Nowadays, a common feature of any (even a well-functioning business) is an acute shortage of time. This is especially evident at the stage of its formation. Even if you have decided, due to lack of time, the business may not bring the desired money. That is why time management is of great importance, in other words, managing your time.
In this article, we will present you with a number of tricks with which you can take control of every second of time, draw up the right work plan, and sort out the tasks that have arisen without wasting a single minute.
We hope you understand that time is money, the more time you lose, the less you earn.
Exists great amount ways rational use time. It was they who became the basis of the principles of effective action in the organization of their work. Let's look at them in detail.
1.
Careful choice of targets. If you are starting a business, you need to be as specific as possible about what exactly you need to achieve. Most people do not know what they are moving towards, what they need, so they turn off the road at the very beginning. They react to all sorts of distracting signals, so they go astray. You need to decide for what purpose you are starting a business.
2.
Designation of priorities. It is also very important to make a to-do list according to their urgency and importance. If you do not have such a list, you will try to do everything at once. Naturally, this won't work.
3.
Stimulation. If a person is interested in something, he likes it, then he does it with pleasure. Turn the word “need” into “want”, then the efficiency of the activity will increase significantly.
4.
Definition of terms. Main reception- Set yourself the responsibility of setting deadlines for completing tasks. If you do not have time to complete a task within a certain time, the next one will have to be completed faster.
5.
Decisiveness of action. In 51% of cases, doing the right thing is success. That is why, having decided to do something, you need to act quickly and not doubt the correctness of your choice. Indecisive people achieve little in life.
6.
Know how to say "no". Learn to say this word, it will help you not to be distracted by all sorts of trifles.
7.
Do not waste time on meaningless conversations and visiting the network. Remember that although telecommunications are informatively useful, they often serve as a source of temptation. You need to focus on the specific purpose for which you started using them.
8.
Be able to listen. Don't miss important information. You must always be aware of all events and know what is happening and where.
9.
Get rid of all kinds of templates. Don't think that if the same method is always used in a certain job, then it is the best one. Maybe they just didn't come up with a better option. It is possible that the use of other technologies will allow you to optimize your work.
10.
Little things deserve attention. Very often annoying little things knock them out of the rut. Always be attentive to them. This will help you save time, effort and money.
11.
Don't waste a single second. While waiting for something or a trip, you need to constantly think about further work plans.
12. Brevity is commendable. It is necessary to praise the employee who clearly and briefly expresses the essence of the problem, and express dissatisfaction with those people who do not know how to do it. Many employees think that if they spend a lot of time around their boss, then they occupy a special position in this company. But this is completely wrong. Do not strengthen this faith in them.
We looked at the techniques that are the basis of proper time management. You need to control every minute, so you will take another step towards the successful prosperity of your business and understand
For effective management organization it is necessary that its structure is consistent with the goals and objectives of the enterprise and is adapted to them. The organizational structure creates a kind of framework, which is the basis for the formation of individual management functions. The structure identifies and establishes the relationship of employees within the organization, determines the structure of subgoals, which serves as a selection criterion in the preparation of decisions in various parts of the organization. It establishes the responsibility of the departments of the organization for a thorough study of individual elements of the external environment and for the transmission to the appropriate points of information about events that require special attention.
The general criterion of efficiency is the dynamics of the rate of profit, the acceleration of the technical development of production, the ability to quickly respond to changes in demand and, in accordance with this, reconfigure production, the growth of labor productivity, the ability of the production control system to focus production on the full use of available resources.
During the crisis, there is a change in management structures aimed at creating conditions for the survival of the organization through a more rational use of resources, reducing costs and more flexible adaptation to requirements. external environment. But regardless of the reasons for restructuring, it necessarily pursues the goal of expanding powers at the lower levels of the management hierarchy and increasing production and economic independence.
Such a complex procedure as changing organizational structure, is subject to serious analysis in terms of evaluating its effectiveness. However, it is quite difficult to determine the economic result of the changes carried out, primarily because it is often calculated not directly, but indirectly. Such tasks are solved on the basis of a combination of scientific methods with the subjective activity of specialists. Therefore, when designing organizational structures, it is important to follow the principles of their construction.
To the number basic principles for creating effective organizational structures relate:
- 1. Building blocks should be product, market, or customer oriented, not function oriented.
- 2. The building blocks of any structure should be target groups and teams, not functions and departments.
- 3. It is necessary to focus on the minimum number of management levels and a wide area of control.
- 4. There should be conjugation of structural units in terms of goals, problems and tasks to be solved.
- 5. Each employee must be responsible and have the opportunity to take the initiative. The most important factor influencing the choice of the type of organizational structure of management and its formation is the norm of manageability (range of control, sphere of management).
Controllability rate- the allowable number of performers subordinate to one leader.
The modern theory of potential range of leadership is based on the fact that the scope of a manager's managerial capabilities is determined by numerous and heterogeneous factors:
1. The degree of difficulty of the tasks assigned to this group. The difficulty of the task is determined by the complexity of the technique and technology, the degree of mechanization, and the possibilities of control. The more complex the task, the fewer workers are subordinate.
It is known that in the Scandinavian countries there are 20 workers per craftsman, in Turkey - 85, in Greece - 100, in Russia - from 12 (in industry) to 300 (in clothing production).
- 2. The importance of the tasks assigned to the group, manifested through professional responsibility, the risk of damage and costs, mental stress.
- 3. Heterogeneity of tasks performed by subordinates. Increasing job diversity narrows the potential range of leadership because:
- - allocation of tasks to each individual employee is much more time-consuming than a common task for a group;
- - methods of personnel training are repeatedly hampered;
- - integration of individual tasks takes a lot of time;
- - there is an ambiguity of tasks for the whole group.
With tasks heterogeneous, the factor limiting the potential range of leadership is the level of competence.
- 4. Coordination, or degree of coordination, of joint action. The duties of each worker may be simple, but workers and various works many, and the difficulty lies in the precise coordination of the activities of workers. The greater the degree of coordination, the wider the potential range of leadership.
- 5. Factor in the vertical range of the guide. The potential range of control narrows as you move up the levels of the hierarchical ladder (more heterogeneity of supervised activities; more effort needs to be made to train subordinates; task complexity and competence increase). This factor cannot be simply measured by the number of levels in the hierarchy, since the distance between levels in organizations is a variable.
To determine the controllability norm, two main approaches are used:
- 1. The experimental-statistical method is based on the method of analogies. It is carried out by comparing the headcount of the analyzed structure with the headcount of a similar structure that performs a commensurate amount of work, but has a smaller staff. This method is quite simple, does not require special labor costs and is most widely used. According to it, typical states are determined by analogy with advanced structures. At the same time, such a method cannot, strictly speaking, be attributed to scientifically substantiated methods. Therefore, calculation and analytical methods are used to develop scientifically sound, advanced structures.
- 2. Calculation and analytical methods are based primarily on such factors as the nature of the work, the cost of working time, the amount of information, the number of relationships.
There are three types of work depending on its nature:
- - creative (heuristic), which consists in the development and adoption of decisions;
- - administrative and organizational, consisting of administrative, coordination and control and evaluation operations;
- - executive (operator), which consists in the performance of work provided for by service instructions.
The volume of work performed by personnel, due to the specifics of their work, is not always possible to express in standard hours.
The complexity of the work of individual specialists will depend on what specific gravity in the total volume of their service activities is one or another type of work. The complexity and versatility of the work of the personnel predetermines the complexity of its quantitative assessment. creative work in this respect can be defined as the least quantifiable, it cannot be expressed, for example, in labor hours. Administrative work also falls under the category of complex labor, it may contain separate operations that can be measured, but the share of these operations is insignificant. Performing labor has a well-defined quantitative expression, and its costs can be measured in standard hours.
Rationing of complex labor can be carried out as follows:
- - when rationing labor associated with the development of judgments, analysis and decision-making, it is advisable to time the activities of the relevant category of personnel for the study of documentation, cards, correspondence, reports, alternative options, for participation in meetings, business conversations, taking into account the experience, titles, interest of performers;
- - when evaluating the work of performers, which is not of a routine nature, it is possible, as experience shows, to use certain work patterns that appear after a while, stamps, sequences in actions and other elements that can be formalized.
Considering the psychological resistance of creative workers to the possible regulation of their work, it is useful to show them a delicate approach and, in particular, to try to involve them in the process of regulation.
When normalizing the cost of working time, the method of photochronometric observations is used. It is especially useful in the absence of norms and cost standards. The advantage of this method is the possibility of establishing the standard number of personnel, taking into account the specific features of the analyzed structure. However:
- - the results of the analysis reflect the costs of working time only at the time of observation;
- - to obtain reliable data requires a significant investment of time and money;
- - the subjective approach is not excluded.
The definition of controllability standards by measuring the amount of information is carried out on the basis of the method of statistical tests or the so-called Monte Carlo method.
This method is applicable only to determine the standard number of personnel associated with the processing of information, and for its implementation requires a significant investment of time. Its accuracy depends on the number of samples taken.
The French mathematician and management consultant of Lithuanian origin V. Greikūnas already in 1933 argued that the factor that determines the norm of manageability is the number of controlled relationships, relationships in the organization. He noted that there are three types of relationships: the relationship of the head with individual employees, general relationships and relationships between subordinates. Greikūnas used the following equation to determine the total number of such bonds:
where FROM- number of connections;
P- the number of subordinates.
Manageability rates, taking into account the level of management and type of production, are shown in Table. 16.
Table 16 - Norms of controllability of line managers
1. Principle of perspective activity: the structure and work of the organization should be focused on achieving ultimate goal rather than on the ability level of existing employees. People need to be selected based on the goals of the organization.
2. Unity principle: each employee should receive orders and instructions from only one leader and report only to him.
3. Management specialization principle: all regularly repeated management actions must be firmly distributed among employees and not duplicated. All job descriptions must be clearly defined and mutually agreed upon.
4. Controllability Principle: there should be no more than 6-12 direct subordinates per manager, depending on the level of management.
5. Principle of vertical hierarchy constraint: the fewer hierarchical levels, the easier it is to manage the organization. A large management structure often begins to "live its own own life", contrary to the interests of the organization.
6. The principle of delegation of authority: the leader must be able to delegate the appropriate part managerial work subordinates. At the same time, the leader should not shift his functional responsibilities- otherwise he risks losing them soon.
7. The principle of effective communications: communications in the organization should be optimized based on the goals of the organization. Document and information flow should be simple, transparent and practical.
8. The principle of adequacy of remuneration: remuneration for work should ensure the full restoration of the employee's labor costs, the satisfaction of his actual needs, as well as his interest in working with this organization.
9. The principle of psychological environmental friendliness of the control system: the organization's management system should ensure not only the achievement of the organization's goals, but a high level of socially responsible behavior of the organization in the external environment and in relation to its employees. A healthy socio-psychological climate, a work regime that ensures maximum productivity and satisfaction of employees, an effective and adequate remuneration system for labor costs, a system of advanced training and retraining of employees, career planning for worthy - all this is a psychological investment in the future of the organization.
33. Scheme of the communication process, its practical application.
Communication It is the process of transferring information from one person to another.
It is important to understand the following.
1. For the implementation of the communication process, it is important to have both the sender and the recipient of the message, which together form an integral interconnected system in the communication process.
2. In fact, communication is what the receiver of the message is aware of, not what the sender means.
A two-way communication process always includes eight steps.
These steps need to be explained in detail.
1. The birth of an idea. A person's thought is a multidimensional image, often a kind of holistic picture at the level of sensations. To convey this image using a code of several words, and in such a way that the recipient as a result perceives exactly what the sender wanted to convey, is a task that requires the greatest art of communication.
2. At this stage, the original mental image encoded using symbols and signs of the language of communication (words, speech turns, intonation, gestures, facial expressions, etc.).
3. Coded message transmitted on the selected channel transfer of information. Along the way, messages can be barriers , hindering the quality and effective communication. Value Bridge - this is a set of signs and symbols that are equally interpreted by the sender and recipient, which gives people the opportunity to correctly understand each other.
4. At the stage of obtaining information, the recipient perceives message, that is, it reaches his consciousness.
5. Message received decoded and interpreted recipient.
6. Even if a person correctly perceived and interpreted the received message, he is not always able to receive this message. to accept . The reason for this may be the cognitive dissonance - internal conflict and anxiety that occurs when a person receives information that is inconsistent with their value system, previously made decisions or other data known to them. To overcome this conflict, a person tends to ignore subjectively unacceptable information.
7. After the recipient has accepted and assimilated the information, he begins make decisions and take action based on this information.
8. To improve the effectiveness of the communication process, it is very important to use feedback , i.e. track on various aspects interlocutor's reactions the quality of their perception of your message.
In the theory of organization of production, the principles of the initial provisions are determined, on the basis of which the construction, functioning and development of production systems and their individual subsystems are carried out.
Main principleseffective organization production:
effect principle organizational activities finds its expression in the need to ensure such interaction (synthesis) of structural elements production system, which would lead to increased synergies and coordination. This principle is achieved by integrating elements of the production system, coordinating, streamlining communications that ensure the joint activities of workers;
integration principle: formation of production units ( structural divisions), which coordinate and ensure the interaction of heterogeneous processes and stages of production, is carried out according to a single scheme, on the basis of uniform rules and regulations. Compliance with this principle involves consideration partial processes as interdependent elements of the production system. Through organization, individual processes are combined, duplicating connections are eliminated, their number is reduced and at the same time the organization of the production system is increased, which leads to the effect of coordination;
target specialization principle manifests itself in the creation of units with a heterogeneous composition of work items, united through horizontal links to perform a certain amount of work in a finished form. Consistent observance of this principle ensures an increase in the efficiency of the production units;
principle of optimality and multivariance of solutions determines the need to develop several organizational concepts that meet the goals of production and its organization. The best concept is considered to provide not an extreme, but an optimal ratio of the structural elements of the production system.
The principles noted above should underlie the construction of a production system. The functioning of the system should be carried out in accordance with the principles of the external environment and self-development.
The principle of the external environment: the goals of the organization of production, the strategy and tactics of improving organizational activities are formed taking into account the requirements of the external environment. This principle takes into account the openness, the relationship of the production system with the external environment.
The principle of self-development involves the creation of a mechanism that stimulates the continuous development of organizational methods and forms.
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