C. Organizing

You are discussing problems of organizing time:

– Mr Becker speaks about principles of time planning. He mentions 4 main principles of time planning:

- define and record your key goals;

- select appropriate time-planning instrument;

- define most useful time savers;

- get organized.

– Mr Fletcher thinks that in order to define key goals, first it is necessary to conduct an ED SODA exercise on yourself.

Experience. Where am I coming from?

Direction. Where am I heading (if I keep going)?

Situation now. Where am I now?

Outcome desired. Where do I want to be?

Deadline. By when do I want to be there?

Action steps. How will I get there?

– You agree and say that it gives the opportunity to define your carreer goals, annual goals, monthly goals, weekly goals, daily goals;

– You thank the participants and say good-bye.

You are discussing problems of organizing work. You think that the professional manager organizes the work of his or her unit by:

- job descriptions (which tasks are to be performed by which function?);

- job specifications (what kind of person is required to perform each job?);

- job maps (which responsibilities are given to each person and how will that person be judged?).

– You ask Mr Benson how he understands jоb descriptions and he explains that they include:

– accountabilities (checklist of duties for which position is accountable):

- dimensions ("size" of position - sales? budget? machines?);

- framework (organization chart);

- relationships (list of internal and external contacts the position requires and their frequency).

– Mr Townsend speaks about time planning instruments, such as:

- pocket planner;

- desk diary;

- desk top calendar;

- wall planner;

- things to do checklist;

- personal computer;

- hand-held memo-calculator;

- post-it notes.

– Mr Brown thinks that there are time-savers in the office and outside the office. If you are in the office, you should:

- prioritize action items: A - do now, В - do soon, С - do later;

- treat all the appointments like the dentist (postponing means sliding back);

- implement a "quiet hour" with no interruptions;

- never touch a piece of paper more than once;

- group appointments together;

- always seek precise information.

If you are outside the office, you should:

- always have your time planner close at hand;

- use down-time productively (delayed flights, waiting);

- read weekly, not daily news (in bus, train or plane);

- watch TV news every day;

- get up 30 minutes earlier;

- block hours for hobbies;

- when in doubt - do it now.

– Mr Thompson thinks that a job specification for each position describes the kind of person required to perform satisfactorily in terms of:

- physical (health, appearance, age);

- achievements (education experience, training);

- aptitudes (with equipment, words, figures);

- disposition (acceptability, dependability, persuasiveness);

- environment (domestic, background);

- interests (hobbies);

- salary requirements.

– Mr Gration gives special attention to the fact that job descriptions and job specifications are formal and somewhat rigid. As for a job map - it is flexible. It should be up-dated with eraser and a pencil each time something about the job or the job-holder changes. It should cover 4 essential performance ingredients:

- mission (Why is this person here?);

- accountabilities (One phrase for each area);

- standards (Performance will be satisfactory when …);

- authority limits (How far can the person go in each area of accountability).

You are satisfied with the discussion and thank everybody.

Date: 2015-01-02; view: 801