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个人时间管理的下个阶段是开始控制你的时间。 第一个问题是约会。 开始于一本简单的约会日志。 在这本书你将会有(或应该至少有)可预见的将来所有你已知的约会的一个完整的目录。 如果你省去你原有的部分约会(从你可以记起的任何一个)现在增加它们。
Your appointments constitute your interaction with other people; they are the agreed interface between your activities and those of others; they are determined by external obligation. They often fill the diary. Now, be ruthless and eliminate the unnecessary. There may be committees where you cannot productively contribute or where a subordinate might be (better) able to participate. There may be long lunches which could be better run as short conference calls. There may be interviews which last three times as long as necessary because they are scheduled for a whole hour. Eliminate the wastage starting today.
你的约会构成你与其他人的相互作用; 它们是你的活动和与其他人协商的接口; 它们取决于外在责任。 它们经常填满你的日志。 现在,果断的消除这些不必要的。 也许有些委员在那令你不可能有贡献的机会或者在那有些要级别的人参与(更好)。 在那可能是一顿漫长的午餐可以利用电话会议让它更长或更短,那里也许有一个面试可能是最后的三次,只要有必要会尽可能的长,因为那是预定好的整整一个小时的计划。从今天开始消除浪费。
The next stage is to add to your diary lists of other, personal activities which will enhance your use of the available time. Consider: what is the most important type of activity to add to your diary? No: stop reading for a moment and really, consider.
下个阶段是增加你的其他日志名单,将提高可用时间在你的个人活动用途上。 考虑:什么是增加的最重要的活动类型在你的日志里? 不:短暂的中止读书然后和认真地,考虑。
The single most important type of activity is that which will save you time: allocate time to save time, a stitch in time saves days. And most importantly of all, always allocate time to time management: at least five minutes each and every day.
唯一最重要的活动类型是将节约你时间的那种:分配时刻去节省时间,每一秒的去节省时间。并且最重要的是,总是分配至少每天五分钟时间安排时间。
For each appointment left in the diary, consider what actions you might take to ensure that no time is wasted: plan to avoid work by being prepared. Thus, if you are going to a meeting where you will be asked to comment on some report, allocate time to read it so avoiding delays in the meeting and increasing your chances of making the right decision the first time. Consider what actions need to be done before AND what actions must be done to follow up. Even if the latter is unclear before the event, you must still allocate time to review the outcome and to plan the resulting action. Simply mark in your diary the block of time necessary to do this and, when the time comes, do it.
对于在每一天的约会,考虑你采取什么行动可以确保没有浪费时间:计划通过准备避免工作。以此方式,如果你打算去开会,在那你将会被要求就一些报告去发表一些看法,分配一些时间去阅读这些报告,如此避免拖延这个会议,并且会第一时间增加你做出正确决策的机会,考虑什么行为需要提前做,什么行动必须接着完成。 即使这件事在事件之前是不清楚的,你必须仍然分配时间回顾结果和计划会发生的行动。 简单的记录在你的日志里,必要时侯去做此事,当有时间时,去做它。
Scheduling Projects
行程安排计划:The most daunting external appointments are deadlines: often, the handover of deliverables. Do you leave the work too late? Is there commonly a final panic towards the end? Are the last few hectic hours often marred by errors? If so, use Personal Time Management.
很多让人畏惧的外在约会的最后期限: 通常,这种可以移交的工作, 你是否会拖延很久? 通常会带着恐慌到最后? 最后几个忙碌时间经常被错误毁坏? 如果是那样,使用个人时间管理。
The basic idea is that your management of personal deadlines should be achieved with exactly the same techniques you would use in a large project:
最基本想法是管理你的个人时间的最后期限应当准确的获得你将用在大项目上的同样的技巧:
Check the specification – are you sure that you agree on what is to be delivered?
检查这个明细单–你确定你同意怎样交付这项任务?
Break the task down into small sections so that you can estimate the time needed for each, and monitor progress
把这项任务分成小段,以便你能估计每段需要的时间,然后监测进展。
Schedule reviews of your progress (e.g., after each sub-task) so that you can respond quickly to difficulties
回顾你的项目时刻表(例如,之后的每项子任务),如此你能够向困难做出反应。
Like most management ideas, this is common sense. Some people, however, refute it because in practice they find that it merely shows the lack of time for a project which must be done anyway. This is simply daft! If simple project planning and time management show that the task cannot be done, then it will not be done – but by knowing at the start, you have a chance to do something about it.
像这些管理观念,这是常识。 很多的人,仍然,拒绝这些,因为在实践中他们发现这只不过是在规划中缺乏时间的一种表现,这是无论如何都要做的。 这就是愚蠢的! 如果简单的项目计划和时间安排表示,任务不可能完成,那么它就不做,但是在开始是无从知道的,你有机会对此做一些事情。
An impossible deadline affects not only your success but also that of others. Suppose a product is scheduled for release too soon because you agree to deliver too early. Marketing and Sales will prepare customers to expect the product showing why they really need it – but it will not arrive. The customers will be dissatisfied or even lost, the competition will have advanced warning, and all because you agreed to do the impossible.
一个不可能的期限影响的不仅你的成功,而是很多其他方面的事情。 假设一个产品是要按规定的时间很快发售的,因为你交付的太早。营销和销售将准备顾客期望的表现客户为什么需要他,如此将达不到效果。 客户将感到不满甚至客户将会流失,这些竞赛将会出现很多后续的紧急事件,所有的都是因为你无法做到之前你同意的事件而造成的。
You can avoid this type of problem. By practicing time management, you will always have a clear understanding of how you spend your time and what time is unallocated. If a new task is thrust upon you, you can estimate whether it is practical. The project planning tells you how much time is needed and the time management tells you how much time is available.
你可以避免这样问题。 通过不断练习时间管理,你将会有一个清晰的认识如何去花你的时间和什么时间是未经过分配的。 如果一个新的任务是强加于你的,您就能估计它是否可行。这个项目的计划将告诉你需要多少时间,时间上的管理告诉你多少时间是可利用的。
这里有四种方式告诉你去处理在最后期限办不到的事情:
There are four ways to deal with impossible deadlines:
Get the deadline extended
Scream for more resources
Get the deliverable redefined to something practical
State the position clearly so that your boss (and his/her boss) have fair warning
把期限延长
争取更多的资源
对一些事情在实践中的交付重新定位
清楚职位的职责,以便你的上司(和他/她的上司)有公平的处罚。
If this simple approach seems unrealistic, consider the alternative. If you have an imposed, but unobtainable, deadline and you accept it; then the outcome is your assured failure. Of course, there is a fifth option: move to a company with realistic schedules.
如果这种简单的方法似乎不切实际,考虑其他的选择。 如果你有一种负担,但无法完成,最后期限,你接受了它; 然后结果是你确定无疑会失败。 当然,有第五个选择:用现实可行的日程表去推动这家公司。
One defense tactic is to present your superior with a current list of your obligations indicating what impact the new task will have on these, and ask him/her to assign the priorities: "I can't do them all, which should I slip?" Another tactic is to keep a database of your time estimates and the actual time taken by each task. This will quickly develop into a source of valuable data and increase the accuracy of your planning predictions.
一种谋划抵御的策略是显示自己优越性的同时,也在现实中产生了你的义务,对新的任务将有什么影响,并且要求他或她分配重点: “我不可能做所有的事情,那样我会失败?” 另一种战术是保留基础数据关于你预计的时间和每项任务需要的实际时间。这将迅速形成可贵的数据来源并且增加你的计划预策的准确性。
There is no reason why you should respond only to externally imposed deadlines. The slightly shoddy product which you hand over after the last-minute rush (and normally have returned for correction the following week) could easily have been polished if only an extra day had been available – so move your personal deadline forward and allow yourself the luxury of leisured review before the product is shipped.
为什么你要对外部强加的最后期限负责这是没有理由的。你移交的有一点劣等产品,在最后一刻的仓促之下(通常接着下来的星期就是更正被返回的)但愿有一些额外的时间可以很好的利用起来,那么就很容易把产品做的更完美一些,因为提前你的个人最后期限并且给自己有空检查,在产品运输之前。
Taking this a step further, the same sort of review might be applied to the product at each stage of its development so that errors and rework time are reduced. Thus, by allocating time to quality review, you save time in rework; and this is all part of project planning supported and monitored by your time management.
进一步采取这步骤,同一类检查也许被运用于产品发展的每个阶段,以便减少错误和再重做的时间。 因此,通过分配对质量检查的时间,你可节省重做的时间; 并且这是你的时间管理所支持和监测的项目计划的所有部分。
Finally, for each activity you should estimate how much time it is worth and allocate only that amount. This critical appraisal may even suggest a different approach or method so that the time matches the task's importance. Beware of perfection: it takes too long – allocate time for "fitness for purpose," and then stop.
最后,对每个活动你应该估计它值得花多少时间并且分配相应时间。 这个决定性估计甚至建议一种不同的方式或方法,以便时间与任务相匹配的重要性。 当心完美:它将花费太长的时间–分配时间对于“适当的目标”,然后停止。
Monitoring Staff
监测职员Your Personal Time Management also affects other people, particularly your subordinates. Planning projects means not only allocating your time but also distributing tasks; and this should be done in the same planned, monitored and reviewed manner as your own scheduling.
你的个人的时间安排也影响其他人,特别是你的下级。计划项目的方法不仅分配你的时间,而且是分配任务的手段; 并且也适用在同样的计划,监测和回顾的方式也可用在你的时刻表里。
Any delegated task should be specified with an (agreed) end date. As a Manager, you are responsible for ensuring that the tasks allocated to your subordinates are completed successfully. Thus you should ensure that each task is concluded with a deliverable (for instance, a memo to confirm completion) – you make an entry in your diary to check that this has arrived. Thus, if you agree the task for Tuesday, Wednesday should have an entry in your diary to check the deliverable. This simple device allows you to monitor progress and to initiate action as necessary.
所有被委派的任务应该指定(同意的)结束日期。作为管理者,你应该负责保证任务被分配到你的下级并且顺利地完成。 因而你应该保证每项任务按你的日志去检查和 (例如,证实完成的备忘录) 达到最后交付。 因此,如果你同意星期二的任务,星期三应该有你交付的检查日志。 这个简单策略允许你监测进展和如所需着手行动。
Long-Term Objectives
长期宗旨There are many long-term objectives which the good manager must achieve, particularly with regard to the development, support and motivation of his/her work team. Long-term objectives have the problem of being important but not urgent; they do not have deadlines; they are distant and remote. For this reason, it is all too easy to ignore them in favor of the urgent and immediate. Clearly a balance must be struck.
作为好的管理者必须达到,特别关于他/她的工作队的发展、支持和积极性等的许多长期宗旨。 长期宗旨的本质是很重要的,但不是迫切的; 它们没有最后期限; 它们是遥远和长期的。为此,它们全部是很容易的以至于忽略他们倾向于迫切和直接。 必须是平衡清楚。
The beauty of Time Management is that the balance can be decided objectively (without influence from immediate deadlines) and self-imposed through the use of the diary. Simply, a manager might decide that one hour a week should be devoted to personnel issues and would then allocate a regular block of time to that activity. Of course if the factory is on fire, or World War III is declared, the manager may have to re-allocate this time in a particular week – but barring such crises, this time should then become sacrosanct and always applied to the same, designated purpose.
完美的时间安排可以平衡客观决定(不会因为紧迫的最后期限受到影响)自愿接受去使用日志。 简单地,一个管理者也许应该决定每星期用一个小时去解决人员问题,然后分配一个规定的时间到那活动。 当然,如果工厂着火或者第三次世界大战,管理者也许必须再次分配这些时间,除了此类事件,这种时间应该变得极神圣和保持它总是如此,成为一个被指定的事情。
Similarly, time may be allocated to staff development and training. So if one afternoon a month is deemed to be a suitable allocation, then simply designate the second Thursday (say) of each month and delegate the choice of speakers. The actual time spent in managing this sort of long-term objective is small, but without that deliberate planning it will not be achieved.
同样,要分配时间去发展和培训员工。 因此,如果每个月一个下午被视为是适当的分配,然后完全选定每个月第二星期四(说)并选择委派演说的代表。在管理这类长期项目所花费的实际时间是很少的,但是没有慎重的计划它将不会达到理想效果。
Once you have implemented Personal Time Management, it is worth using some of that control to augment your own career. Some quiet weekend, you should sketch out your own long-term objectives and plan a route to them. As you would any long-term objective, allocate time to the necessary sub-tasks and monitor your progress. If you do not plan where you want to go, you are unlikely to get there.
一旦你实施了个人时间管理,它值得使用在控制那些提高你自己的事业。 不少安静的周末,你应该拟定你自己的长期目标和计划路线。 当你有了一些长期目标,分配时间到必要的子任务和监测你的进展。 如果你没有计划你想要去的地方,你是不太可能到那里。
Concluding Remarks
结束语Personal Time Management is a systematic application of common-sense strategies. It requires little effort, yet it promotes efficient work practices by highlighting wastage and it leads to effective use of time by focusing it on your chosen activities. Personal Time Management does not solve your problems; it reveals them, and provides a structure to implement and monitor solutions. It enables you to take control of your own time – how you use it is then up to you.
个人时间安排是具有常识战略的一种系统的应用。 它要求通过一些努力,它通过突出提升高效率的工作实践,并且引导有效的使用时间通过它集中在你所选的活动上。 个人时间管理不能解决你的问题; 它可显示这些问题,并且提供架构去执行和监督解决。 它使你去控制你自己的时间–你怎么使用它最后是由你决定的。
First published in a series of ten articles by The Institution of Electrical Engineers (IEE) UK, 1991-2.
首先出版在一系列的十篇文章上由电机工程师(IEE)英国的机关出版, 1991-2。
About Gerard M. BlairDr. G关于杰拉德.布莱尔先生
erard M. Blair was a senior lecturer in VLSI design at the Department of Electrical Engineering, University of Edinburgh. He is now a hardware design engineer with Hewlett-Packard in Fort Collins, Colorado. His book Starting to Manage: The Essential Skills is published by Chartwell-Bratt (UK) and the Institute of Electrical and Electronics Engineers (USA). For more information, visit his Web site
杰拉德.布莱尔博士是VLSI设计的一位资深讲师在电机工程的部门,爱丁堡大学。 他现在是惠普的一位硬件设计工程师在堡垒Collins,科罗拉多。 开始处理他的书: 根本技能由Chartwell-Bratt (英国)和电子工程师出版(美国)学院。 对于更多信息,参观他的网站