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Pre-Test

1. True or False: If I know what is important to me (things I want to do and

-[tGs I want to go), I can become Letter at managing time.

2. How much time could you save yourself a day by getting organized?
a. An hQrrr
b.= Two hours
c, Two and a half hours
3. which of the following should be a characteristic of any goal you set for
yourselfr
d. It shouldn't be too general
you should be able to measure your progress towards the goal
9
f, It should have a deadline
g. All of the above ./

4. True or False: A list of things to do today will help you focus on the highest
iftiitv items.

5. True or False: Routines are the foundation of success.

r-
6. True or False: Sleep is the least important activity to ritualize.

7. what percentage of each day does the average person spend looking for
things?
h. 2o/o
i. 5o/o
j' Loo/o z
/
8. True or False: It is easier to have one e-mail address for everything instead of
trying to remember several passwords.

9. Well-organized offices have three file categories. Which category describes

files that nobody looks at?
k. Working Files
L Reference Files
m. Archive Files

l0.True or False: Everyone can follow the same approach in order to get
organized.
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It was 7:20 a.m. when Myron arrived at the office. He was early because he wanted to clear
the backlog of work that had been piling up on his desk. He turned on the lights and started
to go through yesterday's mail, As he read the first piece, he realized he couldn't deal with
it until a colleague arrived, He set it aside and went to the next. This item had potential
application to a project he was working on, so he walked down the hall and made a copy for
his personal use,

As he continued reading his mail he came across a journal article of particular interest and
become engrossed in it. As he looked up, he was startled to find that others were arriving
and it was nearly 9:00.

He quickly pushed the remaining mail to a corner of his desk and reached for a project file
due tomorrow with at least two days of work yet to be completed. As he opened the file, Bill
and Claire stopped by and invited him to join them for coffee. Myron decided he could
spare ten minutes. Bill and Claire were both anxious to share the details of a play they
attended last night. Before Myron realized it, thirty minutes had passed and he hurried
back to his office.

As Myron entered his office, the phone rang, It was Mr, Wilson, his manager. There was a
meeting scheduled at 10:00. Could Myron sit in for him? There was something to be
discussed that the department should know about. Myron looked at his watch, There
wasn't enough time to get started on the project so he pushed the file aside and vowed to
start it immediately after lunch.

The afternoon wasn't any better. A few visitors, a few phone calls, a couple of letters, and
the day was over. Nothing had been accomplished on the project that was due tomorrow,
As he stuffed papers into his briefcase, he wondered how Bill and Claire were able to attend
plays during the evening.
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Mary quickly realizes that she is not capable of completing all of these tasks on time. If the
new project is really important, then something will either have to be delayed or
reassigned to someone else.

After rechecking the figures and verifying their accuracy she decides to take the chart to
her manager. "Dianne," she says, "l wonder if you could help me prioritize mywork. I am
not complaining about things, but I would like to ensure all of the work is completed on
schedule. I have prepared this expected workload chart for your review."

Dianne takes a look at the chart und ruyr, "l'm impressed, Mary. I wish more people would
show this type of concern about getting work done on time. When I give you an assignment
and you take it on, I naturally assume that you are able to do it unless you say otherwise.
Too many of your co-workers don't seem to tell me the consequences until it's already too
late. Then they fail to deliver the projects that I have promised to other people. Here's how
we will fix this scheduling difficulty. I want you to maintain the Employee's Health
Insurance Policy as planned, but Project #1 can be delayed for eight weeks and Project #3
can be given to f eff f ones. Take another look at your workload schedule and let me know if
we can achieve the remaining delivery dates."

On the way back to her office, Mary felt pleased that she had finally found a way to
communicate and negotiate with her manager. She would definitely continue this planning
technique to resolve work schedules that could not be achieved. Although she had often
mentioned to Dianne that she had too much work to do, she had never before found away
to be listened to and have her concerns addressed.
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Case Svumv: M,qxv &Xns{vxx.${;s

One day, Mary Marvelous was seated at her desk working on a project when her boss,
Dianne Delegator, requested a couple of minutes of her time. Dianne began the
conversation by congratulating her for being selected as the person who had been chosen
to develop the new health insurance policy. She explained that she was giving Mary this
opportunity because of her extensive experience and management skills.

Dianne continued to explain, "We require a new health insurance policy for retiring
employees who qualifli for the special pension fund. A recent change in government policy
requires immediate action. Normally, this type of change would require approximately
eight months, but we have to have our policies in place in four months. We may also
require a preliminary report within three weeks in order to update the government." After
a brief pause Dianne said, "Get back to me if you have any questions on what has to be
done."

On the way back to her office Mary felt proud and enthusiastic. She was happy that the boss
was finally beginning to recognize her skills and abilities. When she arrived back at her
desk and had a moment to reflection this new assignmen! reality hit. She remembered the
large number of projects already in progress. She sat down and wrote down a list of
existing projects. Then she added "Employees' Health Insurance Policy" at the bottom.

She realizes that if she drops everything else to work on this new project, Dianne will be
pleased. But sooner or later, she is going to want results from these other projects. Not only
that, there are a couple of projects here that have high profile because of agreements with
other departments and it would look bad if they fell behind. She realizes she can't let them
slide very long. She thinks to herself, "l'm already'working two evenings a week at home on
office work and my family doesn't appreciate that."

Something is definitely not right here, Mary Marvelous tells herself. This is an interesting
job, but Dianne doesn't realize that I can't do everything at once. There is no use telling her
that I am overloaded, because she always says, "So is everybody. We've just got to do the
best we can!"
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Here's what we think Mary should do,

Mary decides to examine her project workload. She begins by listing her projects down one
side. Across the top, she marks off the next four months and makes a column for each week.
Then, for each project she puts an X at its promised date of delivery. She enters the hours
per week that she thinks each project will require of her time. Finally, she gets down to the
last project: the Employee's Health Insurance Policy. She estimates 10 hours per week for
the first four weeks, 20 hours for the next six weeks, and l-5 hours per week for the
remainder of the project. Then she adds an additional row for her miscellaneous routine
workload which includes answering the telephone, answering questions from co-workers
and her boss, going to unplanned meetings, etc. She allows 10 hours per week for the
miscellaneous workload, Finally, across the bottom she totals up her workload in hours per
week.
,':
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fune 1-5 fune B-12 June 15- lune22-
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orieltat.rln pro g:am

leveloping ,ol10:25:5
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Implementation of new cash register 1001525
program :r1l
1
. -...-...............-..........r............ .l . . .....--..-..

Updating existing training documents 20l 10530

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remnlal3 folweljnar :
0:
...... ..............
l

.....1
10 l5tx
!,

10 10 10
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Employees' Health Insurance Policy 1

10

Routine workload 10 10 10i l

10
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j
:
I

TOTAL j 50 I s0 .
70. BO
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l

Mary looks at the totals and finds that she is currently booked at 50 hours per week. This
would explain why she is working 2 evenings a week just to keep up. Furthermore, she
discovers that there is a sustained workload coming up that averages approximately B0
hours per week.
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Mary quickly realizes that she is not capable of completing all of these tasks on time. If the
new project is really important, then something will either have to be delayed or
reassigned to someone else.

After rechecking the figures and verifying their accuracy she decides to take the chart to
her manager. "Dianne," she says, "l wonder if you could help me prioritize mywork. I am
not complaining about things, but I would like to ensure all of the work is completed on
schedule, I have prepared this expected\vorkload chart for your review."

Dianne takes a look at the chart and says, "l'm impressed, Mary. I wish more people would
show this type of concern about getting work done on time. When I give you an assignment
and you take it on, I naturally assume that you are able to do it, unless you say otherwise.
Too many of your co-workers don't seem to tell me the consequences until it's already too
late. Then they fail to deliver the projects that I have promised to other people. Here's how
we will fix this scheduling difficulty. I want you to maintain the Employee's Health
Insurance Policy as planned, but Project #1 can be delayed for eight weeks and Project #3
can be given to f eff Jones. Take another look at your workload schedule and let me know if
we can achieve the remaining delivery dates."

On the way back to her office, Mary felt pleased that she had finally found a way to
communicate and negotiate with her manager. She would definitely continue this planning
technique to resolve work schedules that could not be achieved. Although she had often
mentioned to Dianne that she had too much work to do, she had never before found a way
to be listened to and have her concerns addressed.
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Post-Test

01 .What should you do with e-mails that you won't refer to in the future?
n. Archive them on a CD or some other electronic storage
--// p, Print them off and file them with your archive files
o. Delete them

02.How often should you check your e-mail each day?

_ a. Twice, when you know it will be quiet
" b. Five times, to make sure you don't keep anyone waiting long
c. Leave your e-mail constantly open so you can respond immediately
03,A good office organizes files into Working Reference, and Archive categories.
Which category of files should store research for future proiects and past proiects
associated with the same client?
a. Working
- b. .Reference
c, Archive
04.Procrastination can be a serious burden on your personal and professional
life. What does the idea of eating frogs have to do with procrastination?
a. We just need to stop woruying so much, and eat
b. Thinking about frogs will help us organize tasks
c. If the worst thing you have to do during the day is eat a big old frog
everything after that is easy
-
05.True or False: Routines are something that should be done only in the
workplace

06.True gr False: You can save up to an hour each day iust by getting organized.

07.Truq or False: Doing quick and easy tasks right away is one way to manage
tirfi656iter.

08.Which of the following is not a level of delegation?

a. Sell
b. Consult
c. Order /7
d. Participgte
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09. We should set goals for ourselves that have SPIRIT. What does the S stand for?
a. Secret - we may not want others to know
b. lggg!fib being too general will mean we may never get them done
c. Sustainable - can you actually meet your goal?
d. None ofthe above
10.True or False: We spend far fewer hours regretting the things we have done
that we do regretting the things we haven't done.
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QTJICK REFRENCE
lrlf you have a desk or other surface that is
r cluttered, set aside five minutes at the end of
each hour to clear off one small part of it. At
,,the end of your five minute session, set a timer
1'for fifty-five minutes so you'll remember the
i next five minute period.
,,,
iWhat can you get done in only five minutes?
iTry it - you'll be surprised. At the end of two
lweeks you'll see a vast improvement.
:: Balance
:i Do you spend a lot of time looking for things?
rr Productivity research tells us that the average
person spends about 1,0% of the day looking for
,,
ii.things. lf that were so, you could gain 5 weeks a
year just by getting your retrieval methods
,,
under control !
riSometimes you just need to handle the little
things that reduce concentration and cause
,
1anxiety, like the clutter on your desk and the
,: incomplete jobs.
1 lf we could accept the fact that each day is not
:tgoingto be perfectly balanced, we'd probably
j be a lot more content with our work.
\
11
Organize Your Time
ll lf you are receiving tasks and assignments by e- i Am I going to need to refer to this later?
,r mail, or your boss delegates assignments to
lyou, make sure you organize these incoming
; itemsimmediately. lf something will take more
:than 30 minutes to complete, schedule it in
{your calendar and prioritize the items there.
;;.
; Let I ntngs Go
Time Management - Get Organized for Peak Performance if
When you arrive at work or return home, take a moment
to put your coat and keys where they belong. Put papers
where you can put your hand on them quickly.
,: / Use your workspace and personal space to their
ll greatest advantage. There is no need to do a big clean up
once a year if you can take a half hour once a week to
file, sort, and keep things organized.
t,,:,^/
It is important to identify and operate within two time
horizons: short and long term.
',,', / An up-to-date master calendar can be your most helpful
planning tool. lf you prefer an electronic version, make
sure that it is backed up properly so that you don't lose
your data.
When things begin to get hectic, a "Things to do Today"
list helps focus attention on the highest priority items.
Action planning worksheets, milestone charts, and pERT
diagrams (the types of diagrams used in project
management) are excellent planning aids when properly
used.
Planning contact with colleagues and staff will help
minimize disruptions. Keep a file for each person you
meet with on a regular basis, with items to be discussed
highlighted for easy reference.
The most effective approaches to planning are those
tailored to meet individual needs..
Experts say nothing should be attempted without prior
planning, although applying flexibility is also important.
YES: File it
NO: Recycle it
_
Do I have a digital copy that will suffice?
. YfS: Recycle it
iruo: rite it
):
i!.
 irgtsJlr';r$ crger ifu:r Time Management Get Organized for Peak Performance
SAUDI OGER LTD.
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{ says if you have not used an item of clothing or
- that I can refer to?
i kitchen gadget for a year, get rid of it. We need ]YES: Recycle it
ito apply the same thing to work: when you no NO: File it
i longer need things, get rid of them.
Do I need to keep this for legal reasons?
.
; lf you are going through a stack of paper or YES: File it
t:

, items, start out with three piles, and act on NO: Recycle it
3
c them quickly. Sort them into piles to: shred,

store, or dump in the garbage. Does it fit in my filing system?

YES: File it
Delegate NO: Recycle it
Don't waste your time doing things that
somebody else can do, especially if they can do lf I file it, will I be able to find it? l!
't
them better than you. Save your time for those YES: File it
things which you are uniquely qualified to do. ln NO: Recycle it
addition to easing up your workload, delegation i

"
$ helps your staff to learn new things.
]
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ln The Creative Edge, author William C. .:Check your email twice a day.
,,Miller defines five levels of delegation: Try first thing in the morning and again after lunch, or find two
,,,/ Tell: "Based on my decision, here's periods that work for you. This will stop your e-mail from
l, what I want you to do." interrupting you over and over again, and allow you to get more
;./ Sell: "Based on my decision, here's done. You can set most e-mail programs up to check for new
j what I want you to do, because..." messages on your schedule and turn the notifications off
,,{ Consult: "Before I make a decision, I altogether so that you get to your mail when it makes sense for
, want your input." you to do so. For those of you who are addicted to your e-mail,
,/ Participate: "We need to make a this can be a hard switch to make.
:, decision together."
,; / Delegate: "You ma ke a decision." lf you have trained people so that they know you answer e-mails

r, There was an important .rnr job be .r^^^

to h^
inh +^ done 3week
,, .
- - . see
and then - - just how much more relaxed your work pace
:: becomes, and how much
more you can accomplish.
: and Everybody was asked to do it.
iEverybody was sure that Somebody would -

.; do i+ Anrrh^,rr, -^,,In h^.,^ ,.1^^^ i+ !.,,+ Deal with each message right away.
^n it. Anybody could have done it, but Try to read an e-mailrqrr vrrrv one time,
only vrrs Lrrrrs' qrru
and usLrus wIrdL you
decide what yuu want
wdrrL to
NObOdy did it. SOmgbOdygOt mad about it ,: '.'v '::"."" Lu

because it was Everybody's job. tr..^-..^-^

r\^-^,,-^i+.^,^^E..^-..L^r..,-:^L Everyone
.:dowithitasyoureadit.Ourruleofthumbisthatifittakesthree
minutes or less, reply immediately. Any longer than that means
that Anybody could do it,
' ,'F.,o,.,L^..t., ,^,^,
':;thought
- and
iiiiiiiiervv

iNobody realized that Everybody wouldn't rtrtn,-,, l"-' you

:that
that
'
"--- to
-" need ': set
' it up as a task or iin your calendar or delegate
rf,^:t,!-.^j-r...^rl^t
ldo it. lt ended up that Everybody blamed
; " iittosomeoneelse.Donotleavee-mailsooentoanswerwhen
ilt
,,
'' ils open to answer when
"you get a chance. wh:n we do this, we tend to have multiple
:somebody when actually Nobody blamed
rt messages open, and then we have to re-read allthose open e-
Anybody.
-.+; '" ;'
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Deal with it the right way.

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Consider whether e-mail is the best way to deal with something,

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t
I,i t,
f t>e$lll by llstlllt
Begin rJy projects oOWn
listing projecIS down One
one side. ul whether
5lQe. ittior wrleLllel drlu[]leI
another method
rlletnOO l5
is mOfe efficient. t-mallS
more eTTlClenI. E-mrails tnat go tO
that gO to
i2) Across the top of the sheet, mark off :,large groups of people, have multiple strings of replies, or include
i the next four months and make a ; a lot of information are often best dealt with in a meeting or a

i column for each week. conference call.

! 3) For each project, put an X at its
: promised date of delivery.
,4) Enter the hours per week that .".. you
r:"
:.--^ li Working Files
think each project will require of your t -u^-^;^^r,,r^
iThese include your current projects, routine functions, and quick
-" '-'
r, time.
for-your routine
,-... t- references. These are the files where you have 8O% of your work.
st Add,an additional.t row "
i : tr.r*" ri"rto ne witnin arm's reach. Make certain they are in file
I workload (answering the telephone, :
 nrjruJl i-s9l rra"- -. d,l;- Time Management Get Organized for Peak Performance
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answering questions, going to folders, labeled in large letters, and then
unplanned meetings, etc.). Typically 10 folders that are also labeled.
;il;;;;;;;;,i;
{ hours per week is sufficient.
igl Across the bottom, total up your Reference Files
:
: workload in hours per week. These are files you must refer to frequently as you work on
i
current projects. This is where the bulk of your files will be
located. Since you use these files regularly, they need to be kept
lll

handy, but not necessarily within arm's length. Arrange all

'/ Specific ./ Review information in such a way that you can pull information out of the {
l,

,/ Prizes ./ lnspiring file easily.

lndividual Time-Bound
Files
i:

Archive
Example ))

I will convert the spare bedroom into a
home office. I will have the space ready for
setup in three months (November 1,
2019). When I achieve this, I will re-paint
the space, put up some artwork to
I motivate myself, and check in with my goal
,jof having the office complete six months
from today (January 1,,20201.
These are the files nobody looks at. You keep them because the
law says you must, because you are afraid you'll need them if
they are thrown out, or because nobody wants to take the time
to do anything about them. They should be kept in a designated
location far from your work area.
,
Disaster Files
:
l Thisisonefilethatcontainsallvitalinformation,including
.iidentification and financial references, in case you have to vacate ]
the office unexpectedly. You can also have a file like this at home
t so you have things organized in the event of a disaster.