1. TRAINER : NATHAN RONEN, MBA . For ACMS – ALBANIA Time managementone day workshop.

2. LETS GET ACQUAITNANT ֱ Nathan Ronen- GENESIS -ACMS . 2

3. Please close your cell- phones in class .thank you ! 3 Nathan Ronen- GENESIS -ACMS .

5. Recognize signs of chronic disorganization.

6. Identify the most common time wasters & interruptions of working time and ways to eliminate them.

7. /…4 Nathan Ronen- GENESIS -ACMS .

9. Apply practical techniques, concepts, and strategies developed through this program.5 Nathan Ronen- GENESIS -ACMS .

10. Method of training: Ishall propose to you models and techniques. You will be asked to get involved, bring your thoughts and ideas . Togetherwe will have an exciting learning experience based on class discussions; colleagues inter learning presentations, tutorial films and questionnaires 6 Nathan Ronen- GENESIS -ACMS .

12. unfinished work

13. piles of paperwork

14. missed opportunities.

15. Feelings of guilt and

16. incompetence.

17. Stress and panic-deadlines! 18 November 2010 S R RAGHUNATH, VICE PRINCIPAL, RTC, CHENNAI & MADURAI 7 Nathan Ronen- GENESIS -ACMS .

18. What is the meaning of TIME ? TIME MYTH - time is money, cycle of life, good/bad times, death denial, TIME IN DIFFERENT CULTURES.(manayana) PERSONAL TIME CONCEPTIONS what type are you? Early riser? Slow eater? adrenalin addict? LIFE PRIORITIES?- urgent or important? PLANNING OR REACTING? TIME WAISTERS 8 Nathan Ronen- GENESIS -ACMS .

20. Youmanage:

21. Yourself,

22. others

23. and work.Nathan Ronen- GENESIS -ACMS .

24. A Challenge : Now, Please tell us Your definition of 10 T I M E M A N A G E M E N T Nathan Ronen- GENESIS -ACMS .

25. WHY TIME MANAGEMENT? We all have the same amount of time. Some people are managing their time better than others: Disorganized people are wasting valuable time simply dealing with their day to day workload. over organized people spend too much time constructing over elaborated and rigid plans that never work. 11 Nathan Ronen- GENESIS -ACMS .

26. WHY TIME MANAGEMENT? (2) Time management means that you are in control ! You avoid panic ,stress, you do not miss deadlines. You do not have the feeling that your work is piling up endlessly 12 Nathan Ronen- GENESIS -ACMS .

27. WHY TIME MANAGEMENT? To utilise the available time in optimum manner to achieve one’s personal and professional goals. 13 Nathan Ronen- GENESIS -ACMS .

28. Another Definition: The predictable control an individual can exercise over a series of events with minimum stress . 14 Nathan Ronen- GENESIS -ACMS .

29. The Execution Gap The gap between what we have planned for today vs. -a –vs. our results brings pressure and stress. Especially if you have a deadline. Although we have been very busy all day, if we do not accomplish what we aimed for we feel guilty , tired and not EFFECTIVE. 15 Nathan Ronen- GENESIS -ACMS .

30. PLEASE FILL IN TIME MANAGEMENT QUESTIONNAIRE 16 Self assessment 10 questions TIME MANAGEMENT QUESTIONNAIRE Nathan Ronen- GENESIS -ACMS .

31. 10 דקות למילוי השאלון 17 Nathan Ronen- GENESIS -ACMS .

32. RESULTS? Nathan Ronen- GENESIS -ACMS . 18

33. 19 HOW DOES A MAN SPEND HIS YEARS… 19 LIFE SPAN OF HUMAN BEINGS…. If the lifespan of a person is 80 years, he spends his time as under: In sleep 25 years In studies / education 12--15 years In taking rest / illness 6 years In holidaying & recreation 7 years In commuting 3 years In eating/SEX/ friends/family 3 years Getting ready to do the above 3 years ------------------ Total period spent 62 years ======= This means that the remaining 18 years only are spend in useful work... Nathan Ronen- GENESIS -ACMS .

34. TIME IS MONEY? You can make money but you can’t make time. An inch of gold cannot buy an inch of time. (Chinese proverb). 20 Nathan Ronen- GENESIS -ACMS .

35. 77 TIME IS MONEY…. YESTERDAY IS A STALE CHEQUE TOMORROW IS A POST-DATED CHEQUE TODAY IS PURE “24 HOUR” CURRENCY PLAN & UTILISE / SPEND IT WITH WISDOM. 18 November 2010 Nathan Ronen- GENESIS -ACMS .

36. “IF YOU DO THINGS IN A HASTE, YOU WILL MOST PROBABLY HAVE ENOUGH TIME TO DO THEM AGAIN... “ 22 Nathan Ronen- GENESIS -ACMS .

37. MAKE TIME FOR EVERYTHING Take time to work, it is the price of success Take time to think, it is the source of power Take time to play, it is the source of youth Take time to read , it is the source of wisdom. 23 Nathan Ronen- GENESIS -ACMS .

38. Take time to love, it is the privilege of mankind Take time to serve, it is the purpose of life Take time to laugh, it is the music of the soul ( psalms) 24 Nathan Ronen- GENESIS -ACMS .

39. EFFICIENCY vs. EFFECTIVENESS Often worst performers are those who seem to be working hardest and longest hours . They are always very busy but not necessarily effective… 25 Nathan Ronen- GENESIS -ACMS .

40. EFFICIENCY vs. EFFECTIVENESS A group of workers and their managers are set a task of clearing a road through a dense jungle on a remote island to get to the coast in order to build a port. Managers organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The managers continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and activity, one person climbs up a nearby tree. This person surveys the scene from the top of the tree and .................... 26 Nathan Ronen- GENESIS -ACMS .

41. EFFICIENCY vs. EFFECTIVENESS And shouts down to the assembled group below… “ Hey , Wrong Way !” (Story adapted from Stephen Covey (2004) “The Seven Habits of Highly Effective People”). “Management is doing things right, leadership is doing the right things” (Warren Bennie and Peter Drucker) 27 Nathan Ronen- GENESIS -ACMS .

42. Parkinson’s Law : Work expands to fill ALL the time available for it. Beware ! 28 Nathan Ronen- GENESIS -ACMS .

43. COFFEE BREAK 15 MINUTES . Nathan Ronen- GENESIS -ACMS . 29

45. His audience consisted of 15 of the most senior CEO’S of US firms.30 Nathan Ronen- GENESIS -ACMS .

47. Standing in front of this group of elite executives , all anxious to hear his lecture , the professor looked around the room and quietly said : “we are going to do an experiment “ 32 Nathan Ronen- GENESIS -ACMS .

48. He put on the table in front of him, a medium sized empty glass aquarium Then , he put in the aquarium a dozen of granite rocks , each a bit bigger than the size of a tennis ball. His admiring audience glanced at him quietly. 33 Nathan Ronen- GENESIS -ACMS .

49. When the glass container was filled with the rocks up to its top ,the distinguished professor looked at his audience and asked; “ IS THE CONTAINER FULL? “ All as one, agreed: “Yes ! Sure ! “ 34 Nathan Ronen- GENESIS -ACMS .

50. The professor had this little cynical mysterious smile as he bent down under the table and raised holding in his hands a big bag full of rubble stones. He poured the content of the bag into the container, shook it in order to allow the rubble to penetrate between the bigger stones. When the rubble reached the top, he stopped. 35 Nathan Ronen- GENESIS -ACMS .

51. Now, the professor looked at his audience and asked again: “IS THE CONTAINER FULL? “ A confused whisper was the reaction and someone the said; “ I think no !? “ 36 Nathan Ronen- GENESIS -ACMS .

52. “That’s correct “ said the professor. again he bent down under the table and raised holding in his hand another big brown bag filled with white sea sand. he poured the sand into the container , while shaking it well , the sand immediately filled all space between the rocks and the rubble till the top, 37 Nathan Ronen- GENESIS -ACMS .

53. Here again the professor looked at his distinguished audience and asked : “IS THE CONTAINER FULL? “ This time the reaction was anonymous: “We think - no !“ 38 Nathan Ronen- GENESIS -ACMS .

54. “That’s correct “ said the professor smiling. . again he bent down under the table and raised holding in his hand a big jar filled with plain water. he slowly poured the water into the container , while shaking it well , the water was absorbed by the sand and immediately filled all space between the sand , the rocks and the rubble till the top. 39 Nathan Ronen- GENESIS -ACMS .

55. The old professor looked at his students and asked: “what truth can we learn from this experiment ? “ One of his bright students immediately responded: “In Time Management , even if you think you are over loaded with tasks, with some effort you can always squeeze in some more to do ! “ Nathan Ronen- GENESIS -ACMS . 40

56. ‘No, NO ! ! !’ Said the professor with impatience, “the big truth is quite simple, if you do not put in the big rocks first, you can never add them later on“ 41 Nathan Ronen- GENESIS -ACMS .

57. A deep silence prevailed the room. All the executives tried to grasp the deep implication and significance of the professor’s sentence. 42 Nathan Ronen- GENESIS -ACMS .

58. The professor stared at each of them quietly, and asked : “ what are the big rocks of your life” : Is it your health? Is it your fortune? Is it your career? Is it your family? Is it your vision and dreams? Vacation? big house? Sports car? Friends? 43 Nathan Ronen- GENESIS -ACMS .

59. Big Rocks = most important The simple truth is that when we plan our life, either at work or elsewhere , unless we pay attention to handle the big rocks first, we might miss the control of things the most important in life. as if you put the small things first (the rubble or the sand) all of your time will be filled with them and you will not have the time to handle the real important issues 44 Nathan Ronen- GENESIS -ACMS .

60. “Imagine”, said the professor , “you are alone in the woods and you have only an axe to cut your way out. A smart man would dedicate his time to sharpen his axe first before he starts cutting. A stupid one will say he does not have the time to deal with the axe as there is too much work to do………….” Nathan Ronen- GENESIS -ACMS . 45

61. “ Therefore, as managers you must plan ahead and ask yourself: What are the big rocks at my work? Why am I here ? What is the purpose of my Job? When you find the answer to these questions, put them in first ! “ 46 Nathan Ronen- GENESIS -ACMS .

62. The paradox of Multi task people Because we do not know what’s important, all looks important. As a result , we do all ! People see that we do all and expect us to do all. Because we do all, we are too busy to think what is really important. 47 Nathan Ronen- GENESIS -ACMS .

63. The old professor looked with compassion at his astonished students. Gave them a big smile and said: “set priorities ! do not waste your time on trivial matters…” He waved to them and left the room. 48 Nathan Ronen- GENESIS -ACMS .

64. LUNCH BREAK BON APPETITE

65. EISENHOWER MATRIX OF ׂ TASK CLASSIFICATION 50 Nathan Ronen- GENESIS -ACMS . 1 2 IMPORTANT 4 3 NOT MPORTANT

66. Time Management Matrix I II IV III 18 November 2010 51 athan Ronen- GENESIS -ACMS .

67. WHAT IS THE MOST IMPORTANT FACTOR ? 52 Nathan Ronen- GENESIS -ACMS . 1 2 IMPORTANT 4 3 NOT MPORTANT

68. “THIS IS GOOD IN THEORY”? SO WHY ARE MOST OF US DEALING WITH URGENT AND NOT IMPORTANT? Nathan Ronen- GENESIS -ACMS . 53

69. LETS VIEW A SHORT TUTORIAL VIDEO We are going to view now a short Video ( 26 minutes) called “the unorganized manager”. Please make notes while watching the film in the following points: Does he set any priorities? Does he delegate power? Does he organize himself and others? Nathan Ronen- GENESIS -ACMS . 54

70. Let us divide into working small groups Nathan Ronen- GENESIS -ACMS . I shall give you now the “MAP & ASSESS”form especially designed for this meeting. Please fill it in individually and than work in a group analyzing the video “the unorganized manager” What are your team recommendations for this manager? Write it down on big paper. 55

71. COFFE BREAK Nathan Ronen- GENESIS -ACMS . 56

72. Conclusion; Nathan Ronen- GENESIS -ACMS . 57

73. Time management in 5 simple phases : 1.Set priorities. 2.Set Goals = active or reactive. 3.Plan your Goals and moves. 4.Allocate realistic time table. 5.Learn to use time management techniques. 5. Nathan Ronen- GENESIS -ACMS . 58

74. 1. SET PRIORITIES IN LIFE How do I know what are my big rocks? Divide them to professional and personal priorities. Set your self a vision- where do you want to be in 5 years from now? Start working today towards this future עשה לעצמך רשימה של דברים שהיית רוצה להשיג באמת אם הרופא שלך היה אומר לך שנותרה לך רק שנה אחת לחיות. . 59 Nathan Ronen- GENESIS -ACMS .

75. 2. set goals to each priority Personal priorities; Problem : I do not see my wife and family Solution: set a meeting in your diary and stick to it, do not eat in front of TV. Work priorities; Problem: I am over loaded with work and I hesitate to tell my boss that I can not meet the deadline. Solution: I sit with my boss and ask him to prioritize my tasks or assist me with resources . 60 Nathan Ronen- GENESIS -ACMS .

76. 3. Planning Good planning is bringing the future into the present so you can do something about it now! 61 Nathan Ronen- GENESIS -ACMS .

77. MANAGERS TIME; planning Planning is key managerial function but research shows that less than 5% of management time goes on planning. Pareto Principle : 20% of your time will produce 80% of your productive output. Can you afford not to manage at-least that 20% ? 62 Nathan Ronen- GENESIS -ACMS .

78. PLANNING (2) Mapping and assessing possible obstacles and time wasters Realizing that bad planning has a price; constant frustration, fire extinguishing, waste of resources, and fear to take the blame. 63 Nathan Ronen- GENESIS -ACMS .

79. PLANNING (3) ASK YOURSELF ; Why- is this activity necessary? What- what purpose does it serve? When -is the best time to do it?? Who – can do it best? Delegate. Where- office, meeting room? Coffee shop? How -what is the best way to do it ? 64 Nathan Ronen- GENESIS -ACMS .

80. 4. Making time Imagine: how do you envisage the solution to fulfilling the task? Think of the steps needed to prepare a birthday cake. Break the process to sub stages, allocate realistic time table. efficiency and effectivenessorientation Use project management tools: MBO /GANTT/ PERTH ? /… 65 Nathan Ronen- GENESIS -ACMS .

81. Example of a product oriented work breakdown structure of an aircraft system. Nathan Ronen- GENESIS -ACMS . 66

82. 67 Nathan Ronen- GENESIS -ACMS .

83. 5. DO LIST - techniques of Time Management Do not rely on slips of paper, use outlook, electronic organizer, diary. write reminders to yourself in accordance to deadlines. Do not procrastinate ! Delegate motivate and train your staff independent staff leave you more time to manage. Always leave open time in your schedule, you need some time for yourself. 68 Nathan Ronen- GENESIS -ACMS .

84. COMMON TIME MANAGEMENT PROBLEMS Nathan Ronen- GENESIS -ACMS . 69

85. PROCRASTINATION: Procrastination : Putting off the doing of something intentionally and habitually. If you suspect yourself; ask yourself – why am I putting this off?. If there is no reason. Do it. Do not confuse reason with excuse. PROCRASTINATION is world’s number one time waster. Banish it from your life. There is no time like present to do any work. 70 Nathan Ronen- GENESIS -ACMS .

86. POOR DELEGATION Do not spend time on a work that can be done ,to a satisfactory level, by your subordinate. Delegation saves your time and develops subordinates. Delegation improves results by making fuller use of resources Delegation implies transferring initiative and authority to another 71 Nathan Ronen- GENESIS -ACMS .

87. DELEGATION OF POWER Delegation is a great motivator. It enriches jobs, improves performance & raises morale of staff. Nathan Ronen- GENESIS -ACMS . 72

88. THE ART OF DELEGATION Delegation begins with a deep sense of the value and limits of your time. Managers often complain that they are running out of time when their subordinates are running out of work. Delegation is not abdication. Some degree of control needs to be maintained. 73 Nathan Ronen- GENESIS -ACMS .

89. DIFFICULTIES IN .DELEGATION It’s risky. We enjoy doing things. We don’t sit & think. It’s a slow process. Like to be “top of everything”. Will subordinate outstrip us? Nobody can do it as PERFRCT as I can 74 Nathan Ronen- GENESIS -ACMS .

90. OFFICE MIS-MANAGEMENT Develop an efficient system of office working. Muddle makes work and wastes time. Strive for good order in your office. Utilise all resources fully. Handle telephone properly. Don’t let it become a nuisance. 75 Nathan Ronen- GENESIS -ACMS .

91. TIME EFFECTIVENESS IN OFFICES Your desk should be clear of all paper except the specific job on hand. It invites you to think about one thing at a time. Concentration is a great time saver. Paper work : Recommended principle is “to handle each piece of paper only once.” Sort papers under : FOR ACTION / FOR INFORMATION / FOR READING / FOR WASTE PAPER 76 Nathan Ronen- GENESIS -ACMS .

92. MAKE THE TELEPHONE WORK FOR YOU Telephone is a great time-saving tool in right hands. Plan your calls. Set aside a period of time for making and if possible, receiving calls Timing for each call. 77 Nathan Ronen- GENESIS -ACMS .

93. CONTROL INTERRUPTIONS Set a time limit and stick to it. Set the stage in advance : You are very busy with a deadline in light. With casual droppers-in, remain standing. Meet in other person’s office. Get visitors to the point. Be ruthless with time but gracious with people. Use a call-back system for telephone calls. 78 Nathan Ronen- GENESIS -ACMS .

94. MEETINGS Meetings are potential time wasters. Meetings are necessary evil; distractions from one’s regular work. Try to say ‘No’ to a meeting where you are not required. Agenda should be definite. Every one should receive the agenda and relevant papers well in advance. There should be a finishing time for meeting. Monitoring decisions to avoid loss of time. 79 Nathan Ronen- GENESIS -ACMS .

95. MEETINGS (2) Call only those who are involved Have a written agenda and circulate to all along with supporting papers Do not over-pack the agenda Agenda should not have ‘Any other item’ Start on time Stick to agenda Beware of ‘Hijackers’ 80 Nathan Ronen- GENESIS -ACMS .

96. Meetings (3) Come prepared (with facts and figures) Come on time Talk to the point . Do not try to divert the discussion Do not try to hijack the meeting 81 Nathan Ronen- GENESIS -ACMS .

97. BOSS-IMPOSED TIME Keeping bosses satisfied takes time, but dealing with dissatisfied bosses takes even more time. Failing to invest sufficient time to satisfy bosses always results in more & more boss-imposed time. With lesser time for others. 82 Nathan Ronen- GENESIS -ACMS .

98. ROLE OF SUBORDINATE Realise that Boss has a wider vision Devote time as per organisational objectives and your goals Go to your Boss only after doing your home work Manage the problems which can be tackled at your level. 83 Nathan Ronen- GENESIS -ACMS .

99. LOVE MAKES TIME PASSTIME MAKES LOVE PASS THANK YOU IT HAS BEEN MY PRIVELAGE TO BE WITH YOU ! Nathan Ronen , MBA

100. PLANNING THE DAY Prepare a list of priorities for the day based on urgency and importance. Get the timing right. Morning is the time for hard work. Interesting work, meetings and social events can take place in off-peak time. Have work-breaks to over come fatigue. 85 Nathan Ronen- GENESIS -ACMS .

101. ‘Monkey-on-the-back’ Why some managers are typically running out of time while their staff is running out of work. It can be explained by analogy. Monkey is ‘next move’ or problem or opportunity that comes to us. 86 Nathan Ronen- GENESIS -ACMS .

102. MONKEY-ON-THE-BACK Monkeys are task you gave to your staff and belongs to them. By allowing ‘Monkey’ from your subordinates on to your back you volunteered for two things: Accepted responsibility for the problem from him. Promised him a progress report. Now he will pressurize you to do what actually is his job. 87 Nathan Ronen- GENESIS -ACMS .

103. 10 commandments of time management Conclusion

104. TEN COMMANDMENTS OF TIME MANAGEMENT PLAN. WORK WITH TEAM SPIRIT. DON’T BE A PERFECTIONIST. DELEGATE. CONCENTRATE. TAKE BREAKS. DON’T BE A WORKAHOLIC AVOID CLUTTER. DON’T BE AFRAID TO SAY ‘NO’ DON’T PROCRASTINATE. 18 November 2010 89 Nathan Ronen- GENESIS -ACMS .

105. Why Is It Necessary? 90 What does “Time” (SELF) Management do for you, your job, your group and/or your organization? Nathan Ronen- GENESIS -ACMS .