of the Western "models". However, without taking into account our national mentality, historical differences in the theory and practice of management, no method of using time can be rationally applied to Russian conditions.

In order to conduct a detailed analysis of the management system of Megafon OJSC, the author in the work identified the advantages and disadvantages of time management, analyzed the functions of the head of the company. An analysis of the management structure showed that it meets modern requirements, i.e. the duties and responsibilities of employees are clearly assigned, the scheme for grouping individual units and the principles of their management are outlined.

The assessment of the organization of management at the enterprise under study was carried out on the basis of the company's use of time management methods.

In addition, in order to analyze the environment, the Outbook method in time management was considered.

Time management as a tool to improve organizational efficiency. Implementation of time management tools as a way to improve the efficiency of small and medium-sized businesses. Arrangements are general "good manners" regarding time. Such

Application Benefits

The role of motivation in the ability to organize your time

Time Analysis

Try to eliminate "time wasters" from your life

Information filtering

Planning is the key to success

Choosing a Planning Method

Do not know how to do more - every morning "eat a frog"

If the goal is large, it can be divided

There is a time to work, there is a time to rest

Always leave time

Two different "time management"

Personal time management and corporate efficiency

TM-bacillus as "soil fertilizer" for change

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Introduction

Corporate time management - discipline within the framework of general management, which makes it possible to make personal time management of employees a tool for increasing corporate efficiency.

The purpose of the presented work is to consider the goals and technologies of corporate time management.

To achieve this goal, the study sets the following tasks:

- consider corporate time management as a tool to improve the efficiency of the organization

- substantiate the goals and results of corporate time management

- consider corporate time management: on the way to becoming a new corporate standard.

1. Corporate time management as a tool to improve the efficiency of the organization

Corporate time management allows you to make personal time management of employees a tool to increase corporate efficiency.

1.1 The concept of corporate time management

"A task management in XXI century - learn to to rule efficiency managerial and creative tratYes" (P. Drucker Arkhangelsky G.A. Organization of time: from personal effectiveness to the development of the company / G.A. Arkhangelsk. - 2nd ed. - St. Petersburg: Peter, 2005. - 442 p. )

Corporate time management- a set of technologies for "embedding" time management methods into the organization's management system.

1.2 Basic principles of time management

painstaking independent work. A manager can develop a high-quality, effective system of organizing his time only on his own. This important job cannot be left to a consultant or secretary. Only the manager himself will be able to choose the appropriate solution and rebuild it to suit his needs.

1.3 Reasons for using corporate time management

The need for corporate implementation of time management is due to the following factors:

1. Growing pace changes economic environments require the transfer of greater powers to the employees of the organization, the prompt adoption of independent decisions by them and the independent organization and planning of their work.

2. Goals and results of corporate time management

2.1 Company time and employee (manager) time

That, who callaboutlays slip away his time releases from hands my life; that, who keeps in hands his time , keeps in hands my life. (Alan lakeane Alan Lacane - bestselling author of "How to become the master of your time and life", a well-known American expert on "time saving strategies" )

The second important direction in corporate management is the organization of personal work, increasing the efficiency of one's own activities. In this case, the initiative for change comes from the employee himself.

In this direction, technologies of personal time management, various technologies of personal growth, self-management are applicable.

Fields of application of technologies of the first type: work of the "conveyor" type. Areas of activity that do not require the creative initiative of employees. Strictly regulated processes, any deviation from which can lead to irreparable consequences.

At the same time, "personal" time management, due to its properties, turns out to be a fairly powerful tool not only in the field of personal development, but also in improving corporate efficiency.

And here it already makes sense to talk not so much about personal as about personal time management.

2.2 Personal and corporate performance

Personal efficiency - key concept time management: it is the higher, the more clear goals we set for ourselves, the more meaningful and organized we treat the use of our time.

Personal efficiency- the use by a person of his time to achieve his goals; is considered in the context of all life, without being tied to a specific place of work or field of activity.

Personal efficiency- personal effectiveness of a person as an employee of a particular organization, due to his own efforts and skills of self-organization.

Thus, personal effectiveness is a person's personal effectiveness plus the context of a particular field of activity.

- managerial usefulness of increasing the personal effectiveness of subordinates:

- manageability of personal efficiency and understanding of the features of planning and distribution of working time by an employee;

- the ability to set optimal deadlines for completing tasks due to a realistic understanding of the degree of workload of subordinates;

- confidence in the efficiency and timeliness of actions of subordinates in situations where direct control over them is difficult or impossible: when interacting with subordinates with clients, colleagues from other departments, etc.;

- transparency of the work of subordinates, the formalization of their personal work goals, plans and tasks, the elimination of the factor of "indispensability from disorganization" of the employee.

2.3 The logic of corporate time management implementation: principles, stages

Principles:

The main features of this principle:

- Homeopathic, movement with microscopic steps, try not to use frontal attacks: "From tomorrow we are all timing!";

- Common language - speak with each employee in the language that he understands, if you want to be heard, about those things that are of interest to him;

- The required volume - the main thing is that any innovation should not be burdensome for the employee at this stage.

The usefulness of forming such a group:

- Creation of a pilot group to test the applied time management technologies before their mass introduction into the company's activities;

- Teamwork - a qualitatively new level of opportunities, the emergence of a new, systemic effect;

- Demonstration by a good example of not only personal, but also team, corporate examples of the effectiveness of transformations in the field of time management.

" freedom independence" . Let people themselves take steps in the field of organizing their time.

The advantages of this approach:

- The ability to take independent steps gives rise to a sense of freedom of choice. Own choice or coercion from the outside - what do you think, where are the chances of successful implementation? Leave a person the right to their own independent search and personal choice.

Stages:

" Sowing" . The main task of this stage is to arouse in employees and colleagues a free interest in the topic of time management. Ways:

" Motivation through values" . Explaining and presenting to the employee what is his personal interest in competently managing his personal time resource.

" Do how I" . The strongest technique at this stage is a personal example of a leader with clearly visible external positive results. Another way is to competently convey the ideas of time management to employees, colleagues, senior management.

And finally, one of the strong methods of motivating subordinates: " quit in water, a after teach to swim" .

Examples of such indicators:

How much time do we spend in meetings?

- How often do we finish the work after the end of the working day;

- How often and by how much we disrupt the delivery time;

- How long does it take from receiving a customer's order to the moment of shipment / alternatively: from the moment a new idea appears to the launch of a new product on the market;

- How many times a week the heads of neighboring departments complain that we are delaying the documentation...

Start choosing indicators with those whose changes will be noticeable immediately or after a short period of time.

" Order" . Formalization of new effective methods of work, tools, methods that emerged at the first stages that help optimize business processes, use working time. Here begins the development of norms, rules, regulations and agreements in the field of time management.

Thus, the integration of time management into the management system of a company or organization, at a certain stage of its development, comes to the need to develop corporate standards in the field of time management.

3. Corporate time management: on the way to becoming a new corporate standard

3.1 Diagnosis and assessment of time management skills