time management

Examples of time management in the following topics:

• Interpersonal Skills of Successful Managers

  • A manager must be both analytical and personable when it comes to managing time, resources, and personnel.
  • According to management theorist Robert Katz, management comprises three critical skill sets: technical, human, and conceptual.
  • Under this definition of management, leadership is actually a subcategory of management.
  • Human skills differentiate a manager from a leader.
  • These concepts of "manager" and "leader" can be distinguished within a team setting.

• The Role of Management in an Organization

  • Different levels of management will participate in different components of this design process, with upper management creating the initial organizational architecture and structure.
  • All levels of management perform these functions.
  • However, the amount of time a manager spends on each function depends on the level of management and the needs of the organization—factors which play a role in organizational design.
  • Middle-level managers include general managers, branch managers, and department managers, all of whom are accountable to the top-level management for the functions of their departments.
  • They devote more time to organizing and directing.

• Mintzberg's Management Roles

  • Mintzberg defined ten management roles within three categories: interpersonal, informational, and decisional.
  • Management is incorporated into every aspect of an organization and involves different roles and responsibilities.
  • Henry Mintzberg (1973), the Cleghorn Professor of Management Studies at McGill University, defined ten management roles within three categories: interpersonal, informational, and decisional.
  • At any given time, a manager may carry out some combination of these roles to varying degrees, from none of the time to 100 percent of the time.
  • Instead, astute hiring managers will hire people with one or two specific roles in mind, thereby creating a team of managers capable of handling the wide variety of challenges in the business world today.

• Operations-Management Tools

  • Operations management is a type of management that oversees, designs, and controls a company's production processes.
  • The overarching theme is simply to minimize time expenditures on behalf of employees and maximize output with the same amount of input.
  • Toyota (and the concept of kaizen) is a fantastic example of Lean manufacturing and what is called just-in-time (JIT) inventory management.
  • Toyota became famous in manufacturing for timing every specific element of the manufacturing process to ensure that minimal warehousing was required, delivering each new add-on component at precisely the time it would be needed and in exactly the location it would be installed.
  • Lean and Six Sigma are the two main tools for managers in operations management.

• Scientific Management: Taylor and the Gilbreths

  • Today, an example of scientific management would be determining the amount of time it takes workers to complete a specific task and determining ways to decrease this amount of time by eliminating any potential waste in the workers' process.
  • A significant part of Taylorism was time studies.
  • Taylor was concerned with reducing process time and worked with factory managers on scientific time studies.
  • At its most basic level, time studies involve breaking down each job into component parts, timing each element, and rearranging the parts into the most efficient method of working.
  • While Taylor was conducting his time studies, Frank and Lillian Gilbreth were completing their own work in motion studies to further scientific management.

• Middle-Level Management

  • Middle management is the intermediate management level accountable to top management and responsible for leading lower level managers.
  • Most organizations have three management levels: first-level, middle-level, and top-level managers.
  • Middle-level managers can include general managers, branch managers, and department managers.
  • They are accountable to the top-level management for their department's function, and they devote more time to organizational and directional functions than upper management.
  • Because middle managers work with both top-level managers and first-level managers, middle managers tend to have excellent interpersonal skills relating to communication, motivation, and mentoring.

• Working with Management

  • Nonprofit management has the additional task of keeping the faith of donors.
  • In most models of management and governance, shareholders vote for the board of directors, and the board then hires senior management.
  • Senior management is generally a team of individuals at the highest level of organizational management who have the day-to-day responsibility of managing a company.
  • However, every manager is different and priorities may vary based on the project.
  • It is important for employees to build a relationship with their managers over time.

• Self-Managing Teams

  • Self-managing teams are distinct from self-directed teams.
  • Because they eliminate a level of management, the use of self-managing teams can better allocate resources and even lower costs.
  • There are also potential drawbacks to self-managing teams.
  • Self-management adds a layer of responsibility that can be time-consuming and require skills that some team members may not have.
  • This diagram illustrates the idea that virtual, management, and work teams can be empowered by being allowed to self-manage and monitor the quality of their own output.

• Managing Organizational Diversity

  • Managing diversity and inclusion in organizations is a critical management responsibility in the modern, global workplace.
  • Management may encounter significant challenges in incorporating diverse perspectives in group settings, but managing this diversity in the workplace is essential to success.
  • Following this process, upper management must also align resource allocation with diversity—committing time, efforts, capital, and staff to promoting it.
  • When failures in diversity management occur, managers must be accountable in taking corrective action.
  • Upper management and departmental managers are not the only individuals involved in diversity management, however.

• Administrative Management: Fayol's Principles

  • Fayol was a classical management theorist, widely regarded as the father of modern operational-management theory.
  • Taylor was concerned with task time and improving worker efficiency, while Fayol was concerned with management and the human and behavioral factors in management.
  • Fayol developed 14 principles of management in order to help managers conduct their affairs more effectively.
  • Fayol is also famous for his five elements of management, which outline the key responsibilities of good managers:
  • Outline Fayol's effect on administrative management through the recognition of his 14 management principles