Methods of time management at Russian enterprises. Corporate time management as a tool to improve the efficiency of the organization. confidence in the efficiency and timeliness of the actions of subordinates in situations where direct control over them is

"The task of management in the 21st century is to learn how to manage the effectiveness of managerial and creative work."

P. Drucker

Several figures show how relevant the problem of increasing labor productivity and effectively motivating employees is for Russian companies:

the labor productivity of those employed in the Russian economy is growing on average by 6.5% per year, that is, slower than the growth of GDP;

in 2008, real wages increased by 5.9% compared to the previous year, and in 2009, according to the forecast of the Ministry economic development its growth in relation to 2008 will be 3.6%;

the ratio of the total nominal wages of the population employed in the economy to the volume of GDP in 2006 was 33.3%.

These numbers mean the following:

the growth in the cost of human capital far outstrips the increase in the product itself;

the positive dynamics of the price of human capital is not accompanied by a corresponding increase in the return on its use;

the relative price of labor in Russia, taking into account domestic potential, is already high.

It is not yet clear whether the crisis will be able to influence these circumstances, and in what way. But it is quite obvious that in a crisis, companies are faced with the task of solving more complex and often non-standard tasks to increase the efficiency of production, sales, marketing, as well as the task of increasing the loyalty of the remaining staff, which can be solved, including by a competent using means of motivation and time management.

The need for corporate implementation of time management is due to the following factors:

1. The growing pace of changes in the economic environment requires the transfer of greater powers to employees of the organization, the prompt adoption of independent decisions by them and independent organization and planning your work.

2. The share of intangible assets in the value of the organization is growing; the performance of key top managers and specialists is becoming the main factor in the success of all more companies. At the same time, external control over the activities of an employee, which is of a creative nature, is extremely difficult, but the relevance of the independent organization of their work by such an employee increases.

3. For organizations are becoming the norm, not a rare exception, constant significant changes in activities - the development of new products, entering new markets, the introduction of new tools and management systems. For top managers and specialists of the organization, respectively, it becomes the norm to constantly increase the number and volume of tasks to be solved, the need to constantly find time reserves for the implementation of projects that allow the organization to continuously develop.

As a rule, the use or non-use of time management technologies was left by the management of the organization at the discretion of the employee. Therefore, in scientific management, the issues of self-management and personal organization of labor were relatively rarely touched upon. Classics of scientific management, for example, F.W. Taylor, for the first time raised the question of the centralized introduction of technologies for personal organization of work, while considering mainly physical labor.

In the 20s of the XX century. Director of the Central Institute of Labor A.K. Gastev opposed the mechanistic approach in such an introduction “from above” with the idea of “organizational labor bacillus”, which encourages an employee of the organization to independently improve work processes. The chairman of the Vremya League, P. M. Kerzhentsev, shifted the focus from the general organization of labor to time, began to consider it as one of the most important resources of the organization and employee.

Finally, the classic of Western management theory P. Drucker, drawing attention to the complexity of managing creative and managerial work “from above” without engaging the employee’s independent initiative, designated the task of increasing the efficiency of managerial and creative work as a key one for management in the 21st century.

Thus, in the history of the issue of time management of an employee of an organization, two main branches of research can be distinguished: classical time management and areas of general management, one way or another affecting the issues of personal organization of work. These branches converge in the course of development, which makes it natural to raise the question of developing methods for embedding time management in corporate management.

Corporate time management is a set of technologies for "embedding" time management methods into the organization's management system.

Thus, if corporate management is a “top-down” path, from building a system to the effectiveness of its elements, in particular, the effective use of an employee’s time, then personal time management is a “bottom-up” path, from the personal effectiveness of employees to increasing efficiency. departments or organizations.

ANALYSIS OF CORPORATE STANDARDS FOR TIME MANAGEMENT IN SBERBANK OF RUSSIA

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Corporate time management: goals and technologies

Content

Introduction
Conclusion

Introduction

Many management disciplines and technologies help the head of the enterprise to become more dynamic, keep up with everything, and meet the deadlines as soon as possible. Project management, quality management, various corporate Information Systems- all this, in addition to reducing financial costs, helps to reduce time costs.

Corporate time management is one of these technologies, which has taken shape as a separate discipline within the framework of general management thanks to the developments of the Improvement.ru Time Management Community and the Department of Time Management of the Moscow Financial and Industrial Academy.

Corporate time management - discipline within the framework of general management, which makes it possible to make personal time management of employees a tool for increasing corporate efficiency.

The relevance of my work is due to the obvious need for effective time management in today's dynamic economy. Time management (or self-organization) is an effective technology for organizing personal work, on the one hand. On the other hand, this is the life concept of a person who is convinced that one should not waste the non-renewable resources of one's time, and, ultimately, one's life.

The purpose of the presented work is to consider the goals and technologies of corporate time management.

To achieve this goal, the study sets the following tasks:

- consider corporate time management as a tool to improve the efficiency of the organization

- substantiate the goals and results of corporate time management

- consider corporate time management: on the way to becoming a new corporate standard.

1. Corporate time management as a tool to improve the efficiency of the organization

Corporate time management allows you to make personal time management of employees a tool to increase corporate efficiency.

Corporate time management combines two approaches - personal time management and corporate work organization. The task of introducing time management in this case is the answer to the question: "How to increase the manageability of the company and employees, without losing the benefits that give the freedom and initiative of people?"

1.1 The concept of corporate time management

"A task management in XXI century - learn to to rule efficiency managerial and creative tratYes" (P. Drucker Arkhangelsky G.A. Organization of time: from personal effectiveness to the development of the company / G.A. Arkhangelsk. - 2nd ed. - St. Petersburg: Peter, 2005. - 442 p. )

For the first time, the topic of corporate time management was stated in the monograph by G.A. Arkhangelsky "Organization of time: from personal efficiency to the development of the company" in 2003. Since then, the idea of a centralized corporate implementation of time management technologies has become a recognized need for an increasing number of companies and organizations.

Time management was originally developed as a practical discipline developed more by management consultants than academics. A number of domestic and Western management specialists have developed practical planning technologies, offering them to practicing managers in the form of books and training courses. As a rule, the use or non-use of time management technologies was left by the management of the organization at the discretion of the employee. Therefore, in scientific management, the issues of self-management and personal organization of labor were relatively rarely touched upon. Classics of scientific management, for example, F.W. Taylor, first raised the question of centralized introduction of technologies for personal organization of labor, while considering mainly physical labor. In the 20s of the XX century. Director of the Central Institute of Labor A.K. Gastev contrasted the mechanistic approach in such an introduction "from above" with the idea of "organizational-labor bacillus", which encourages an employee of the organization to independently improve work processes. Chairman of the League "Time" P.M. Kerzhentsev shifted the focus from the general organization of labor to time, began to consider it as one of the most important resources of the organization and the employee.

Finally, the classic of Western management theory P. Drucker, drawing attention to the complexity of managing creative and managerial work "from above" without involving the employee's independent initiative, designated the task of increasing the efficiency of managerial and creative work as a key one for management in the 21st century.

Corporate time management- a set of technologies for "embedding" time management methods into the organization's management system.

Thus, if corporate management is a "top-down" path, from building a system to the effectiveness of its elements, in particular, the effective use of employee time, then personal time management is a "bottom-up" path, from personal effectiveness of employees to increasing efficiency. departments or organizations.

Time management in the classical sense of the word includes the entire set of planning technologies that are used by an employee of an organization. on one's own to improve the efficiency of the use of working time. At the same time, the use of time management is not mandatory. AT last years An increasing number of organizations are realizing the need for centralized corporate implementation of time management technologies.

1.2 Basic principles of time management

painstaking independent work. A manager can develop a high-quality, effective system of organizing his time only on his own. This important job cannot be left to a consultant or secretary. Only the manager himself will be able to choose the appropriate solution and rebuild it to suit his needs.

Solution individuality. In the organization of personal time, it is not the general rules that are important, but the individual style that the leader finds for himself. If it is comfortable for him, it gives maximum efficiency. The focus should rather be on those methods that allow you to navigate even in conditions of uncertainty. Therefore, it is important to determine such parameters as a person’s temperament, sensory preferences, biorhythms of his body, work goals, etc.

The need to track your own performance. Using timing, you can identify moments of inexcusable waste of time and discover its hidden reserves. When analyzing the data obtained, it is recommended to use the method of comparing the achieved with the maximum possible, and not the achieved with the planned, as is done in Western time management technologies. But the main result of using timekeeping is the emergence of a certain ability to constantly monitor one's own effectiveness. Tracking your own time for several weeks develops a special kind of attention to time, and the leader begins to look at his actions in a completely different way.

Thinking for efficiency. The primary role is played by a direct change in thinking. A person who has learned to identify inefficient processes and improve them, striving to optimize and improve performance - is able to apply existing methods, customize them to his needs or develop his own. And the very technical methods of organizing time and personal work and their direct implementation in life is just a matter of technology. Once a change in consciousness occurs, it begins to work and bear fruit in any kind of activity.

Reachable and inexhaustible reserves of efficiency. A fundamental principle, next to which no technological issues are incomparable. Based on the assumption that the reserves of efficiency, development and self-improvement are not only realistically achievable, but also potentially inexhaustible, the search for the right solution and the development of the necessary method are purely tactical issues and obviously solvable.

1.3 Reasons for using corporate time management

The need for corporate implementation of time management is due to the following factors:

1. Growing pace changes economic environments require the transfer of great powers to employees of the organization, the prompt acceptance by them independent decisions and independent organization and planning of their work.

2. Increasing specific the weight intangible assets in cost organandtions; the performance of key top managers and specialists is becoming the main factor in the success of an increasing number of companies. At the same time, external control over the activities of an employee, which is of a creative nature, is extremely difficult, but the relevance of the independent organization of their work by such an employee increases.

3. For organizations become the norm a not rare exception, stand upnnye significant changes activities- development of new products, entering new markets, introduction of new tools and management systems. For top managers and specialists of the organization, respectively, it becomes the norm to constantly increase the number and volume of tasks to be solved, the need to constantly find time reserves for the implementation of projects that allow the organization to continuously develop.

corporate time management standard

2. Goals and results of corporate time management

2.1 Company time and employee (manager) time

That, who callaboutlays slip away his time releases from hands my life; that, who keeps in hands his time , keeps in hands my life. (Alan lakeane Alan Lacane - bestselling author of "How to become the master of your time and life", a well-known American expert on "time saving strategies" )

There is a rather extensive area of management technologies related to company time management, primarily related to management systems. The main attention is paid to the organization of the system as a whole. With this approach, the organization of the time of an individual employee is considered solely as a consequence of a properly built and efficiently functioning system.

Technologies related to this area include, for example, business process reengineering, total quality management, project management, etc., which are company time management technologies, i.e. one of the most important quality criteria.

The second important direction in corporate management is the organization of personal work, increasing the efficiency of one's own activities. AT this case, the initiative for change comes from the employee himself.

In this direction, personal time management technologies are applicable, various technologies personal growth, self-management.

Fields of application of technologies of the first type: work of the "conveyor" type. Areas of activity that do not require the creative initiative of employees. Strictly regulated processes, any deviation from which can lead to irreparable consequences.

Areas of application of technologies of the second type: work that requires not only the unquestioning execution of strict job descriptions, but also the manifestation of independent initiative by the employee. Areas of activity involving the adoption of non-standard decisions, the allocation of resources, the need and willingness to take responsibility, dynamic response to changing requirements, situations and requests. Employment with a high level of independent decision-making and responsibility for them, independent organization of processes.

At the same time, "personal" time management, due to its properties, turns out to be a fairly powerful tool not only in the field of personal development but also to improve corporate efficiency.

And here it already makes sense to talk not so much about personal as about personal time management.

2.2 Personal and corporate performance

Personal efficiency is the key concept of time management: it is the higher, the more clear goals we set for ourselves, the more meaningful and organized we are about the use of our time.

Personal efficiency- the use by a person of his time to achieve his goals; is considered in the context of all life, without being tied to a specific place of work or field of activity.

Speaking about corporate time management, it is obvious that a different angle of view is needed on the issues of personal effectiveness in organizing time. It is necessary to take into account the context of work, the specifics of the field of activity, the characteristics of a particular company, so it is necessary to introduce a new concept of personal effectiveness.

Personal efficiency- personal effectiveness of a person as an employee of a particular organization, due to his own efforts and skills of self-organization.

Thus, personal effectiveness is a person's personal effectiveness plus the context of a particular field of activity.

How is personal efficiency related to the increase in corporate efficiency? Having begun to be more conscious of his time, a person very quickly begins to understand that the loss of his personal time is directly dependent on the inefficiency of the existing corporate management system. Possessing time management skills, he will see the relationship between the losses of the company and his own (remember the graph of the relationship between personal and corporate goals), and, accordingly, initiate positive changes more actively. At the same time, changes initiated by the employee himself are much more effective than those introduced "by order from above." What the worker invented and proposed himself, he will be more willing to put into practice; at the same time, he is best informed about the real state of affairs, since he is closest to the real problems and difficulties of the work that he himself does. Thus, it is the ordinary employees of companies and organizations that are the best resource for improving the efficiency of the company. "The firm itself increases its efficiency."

- managerial usefulness of increasing the personal effectiveness of subordinates:

- manageability of personal efficiency and understanding of the features of planning and distribution of working time by an employee;

- the ability to set optimal deadlines for completing tasks due to a realistic understanding of the degree of workload of subordinates;

- confidence in the efficiency and timeliness of the actions of subordinates in situations where direct control over them is difficult or impossible: when interacting with subordinates with clients, colleagues from other departments, etc.;

- transparency of the work of subordinates, the formalization of their personal work goals, plans and tasks, the elimination of the factor of "indispensability from disorganization" of the employee.

2.3 The logic of corporate time management implementation: principles, stages

Principles:

" Principle farmer" . What does a farmer do in order to obtain a high yield? It cultivates the land, fertilizes, waters, spuds, weeds ... Isn't it strange, at first glance, that while expecting a result from a plant, efforts are applied in a completely different direction? It is the same with the introduction of time management: it is not worth putting effort into the "fruits" - the specific methods by which people will organize their time. Efforts should be concentrated on the "soil" - on attitudes, beliefs, goals, values, people's attitude to time.

The main features of this principle:

- Homeopathic, movement with microscopic steps, try not to use frontal attacks: "From tomorrow we are all timing!";

- Common language - speak with each employee in the language that he understands, if you want to be heard, about those things that are of interest to him;

- The required volume - the main thing is that any innovation should not be burdensome for the employee at this stage.

" Center crystallization" . As a rule, the idea of time management (in the terminology of time management - "time management bacillus") is initially brought to the company by one person. One, even the most effective employee or leader, will not be able to change the situation without the support of others. Consequently, a certain "center" is needed, where the ideas of effective and rational organization of time could "crystallize". Whether this group will be from one unit or from several is not important.

The usefulness of forming such a group:

- Creation of a pilot group to test the applied time management technologies before their mass introduction in the activities of the company;

- Teamwork - a qualitatively new level of opportunities, the emergence of a new, systemic effect;

- Demonstration by a good example of not only personal, but also team, corporate examples of the effectiveness of transformations in the field of time management.

" freedom independence" . Let people themselves take steps in the field of organizing their time.

The advantages of this approach:

- A person begins to experience a sense of freedom and control in how exactly he organizes his time, what tools, methods, ways he uses. Let him invent his own approaches, tools and methods, even ineffective ones - this strengthens interest and initiates further study of the basics of time management;

Subject to non-interference for some time in the development of time management ideas, there is the possibility of a creative breakthrough, the birth of completely new tools, methods that can be highly effective for implementation in your company: after all, no one knows the specifics of the activity better than a specialist who does this work every day ;

- The ability to take independent steps gives rise to a sense of freedom of choice. Own choice or coercion from the outside - what do you think, where are the chances of successful implementation? Leave a person the right to their own independent search and personal choice.

Stages:

" Sowing" . The main task of this stage is to arouse in employees and colleagues a free interest in the topic of time management. Ways:

" Motivation through values" . Explaining and presenting to the employee what is his personal interest in competently managing his personal time resource.

" Do how I" . The strongest technique at this stage is a personal example of a leader with clearly visible external positive results. Another way is to competently convey the ideas of time management to employees, colleagues, senior management.

And finally, one of the strong methods of motivating subordinates: " quit in water, a after teach to swim" .

" motive" . Create motivation to use the skills and knowledge of time management in the real practice of employees. One of the ways at this stage is the introduction of quantitative indicators that make the time of the unit, department a tangible resource and allow you to track changes in the process of applying time management tools.

Examples of such indicators:

How much time do we spend in meetings?

- How often do we finish the work after the end of the working day;

- How often and by how much we disrupt the delivery time;

- How long does it take from receiving a customer's order to the moment of shipment / alternatively: from the moment a new idea appears to the launch of a new product on the market;

- How many times a week the heads of neighboring departments complain that we are delaying the documentation...

Start choosing indicators with those whose changes will be noticeable immediately or after a short period of time.

" Order" . Formalization of new effective methods of work, tools, methods that emerged at the first stages, helping to optimize the processes of activity, more effectively use working time. Here begins the development of norms, rules, regulations and agreements in the field of time management.

Thus, the integration of time management into the management system of a company or organization, at a certain stage of its development, comes to the need to develop corporate standards in the field of time management.

3. Corporate time management: on the way to becoming a new corporate standard

3.1 Diagnosis and assessment of time management skills

The first step in the corporate implementation of time management is usually training. But ordinary training does not give maximum results if it is not accompanied by certain pre- and post-training activities, if it is not made a logical element of the corporate training system. Let us present the technology of such embedding of time management into the program of a corporate university or training center using the example of a real project.

Time management training in the course of the corporate university takes place according to the following scheme:

1) training participants fill out profiling questionnaires that allow assessing the level of their TM competence and making training more individualized;

2) a two-day training program "Time management: flexible methods", adapted to the specifics of the company's activities, is conducted.

3) during the training, participants begin to work with the author's manual "Training Organizer", which is a kind of "time management tutorial". It contains simple exercises and empty charts that allow you to consolidate the training material. After the training, the participant is not left "one on one" with time management, he has a clear algorithm of actions;

4) a month after the training, a 4-hour post-training is carried out. It analyzes the successes and failures of the first stage of the application of time management.

5) a few months after the course, participants write essays reflecting changes in the organization of their work.

Such a scheme can significantly increase the effectiveness of training. At each stage, the corporate university actively interacts with the employee, his manager and TM-trainer, so that all the studied techniques find real application. One of the curious side effects of training is that higher-level managers, seeing the clear successes of subordinates in organizing time, themselves express a desire to participate in similar trainings.

The next step after the organization of the time management training system is the diagnostics of time management in departments and the certification of employees' TM skills.

Diagnostics is carried out in the form of a questionnaire according to several key criteria. The result is the construction of a TM profile - a simple diagram that reflects the situation in a company or department in all aspects of time management (Fig. 1)

Figure 1 - JSC "Bank24.ru" - TM-profile of the team of top managers

The profile is built on the basis of data obtained from a survey of a team of managers in three main areas of time management implementation in a company:

- personal time management - the degree of time management skills on average for this group of managers;

- team time management - the quality of TM-interaction horizontally within the team;

- corporate time management - the quality of TM interaction between a manager and his subordinates.

Analysis of the constructed TM profile allows you to identify problematic TM components of the daily activities of each employee, department and organization as a whole. Conducting a second survey (after completing the training) allows you to evaluate its effectiveness.

TM-diagnostics allows you to evaluate the overall possession of TM-skills of a team of managers. Simultaneously or separately with it, the technique can be used TM certifications, which serves to assess the personal TM skills of each manager or specialist.

The diagnostic TM profile is built on the basis of scores on ten main criteria, covering all key aspects of time management. The number "ten" was chosen based on the fact that each criterion is compared with the "commandment of time management." As one head of a corporate TM project put it, "something must be left after everything is forgotten." Such a "dry residue" should be the "Ten commandments of time management" (Table 1).

Table 1 - Criteria and commandments of time management

TM criteria	TM commandments
Materialization and visibility of tasks and information	Materialize thoughts and tasks. Being "in the head", they are not controlled
Measurability of results, time and efficiency	If you want to manage - measure. Manage based on facts, not opinions.
Consistency, consistency, coordination of work	Systematize the work: unite by meaning, structure. No system - no result
Flexibility of activity, ease of planning, responsiveness	Plan as simply and flexibly as possible. Increase your responsiveness to change
Goal-oriented, definite direction	Formulate goals. Evaluate any action by the contribution it makes to the achievement of goals.
Prioritization, focus on the essentials	Highlight the most important. Start with it, give it best time and strength
Investment, development orientation	Invest time in the future. It's very hard to do, but it pays off
Timeliness of execution	Seize good opportunities. The plan is a means to do it, but not an end in itself.
Controllability of execution	Create an overview of delegated tasks and performance monitoring. Everyone should know that you "forget nothing" and always get your way
Ease of operation	Manage your workload; work "less but smarter". A manager driven like a horse is unsuitable
Attention to efficiency	Develop a "sense of timing" and a "sense of efficiency". The rest will follow

Let's briefly look at each criterion separately.

1. materialization. Effective time management begins with the materialization of tasks, thoughts, plans, agreements. The presence of all tasks on external media (preferably electronic) allows you to free up your thinking for priority issues in your personal work and reduce the time spent searching for information. In team time management, materialization helps to avoid "indispensability from disorganization", it is easy to transfer tasks horizontally. In particular, well-organized materialization of tasks reduces a number of risks associated with the dismissal of employees. A retired employee can take with him a paper diary with useful contacts, but he will not be able to take away the task review system established in MS Outlook, structured according to certain, well-known rules.

2. measurability. The need for quantitative measurement of indicators in general management is practically an axiom. The same is true for both personal and team time management. Only the introduction of objective quantitative indicators allows you to truly systematically manage time. As a rule, indicators are used in timekeeping to analyze the time spent. For example, "share of time on priority tasks", "time spent on tasks that he himself performed, although he could delegate."

3. Consistency. In personal work, this criterion evaluates the consistency of tasks and projects, the "synergistic effect" of their interaction. In team time management, this is one of the key criteria that answers the question: "Is the team a single entity, the performance of which is higher than the sum of the results of each manager included in the team?"

4. Flexibility. Time management is often identified with hard planning, "scheduling yourself to the minute." But the plan is not an end in itself. Plans for both personal and team work should be as simple as possible, flexible, making it easy to "catch" emerging opportunities.

5. goal orientation. Activity can be a hectic response to external stimuli or a clear logical sequence of tasks, each of which works towards clearly articulated goals. In team work, this criterion evaluates the clarity of goals for all team members and the consistency of their movement in a single direction.

6. Prioritization. This criterion allows you to assess the degree of "busy workload", the proportion of time allocated to priority tasks. As a rule, it is in the direction of prioritization that the most effective actions in the early stages of the implementation of time management lie. After all, almost any organization is well aware of the problem of "churn", which, according to some incomprehensible law of nature, always grows in volume.

7. Investment. Any task performed in personal or team work can produce results. But it can, to a greater or lesser extent, work for development, create new opportunities for future results. Ideally, all tasks work for development, create "investment in the future."

8. Timeliness. This criterion evaluates both the timeliness in terms of meeting the deadlines for completing tasks, and the timeliness of the implementation of projects that are not tied to hard times, which is only possible with a flexible planning system that quickly responds to emerging favorable opportunities.

9. Controllability. If you set a task for a subordinate or agreed on something with a colleague, how confident can you be in the execution? Do you need to be reminded of this task many times?

10. Ease. This criterion assesses the degree of intensity of both personal work and relationships in the team and with subordinates. With ideally adjusted personal, team and corporate time management, personal work and interaction with colleagues cease to be "tense" and do not require constant painful efforts.

In addition to the assessment according to ten criteria, the situation is assessed according to one integral criterion - "Attention to efficiency", which describes the level of respect for one's own and others' time in general, awareness of the importance of the issue, its "implementation" at the level of self-evident principles of team interaction.

To construct a TM profile, employees of the diagnosed unit answer questions from a questionnaire that includes 33 "multiple choice" (11 criteria, each is assessed in 3 areas). An example of assessing the materialization of time management in personal and team areas can be seen in Table. 2.

Table 2 - Example of diagnostic questionnaire questions

Criterion 1: Materialization and visibility of tasks and information
	1. Personal time management	2. Team time management
	Almost all my tasks and useful thoughts (meaningful information, etc.) exist in an easily visible electronic form (in MS Outlook, in the form of e-mail or separate files, etc.)		Almost all tasks are transferred to colleagues electronically. Based on the results of oral discussions, key thoughts are necessarily recorded and sent.
	Most of my tasks and thoughts exist in electronic form, a small part (up to 20-30%) - in paper form. Task overview is quite simple and convenient		Most of the tasks are transferred "horizontally" in electronic form, a small part in paper. The results of most oral discussions are recorded in writing.
	Most of my tasks and thoughts (70% or more) are recorded on paper (in a diary, in the form of separate documents), the rest - in electronic		Most tasks are submitted on paper. An insignificant part of oral agreements is fixed
	Up to 20-30% of tasks and significant information are not recorded in writing		Up to 20-30% of tasks (requests, agreements) are transmitted "horizontally" orally
	Most of my tasks and meaningful information I keep in memory		Most tasks are passed orally
Commandment 1: Materialize thoughts and tasks. Being "in the head", they are not controlled

Similarly, the respondent evaluates the state of affairs according to other criteria and directions. It is easy to see that "socially expected" answers are visible from the questions. In this social expectation, in addition to the obvious disadvantages (distortion of data towards "correct" answers), there are also advantages. They lie in the fact that in the form of a questionnaire, the introduction of TM principles into the corporate culture is actually carried out. Comparing himself with the TM-ideal obvious from the questionnaire, the manager tries on this ideal for himself and understands what he should strive for. This is a very important effect of applying the methodology: literacy in matters of time management often leaves much to be desired among managers of far from the last Russian companies.

To neutralize the effect of social expectation, the survey is conducted only anonymously, and all participants are warned about it. The profile is compiled by the management team as a whole and is not a basis for any "reprisals". It is important to take into account that the TM-diagnostics method is not a method of appraisal of employees or departments. The task of the methodology is to identify the most priority areas development of TM-skills of managers and their team interaction.

"Inflated" responses are identified during a detailed analysis of the TM profile and response matrix.

In addition to formalized questions on a set of criteria, the questionnaire also contains six open-ended questions. The manager completing the questionnaire is asked to describe in arbitrary terms the current and desired state of personal, team and corporate time management. Open-ended questions make it possible to clarify and "fill in colors" the assessments obtained in a formalized questionnaire. For example, in the above case, the answers of the manager clearly correlated with low indicators in terms of materialization, i.e. review of tasks and information, and investment, i.e. the ability to allocate time for long-term tasks that do not give immediate results.

The results of the survey are presented in three main blocks.

1. Analysis generalized profile.

2. Analysis on most " problematic" criteria taking into account the statistics of the distribution of answers of respondents in the group.

3. Map problems and solutions recommendations - summarizing the findings of the analysis, recommendations for priority actions.

4. Analysis generalized profile allows you to identify the main problems and their relationships. For example, lack of time for long-term tasks (low scores on the criterion of investment) is often obviously associated with poorly organized review and structuring of information (low scores on materialization) and overload of the manager with numerous insignificant requests from colleagues and subordinates (low scores on "attention to time" in a team and/or unit).

5. Next is carried out detailed analysis on separate criteria, which takes into account the statistics of the distribution of answers within the group, the correlation functions of the response matrix, etc.

Figure 2 shows the statistics of the distribution of responses according to the criterion "Investability". The horizontal axis shows the rating score, the vertical axis shows the number of respondents who chose this rating.

Rice. 2 - Distribution of respondents' answers within the group

In the analysis, a transcript of the most statistically significant responses taken from the questionnaire (i.e., the marks given by the majority of the team members) is provided. The indicators shown in the graph (Fig. 2) are deciphered as follows:

· private time management, score 0: Time for "investing in yourself" is allocated in principle, but not as much as we would like;

· command time management, Evaluation 1: Our team consciously allocates time, energy and resources to projects of an "investment" nature. We do not have the problem of "no time to learn", "no time to introduce new technologies". But at the same time, 20-30% of the time is still occupied by activities that give only short-term results;

· corporate time management, score 0: In my department and my subordinates, in principle, attention is paid to the work of a promising nature, but the focus is still on short-term results, they are easy to measure and evaluate our activities.

These assessments themselves provide some insight into the situation. The result of processing the questionnaires is a "portrait" made up of the most statistically significant selected answers. Analysis and comparison of assessments allow us to obtain additional conclusions.

3. The final stage of the analysis is the formulation of recommendations and the reduction of all schemes into a single Map problems and solutions giving an overview of all upcoming TM events.

Example. In general, the situation with investment, based on the data presented, can be assessed as follows: "In our team of top managers, time is allocated in sufficient quantities for promising matters, but in my personal work and in the unit entrusted to me, they do not."

In reality, this means that the customer's management pays great attention to tasks of an "investment" nature and creates appropriate pressure on top managers. But most executives don't translate this pressure "downward" to their department as well as to their personal work.

Rice. 3 - An example of the "Problem and Solution Maps" element

In the course of both general and detailed analysis of the TM profile, each thesis of the analysis is illustrated by a diagram of cause-and-effect relationships of problems and their sources (Fig. 3).

In general, the topic of corporate implementation of time management is only a few years old. Naturally, in such a young direction of time management, there are many interesting opportunities for the researcher.

One of these key areas is the assessment of the economic efficiency of the introduction of time management, depending on the nature of the activities of the unit in which it is being implemented. There are several directions for such research. For example, in departments that directly "sell time" of employees (auditor, consultant, lawyer), time savings are directly expressed in money, depending on the cost of an hour of this specialist for the client.

1. Sales departments. With a decrease in the time spent by sales managers on auxiliary operations and an increase in direct communication with potential customers, one can predict an almost directly proportional increase in sales volumes (exceptions due to the market situation are possible). It is also advisable to assess the speed of response to requests from potential customers and compare it with similar performance parameters of competitors, as one of the key factors of competitiveness.

2. Service departments directly interacting with the client. In this case, with the effective organization of time, the quality of service for the client increases, which can be associated with financial performance through pricing policy, discount policy, comparison with the pricing policy and level of service of competitors.

3. Internal divisions that do not interact with the client. In this case, the connection between time indicators and financial indicators can be drawn through the size of the payroll fund or the level of staff loyalty (more organized and predictable activities, fewer stresses and "overtime" increase employee loyalty, which is easy to associate with financial indicators in conditions of insufficient quality of the offer on labor market).

Time management in the work of top managers and key specialists deserves a separate study. There are two possible assessments here:

1. Direct assessment of the cost of saved time through the amount of compensation of a top manager.

2. Evaluation of the speed of progress of key projects by establishing a link between an increase in the weekly budget of time that a top manager can devote to a project he manages, with a decrease in the timing of this project. The speed of implementation of projects aimed at the development of the company (implementation of new management systems, launch of new products, etc.), as a rule, allows direct or indirect connection with the financial performance of the company.

3.2 Corporate time management standards

The introduction of time management in a company may not be limited to diagnostics and certification. To consolidate time planning techniques, corporate TM standards can be developed. They can be divided into several logical levels.

1. Language, glossary time management. The words "urgency", "importance" and similar can be understood in completely different ways. For one unit, an "important" task - with serious financial implications, for another - set by the head high level. Ideally, terms related to time planning should be spelled out in the company. In any case, "in the first approximation" the problem of forming common language decided in training.

2. Arrangements- general "rules of good manners" regarding time. Such rules may be oral or fixed in writing, in the form of posters, tablets, etc.

3. Regulations- agreements, the execution of which is supported by sanctions (both formal corporate and gaming ones).

4. Things, tools- planning boards, ready-made blanks, letterheads, etc., "embodiing" competent work techniques.

The most important tool for implementing corporate standards is ready-made settings in the corporate system of personal and team planning, as a rule, it is MS Outlook or Lotus Notes. The calendar and task settings apply the principles and techniques of time management.

The first step in the implementation of corporate TM standards is the formalization of the language, the conceptual apparatus: what is the "priority" of the task, "urgency", etc.

The next step after the standardization of the language of activity is the formulation of the rules for its organization, formalized in the system of corporate regulations or existing in the form of informal team agreements. At the same time, the most delicate issue is maintaining a balance between freedom and coercion, corporate interference in those aspects of the employee's personal work technique that are significant for the company's efficiency.

" Things" how carriers corporate standards. A standard, a law, a rule that must first be read and then applied, is not the most effective. The ideal corporate standard is not written down on paper, the ideal standard is embodied in some thing that "does not let you do it wrong", itself dictates the desired course of action.

If information technologies are actively used in the company's activities, ready-made text blocks and forms in the corresponding programs can be extremely useful, for example, in MS Outlook, you can set up custom task presentation forms, including the fields necessary for setting the task. Such a form, appearing before the manager when setting a task for a subordinate, will itself "remind" what significant parameters of the task must be specified.

Concluding the topic of corporate standards, it is worth noting that, as the ancient Romans said, the best law is just a fixation of an established custom. The best standard in many cases is the formalization of techniques that people have found and introduced into use. themselves. It is these standards that are the most efficient, simple and effective.

Conclusion

Time management is accounting and operational planning of time. The task of time management is to streamline the use of time (both work and personal time) of the day and week in order to manage to do all the most important things. The basic principles of time management: painstaking independent work, individuality of the solution, the need to monitor one's own effectiveness, thinking aimed at efficiency, achievability and inexhaustibility of efficiency reserves.

Time management, or self-management, was originally developed as a technology used by a person independently. But in the 21st century, this is no longer enough. There was a need to make personal time management, self-management of employees, part of the system of corporate standards. Part of the common language spoken by the people in the organization.

The latest trend has been the introduction of a time management system in enterprises (corporate time management). Time management is a new direction in enterprise management.

There are three areas in corporate time management:

- corporate time management of the enterprise;

- corporate time management of separate divisions;

- individual time management of leading specialists.

Corporate time management of the enterprise, first of all, is focused on the formation of an effective system of interaction between departments and officials of the enterprise. It involves the widespread use of local networks and information technology in the process of communication.

Thus, the use of a corporate time management system in an enterprise will be effective only in the case of an integrated approach to the time management process in a single organization.

Bibliography

1. Arkhangelsky G. Corporate time management: Encyclopedia of solutions / G.A. Arkhangelsk. - M.: Alpina Business Books, 2008. - 160 p.

2. Arkhangelsky G.A. Organization of time: from personal effectiveness to the development of the company. - 2nd ed. - St. Petersburg: Peter, 2006. - 448 p.: ill.

3. Arkhangelsky G.A. Time drive: how to manage to live and work. - 3rd ed., add. - M.: Mann, Ivanov and Ferber, 2006. - 256 p.

4. Arkhangelsky G.A. Time formula. Time management on Outlook 2007. - M.: Mann, Ivanov and Ferber, 2006 - 224p.

5. Arkhangelsky G.A., Lukashenko M.A., Bekhterev S.V., Telegina T.V. Time management: Proc. allowance / Arkhangelsky G.A., Lukashenko M.A., Bekhterev S.V., Telegina T.V.; Under. ed. G.A. Arkhangelsk. - M.: DS Market, 2008. - 288 p.

6. Byrd P. Time management. Planning and time control. - Per. from English.K. Tkachenko. - M.: FAIR-PRESS, 2004. - 288 p.

7. Bekhterev S.V. Team time management and motivation // http://www.improvement.ru/zametki/behterev/ - Source of the article: magazine "Motivation and pay"

8. Vronsky A.I. How to manage your time. - Rostov - n / a: Phoenix, 2007. - 224 p. - (Psychological workshop)

9. Dod P., Sandheim P. 25 best ways and techniques of time management. How to do more without losing your head / Per. from English. - St. Petersburg: "Publishing house "DILYA", 2008. - 128s.

10. Zakharenko G. Time management. - St. Petersburg: Peter, 2004. - 128s.

11. Corporate time management // Magazine "Management today" №3. - 2004 - p.9.

12. Lukashenko M.A. Time management for the leader htm

13. Site materials http://www.improvement.ru/

14. Medvedev S. How do I motivate subordinates when introducing TM // http://www.improvement.ru/zametki/medvedev/

15. Nabatova E. Time for new customers: how time management improves sales efficiency // http://www.improvement.ru/zametki/sales/

16. Telegina T.V. Chronophages in the system of corporate culture. Brief review of the main sinks of working time // Business system: Sat. scientific works. - Issue 5. - M.: Moscow Financial and Industrial Academy, Market DS, 2008. - P.164-174.

17. Effective perception of time // Journal "Personnel Development Management" No. 3. - 2005 - P. 18.

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1. What is time management - definition and history of occurrence

Direct translation of this term Time Management» from English – « time management". It is clear that it is impossible to manage time in the literal sense: the real function of time management is to use the time of your life with maximum efficiency.

The most accurate definition of time management is:

Time management- this is accounting, distribution and operational planning of own time resources.

Another definition.

Time management- this is a scientific approach to the organization of time and increasing the effect of its use.

The motto of a professional time manager:
Work less, do well more!

People who are able to manage their own time productively live richer and more productive lives. full life do their job with minimal time investment.

By managing our time, we have more living space: it becomes more real to be able to do what we really like.

Considering the rush in which modern man lives, the issue of managing time resources is becoming more and more relevant, if not vital. A well-developed time management skill increases personal efficiency at times. I figured this out 12 years ago.

Time management allows you to organize work and personal time during the day (week, month) in order to manage to do all the important and necessary things without being distracted by secondary or extraneous issues and problems.

Effective planning allows you to free up for a rich and full life colossal resources of time. According to professionals, the size of such resources is calculated in years and decades.

History of time management

The scientific approach to the organization of time is not a new problem. The history of time management is rooted in the distant past.

Even 2000 years ago in Ancient Rome the famous thinker Seneca suggested dividing all time into useful, that is, good, bad and useless.

Seneca also began to keep a permanent record of time in writing. The thinker said that while living a certain period of time, it is necessary to evaluate it in terms of occupancy.

In the subsequent history of time management, these ideas formed the basis of such a concept as “personal effectiveness”.

Alberti, a writer and Italian scholar who lived in the 15th century, said that those who know how to manage time usefully will always be successful.

To do this, he proposed to use two rules:

Make a to-do list every morning.
Arrange things in decreasing order of importance.

For many centuries, all these principles existed only in a theoretical form, and only since the 80s of the last century, this topic began to move from theory to practice.

Time management is necessary not only for executives and business owners: each of us must be able to manage our own assets in order to enjoy the process of life to the fullest.

Of course, not everyone needs time management. If a person has nothing to do in his life, and his main task is to “kill time”, then time management for such a person is an irrelevant and unnecessary discipline.

In other words, you should first decide whether you really do not have enough time and where you would like to put your free minutes, hours and days when they appear.

Time management consists of several components:

strict timing;
optimization of time resources;
planning of the day (week, month or other period of time);
organization of motivation.

Time management is important not only for work: people who comprehend the art of time management are more cheerful, healthy and successful in their professional and personal lives.

Effective time management allows you to comprehend all your actions and decisions in terms of their expediency for your own development and improvement.

2. Myths about time management - 3 main misconceptions

There are a number of social stereotypes and misconceptions about time management.

Some believe that time management is needed solely for work, that in Russia this discipline is ineffective due to the peculiarities of the national mentality, that life strictly according to plan turns a person into a robot and deprives him of free will.

All these myths are not consistent: below I will try to debunk them completely.

Myth 1. Nobody can control time.

The statement is correct in form, but false in content. Time Management Is Really Impossible (unless, of course, you are the inventor of the time machine). No one is able to slow down its objective course, speed it up or stop it even for a moment.

But one can do the following : manage yourself, your decisions and actions over time, and engage in prioritization. This is what time management practitioners talk about - about managing your own life.

A reasonable and pragmatic approach to your actions is time management: you will be surprised how many minutes and hours are released as soon as you begin to act more deliberately and consciously.

Remember that all successful people, regardless of the type of their activity, plan their affairs and act with maximum productivity. At the same time, they work about the same as ordinary people but they always manage to do more.

Their secret is that in a unit of time they manage to do more things, which ultimately affects their life results.

Myth 2: Time management will make me work harder and harder.

Working hard and getting tired, neglecting rest is a direct path to overwork and depression. It is necessary to constantly strive to reduce the amount of work while increasing efficiency. How to do it? In short, to act strictly according to the plan and be able to separate the secondary from the main.

Effective use of time management methods does not mean doing more or increasing productivity at the expense of the speed of work.
We are talking about increasing personal productivity through the elimination of unnecessary tasks and the elimination of the so-called "time wasters" or "chronophages".

The category of chronophages includes hundreds of meaningless and small things that we do during the day, without even thinking about their expediency: frequent checking of mail, communication and viewing news on social networks, conversations with colleagues devoid of meaning.

A person’s commitment to things that are distracted from the main task is partly due to procrastination - the desire to postpone important and necessary events “until better times”.

However, if you discard reflection and recognize for yourself the importance and significance of current tasks, you will have neither the strength nor the desire to be distracted by extraneous matters.

Myth 3. Using time management will turn me into a robot that will do everything on schedule, deprive me of freedom and choice.

People are afraid to turn into robots, but in fact they are already robots, as well as slaves to their own psycho-emotional habits and behavior patterns.

Time management does not limit our freedom, but rather creates it.

Time management is necessary not only for office workers, executives and managers: managing the main resource of life - your own time - is necessary for everyone who takes himself responsibly and seriously.

A practical criterion for the need to implement the principles of time management in life is the presence 4 or more cases in the plan for the current day (not only professional, but also personal affairs are taken into account). This is necessary for businessmen, and freelance artists, and housewives.

Vlasova Daria Alexandrovna

5th year student, Department of Economics, Organization and Production Management, TSOGU, Tyumen

E- mail: vlasova- darya@ mail. en

Simarova Irina Sergeevna

scientific adviser, assistant of the department of economics, organization and production management, TSOGU, Tyumen

How to improve the efficiency of staff when the tools of material motivation cease to be effective? How to get the maximum benefit for the Company from the paid time of an employee? This is one of the most important tasks facing every company. The solution to these problems is the introduction of a corporate time management system.

Time management (TM) is a technology for organizing time and increasing the efficiency of its use.

Personal time management technologies were originally developed for free use by people focused on personal effectiveness, but over time, TM tools have proven their effectiveness in corporate cultures.

Personal time management tools include:

1. Timing - a method of studying the cost of time by fixing and measuring the duration of actions performed. Timing allows you to conduct an "audit" and "inventory" of time, to identify "time wasters".

2. Elephant - these are large and large-scale tasks that need to be done in parts (figuratively speaking, "eat an elephant in pieces-steaks").

3. Frog - these are small and unpleasant things that need to be done as quickly as possible.

4. Swiss cheese - the principle according to which it is necessary to start a project not in order, but from the simplest and most understandable place.

The process of introducing TM into corporate culture is possible in two ways.

The first way is the implementation “outside”, i.e. involvement of a specialized consulting company that will analyze the workflow, provide training and offer ready-made solutions. The costs for a company with about 100 employees will amount to 3-4 million rubles. Conducting a training on time management provides a noticeable shift in the overall understanding of the problem, gives impetus to the development of an effective corporate culture. But it is obvious that TM-training, not isolated, but included in a certain system of corporate training, is even more effective. Let's compare corporate training in time management with visiting a fitness club. Undoubtedly, even one workout is good for health and for maintaining physical fitness. But to achieve high results, you need a systematic training program, developed individually, taking into account the characteristics of the body; need a personal trainer there should be a rigid training schedule that motivates you to visit the fitness club regularly.

The second method involves the introduction of TM "from within" the Company and consists of several steps.

1. It is necessary to introduce the so-called TM-bacillus - (according to the definition of Gleb Arkhangelsky, an expert in the field of time management, General Director of the Time Organization company, author of books on time management) - this is a set of rational and emotional ideas and attitudes regarding time and efficiency , “thrown” into the organization, “grafted” into the corporate culture and creating in it an analogue of what is called “efficiency-oriented thinking” in personal work, i.e. the desire for efficiency, "stitched" into people's thinking, and not just laid down in formal procedures.

The mechanism of action of the TM bacillus is the creation of an initial interest in the rational management of personal (irreplaceable and very limited) time, which leads to people's understanding of the need to optimize corporate procedures and activity schemes, as well as to independent work of people in this direction, without pressure "from above". The term “TM-bacillus” goes back to the “organizational-labor bacillus” of the Russian classic of labor organization A.K. Gastev, joining with his concept of “labor setting”, the desire to develop and improve the activity that needs to be instilled in the worker, in addition to teaching the precise execution of the standard ( "instruction card"). To implement this step, two internal trainers in the Company are needed who are trained in the TM course (costs 60-80 thousand rubles), who will demonstrate the effectiveness of the tools by personal example and will teach these tools to their colleagues. Trainers should be from different hierarchical levels to improve the effectiveness of employee training.

2. At the “Terminology” step, written or spoken terms are introduced. For example, "urgent task" can have several meanings: having a certain date, urgent, or almost overdue ("needed by yesterday"). Often, most of the time of employees is spent on this urgent work in quotation marks, and the results of these reactive efforts with a probability of 80% become irrelevant or lie on the desktops unclaimed.

3. After the introduction of the terminology, the rules of the organization are formulated, "written" in the system of corporate regulations, or in the form of informal team agreements. They differ as follows: agreements are “good manners” in relation to each other's time; regulations - agreements, the implementation of which is backed up by any sanctions. The arrangements can be different, for example, the simple rules adopted by Wimm-Bill-Dann:

1) Count time like money. Be prepared for the fact that you will lose money for a mistake in time;

2) by phone - urgent, the rest - by mail;

3) everything you can - do it yourself. Come not with a question, but with solutions;

4) do not try to shift your problem to another. Be prepared to hear a firm "no";

5) when sending an e-mail, be sure to indicate the actual subject of the letter and the importance;

6) being late is evil. But if you are already late - warn;

7) in any request, indicate the actual deadlines. Do not "inflate" them like the price in the bazaar;

8) you criticize - offer your solution. Criticism without a solution option is not accepted;

9) do not eat at the workplace, because the smell of food can distract or annoy someone;

10) twice a day, at 12:00 and 16:00, everyone leaves the office for 15 minutes to air the room;

11) if a person needs 1-2 hours of time for important work and that no one distracts him, he sets a red flag on his desk. All his colleagues will know about it and will not distract him.

4. The introduction of "tools" that "do not allow to do wrong" and dictate the course of action. Examples of tools embedded in corporate cultures:

a simple instrument of one of the banks, which is not recorded anywhere, but is well known to everyone. There is a crystal vase in the meeting room, a latecomer to the meeting must put 500 rubles into it, and the money collected is sent to the corporate cultural events fund;
a tool for team work with government agencies, which is standardized in one of the non-profit organizations. In a conspicuous place, a stand was installed where an employee who is going to a committee or ministry with a serious task attaches a sticker with a corresponding notice to the rest. His colleagues add stickers with "small" incidental tasks "inform Ivanov about something", "take away documents from Petrov". Thanks to this, it was possible to significantly reduce the time spent on travel, effectively introduce a new rule into teamwork without formal regulations;
tool for achieving strategic goals. An informative stand is placed in a conspicuous place in the department: the main task for the department for a month (quarter, year) is written at the top; below are stickers with smaller tasks that will lead to the fulfillment of a common goal; at the very bottom are several envelopes with the names of employees. Each employee, when he has completed his main job, takes a sticker that is “too tough” for him and begins to complete this task, coordinates the result with the boss, after approval puts the sticker in an envelope with his last name, and part of the task - in a special folder. At the end of the month (quarter, year), at the discretion of the head, the employee who has made the greatest contribution to the achievement of the main goal of the department is given 1-2 days of paid rest.

An example of personal tools can be the use in daily work of specially designed diaries of various formats, containing all the necessary tools for managing personal time; using time and task management tools in MSOutlook.

For the continuous improvement of the corporate TM system, it is necessary to hold meetings once every 3-4 months with a duration of no more than 1 hour to discuss new tools for improving labor efficiency.

The experience of implementing TM in companies (MDM Bank, Alfa Bank, Megafon-Povolzhye, RusAl, etc.) showed that the efficiency of employees after completing the training increased by 10-20% at minimal cost.

It is rather difficult to calculate the economy of TM, but if the Company's profit after the introduction of TM increases by 0.5%, then this amount, for example, for some oil and gas enterprise will be more than 25 million rubles. per year, which far outweighs the costs.

Thus, TM needs to be introduced into the corporate cultures of companies, as well as to promote the inclusion of the TM course in curriculum universities.

In a competitive environment, time becomes an important factor influencing the success of a company, so time management is a tool for saving an irreplaceable resource. The result of corporate TM is that there is more time, there is an opportunity to do more, earn more, and "not pay for workers walking around the shop," as the American industrialist Henry Ford said.

Bibliography:

Arkhangelsky G. A. Organization of time. From personal effectiveness to the development of the company: a monograph. – M.: Piter, 2008. – 448 p.
Arkhangelsky G. A. Corporate time management: Encyclopedia of solutions. - M.: Alpina Business Books, 2008. - 160 p.

Introduction

Theoretical foundations of time management

1 Essence and principles of time management

2 Reasons to use time management

3 Modern time management techniques

Analysis of domestic approaches to the time management system

1 Implementation of time management in the company

2 Time management in Russia

Evaluation and improvement of the time management system in the company

1 General characteristics of the analyzed enterprise

2 Evaluation of the time management system in the company

3 Improving the time management system

Conclusion

Introduction

AT modern conditions time management is an integral part of any successful company. Time management is understood as a technology for organizing time and increasing the efficiency of its use.

Time management is the act or process of exercising conscious control over the amount of time spent on specific activities in order to specifically increase efficiency and productivity. Time management can help with a range of skills, tools and techniques used in doing specific tasks, projects and goals. This set includes a wide range of activities, namely: planning, allocation, goal setting, delegation, time analysis, monitoring, organizing, listing and prioritization. Governance was originally attributed only to business or labor activity, but over time the term has expanded to include personal activity with the same justification. A time management system is a combination of processes, tools, techniques and methods. Usually time management is a necessity in the development of any project, since it determines the project completion time and scope.

The purpose of the presented work is to consider time management as a time management system. The work tasks are as follows:

consideration of the concept and functions of time management;

characteristics of modern time management techniques;

identifying the features of the implementation of time management in companies;

analysis of the application of the successful implementation of time management in Russian companies;

identifying the features of the use of time management in the activities of Megafon OJSC.

The object of the work is time management. The subject of the work is the features of the use of time management in the activities of the organization.

The structure of the work includes an introduction, three chapters, a conclusion and a list of references.

The first chapter presents the essence and principles of time management, defines modern methods of time management and substantiates the need to use time management in the activities of the enterprise.

The second chapter reveals the features of the implementation of time management in the organization, analyzes the successful approaches to time management in Russian companies.

In the third and final chapter, a general description of the analyzed enterprise is given, an assessment of the time management system of Megafon OJSC is given, and directions for improving the time management system of the enterprise under study are determined.

1. Theoretical foundations of time management

.1 Essence and principles of time management

"Time management (Time management) is an interdisciplinary section of science and practice devoted to the study of problems and methods for optimizing time spent in various areas of professional activity." Time management - translated from English means "time management". The task of time management is to streamline the use of time (both work and personal time) of the day and week in order to manage to do all the most important things. Time management is accounting and operational planning of time.

Basic principles of time management.

Painstaking independent work. A manager can develop a high-quality, effective system of organizing his time only on his own. This important job cannot be left to a consultant or secretary. Only the manager himself will be able to choose the appropriate solution and rebuild it to suit his needs.

1.2 Reasons for using time management

The timing of personal time should be carried out for several working days, possibly weeks, in order to analyze your working style and uncover the causes of emerging time deficits. Alarming symptoms of the imminent occurrence of temporary problems can be identified by the following signs:

Lack of priorities in the execution of cases (solving secondary tasks with regular transfer of the main ones);

Haste in completing large tasks (often caused by the untimely start of work on them);

A large stream of all kinds of routine affairs (the risk of drowning in trifles);

Untimely study of business correspondence (current documentation);

Work in the evenings and weekends (during office hours there is not enough time);

Constantly doing work for your colleagues or subordinates (it seems that this will be faster or more reliable);

Work not according to your profile (inefficient use of opportunities);

Continuous interference at work (endless phone calls and influx of visitors);

Clarification of information, constant asking again (difficult perception of information, as a result of fatigue).

After timing, it is necessary to analyze all the activities in which the person participated. To do this, you can use tables on the distribution of areas of work in relation to time costs - real and theoretically achievable, draw up a list of obstacles.

Further analysis can be carried out from the point of view of two positions: positive and negative, i.e. identify strengths and weaknesses for rational use of the former and avoidance of the latter.

"Time Eaters" By conducting a detailed analysis of the main “sinks” of time, you can better control your workflow and avoid distractions. The main reasons that make us waste time in vain are recognized:

Phone calls rightfully occupy an honorable first place, disrupting the working mood and preventing you from concentrating on business. With the widespread use of cell phones, the problem has become global.

Visitors coming into the office are more of a distraction than phones, because they can't be ignored or other work can be done in parallel.

Poor communication between departments.

Problems with computer equipment and office equipment.

Changing the order of work imposed by colleagues.

Lack of organizational planning. Dist

Inability to listen to other people.

Unsatisfactory organizational structure.

Mail mess. It is especially relevant for managers whose correspondence is untimely or does not pass at all through the secretarial filter for determining the importance of letters.

Correction of errors that could have been avoided. Mistakes give rise to the same haste, inattention, unwillingness to work, etc.

Indecisiveness in business matters.

Poorly organized and coordinated meetings, planning meetings.

Distractions in the workplace. A gigantic list of little things on the specifics of each personality.

Excessive office bureaucracy.

Useless discussions about your work and the work of others. And just empty talk.

1.3 Modern time management techniques

Goal setting. Goal setting involves the analysis and formation of personal goals. The goal describes the end result, gives clarity about which direction to move. Goal setting is a temporary process. when changing certain parameters, the necessary adjustment occurs.

“To succeed, you need to choose the right goals, intermediate stages will help you not to turn off the right path. It is advisable to keep a register of personal resources and means to achieve goals in advance in order to find out what your strengths should be encouraged, and what weaknesses should be worked on to further develop one’s potential.”

The goal should be clear, precise and understandable. The concrete formulation of practical goals is important for subsequent planning. When setting long-term goals, don't take on too much.

) Not only to do things right, but also to do the right things;

) Not just to solve cases, but also to create creative perspectives;

) Not so much to save funds as to optimize their use;

) Not just to fulfill debts, but also to achieve results;

) Not only reduce costs, but also increase profits.

Classic planning. The classic method of developing plans and alternatives activities. Means preparation for the implementation of goals and the ordering of time. As practical experience shows, minutes spent on planning reduce hours for direct implementation, ultimately leading to time savings in general.

In order to properly perform their functions and achieve their goals, the manager must clearly understand his time budget. There are several basic planning rules:

When drawing up a daily plan, it is better to leave 40% of working time free. Those. 60% - planned time, 20% - unforeseen time, 20% - spontaneous time.

Document the time spent, indicating how and on what it was lost, in order to have an idea of its consumption.

To bring all the tasks together, you need to have an idea of the upcoming cases, divide them according to the degree of urgency.

Create realistic plans with only the volume of tasks that you can handle.

Learn to determine the pace of work and the amount of information needed to complete it.

If interference regularly arises in the form of urgent, spontaneously arising cases, provide time in the plan for solving such cases.

Trying to do a large amount of work and dispersing energy into separate unimportant things leads to the fact that at the end of the day the main problems remain unresolved. To prioritize means to divide the entire flow of tasks according to the degree of importance, to give them primary, secondary, etc. values.

"Golden" proportions of time planning. Time planning is based on certain principles. One of the most famous was formulated by the Italian economist Vilfredo Pareto. It is designed for the rational use of time and says: “If all work functions are considered in terms of the criterion of their effectiveness, then it turns out that 80 percent of the final results are achieved in only 20 percent of the time spent, while the remaining 20 percent of the result absorbs 80 percent of the working time” . In everyday work, this means that you should not take on the easiest and most interesting or the least time-consuming tasks first. When planning, it is necessary to solve vital problems first of all, and only then - numerous secondary ones.

Consistent application of the Pareto principle helps to put into practice the technique of analyzing the complexity of problems ABC. It is based on the division of the entire volume of tasks into three groups.

A. The most important tasks - make up approximately 15 percent of the total number of all tasks and cases. The self-importance of these tasks (achieving the goal) is approximately 65 percent.

B. Important tasks account for an average of 20 percent of the total number of cases, and the significance of this category of tasks is also 20 percent, respectively.

B. Less important and non-essential tasks, on the contrary, make up 65 percent of the total number of tasks, but have a small share (about 15 percent of the total “cost”).

The technology of task analysis according to the ABC principle can be implemented as follows:

Make a list of all upcoming tasks in the appropriate time period (day, month, quarter, year).

Systematize tasks according to their degree of importance, establish the order of cases in accordance with their "cost" of activity.

Number tasks.

a) the first 15 percent of all tasks in Category A are non-delegable;

b) the next 20 percent - category B tasks;

c) the remaining 65 percent are category B tasks.

Re-check the time plan for compliance of the allocated time budget with the value of the tasks: 65 percent of the planned time - tasks A; 20 percent of scheduled time - tasks B; 15 percent of the scheduled time is tasks B.

Make appropriate adjustments, focusing the plan on tasks A.

Evaluate tasks B and C in terms of the possibility of their delegation.

Delegation of powers. “The general meaning of delegation is to delegate tasks to your subordinates or colleagues. Many managers, who consider themselves experienced and efficient, prefer to do what they could entrust to other employees, referring to the inexperience, lack of education, and incompetence of their subordinates. This phenomenon indicates, rather, the lack of experience in delegating authority and the inability to train staff in the necessary functions, rather than the high merits of a manager.

Key benefits of delegation:

The manager frees up time for more important tasks;

Use and development of professional knowledge and skills of employees;

Stimulating the disclosure of abilities, independence and competence of subordinates;

Positive impact on employee motivation.

For proper delegation, you must adhere to the following rules:

Select suitable employees;

Allocate areas of responsibility;

Coordinate the implementation of assigned tasks;

Encourage and advise subordinates;

Control the workflow and results;

Evaluate your employees;

Stop attempts to reverse or subsequent delegation.

It is necessary to delegate routine work, specialized activities, private matters and preparatory work. Transfer of tasks or activities can be carried out for a long time or limited to one-time assignments. The head in no case transfers his managerial functions, tasks high degree risk and leadership responsibility.

Monitoring results and adjusting goals. Performance monitoring serves to optimize the work process, it covers three tasks:

Understanding the physical state. Does planning bring results, does it contribute to comfort;

Comparison of the planned with the maximum possible. It is necessary to regularly analyze activities, determine the moments of loss of time, draw up sheets of interference;

Adjustment for established deviations. Plans need to be rechecked and changed if they are not feasible or do not allow the goal to be achieved by the deadline.

Distinguish between monitoring the results of labor and monitoring specific tasks, one should not neglect either one or the other.

Thus, time management is accounting and operational planning of time. The task of time management is to streamline the use of time (both work and personal time) of the day and week in order to manage to do all the most important things. The basic principles of time management: painstaking independent work, individuality of the solution, the need to monitor one's own effectiveness, thinking aimed at efficiency, achievability and inexhaustibility of efficiency reserves. Alarming symptoms of the imminent occurrence of temporary problems can be identified by certain signs and the causes of "time wasters" can be identified.

2. Analysis of domestic and foreign approaches to the time management system

.1 Implementation of time management in the company

The fact that time must be managed rationally is now an obvious fact. Everyone, from lower-level managers to managers and business owners, faces the lack of time or its complete absence.

Until recently, time management was mainly considered in relation to a single person. That is, each specialist, at his own request, can apply time management methods regarding his time.

The latest trend has been the introduction of a time management system in enterprises (corporate time management). Time management is a new direction in enterprise management. In most Russian organizations, management does not think about what actions its subordinates spend time on during the working day, how they organize their work within the framework of their job responsibilities.

It is quite natural that the head of the enterprise or its key employees are not able to cope with the task of introducing time management on their own. As a rule, they resort to the help of specialists in the field of time management. And it is quite natural that demand creates supply.

So the duration of courses and trainings on time management ranges from 2 to 10 days, and the cost is from 5 thousand rubles. up to 25 thousand rubles The programs offered are also different: these are “Time Management Courses for Top Persons”, conducted in the form of a seminar, and courses for ordinary employees. There are technologies for implementing time management in enterprises.

One thing unites all these courses - they are all based on Western technologies and are not always correlated with Russian reality. In addition, after all, the bulk of seminars and trainings on time management is individual in nature, that is, it is more about personal time management than about corporate time management.

As for comparative time management, in our opinion, three areas should be distinguished:

So, for example, the use of MS Outlook allows you to significantly save time in the process of transferring the necessary information. This happens due to the opportunity to more concisely and clearly formulate the essence of the problem. Written information is perceived faster and more accurately than that which is reported orally.

In addition, in the process of communication using information technology, it becomes possible to significantly save time in the process of transmitting information. This is due to the lack of need to move from office to office, or from one organization to another.

Also, a lot of time is saved on personal communication in the process of transmitting information via the Internet, thanks to existing patterns and symbols that replace phrases that are elements of polite communication.

In general, the corporate time management of an enterprise is a system of rules and norms for the interaction of employees in an enterprise, rules and mechanisms for exchanging information. In many ways, such time management duplicates the communication process in the enterprise. And accordingly, it is difficult to attribute it to a completely new direction in the field of enterprise management.

The use of techniques for improving communications and optimizing the communication process at the enterprise within the framework of time management will achieve a greater organizational and economic effect.

One of the main problems of this area of time management is the relatively small number of employees who can be combined into a group of people performing identical duties, and a fairly large number of such groups in one enterprise. Thus, in order to optimize the work in time for each group of specialists, it is necessary to develop recommendations and time management techniques that are unique to this group of specialists. As a rule, time management specialists either simply do not do this, preferring to use collective seminars and trainings based on individual time management techniques, or the service of creating a time management system for each individual division of the enterprise is quite expensive.

It should be noted that, as a rule, not all departments of the enterprise need to implement a time management system. The problem of time management arises where there is an alternative to its use. In those divisions of the enterprise where employees perform monotonous mechanical work, there is rather a need to study the physiological and psychological capabilities of a person in performing a given algorithm of actions under the existing conditions of severity and intensity of labor.

It is often unreasonable to say that management processes are not carried out at the enterprise and employees are not interested in the fastest quality performance of their official duties. This is due to the fact that each employee has his own duties, fixed in job descriptions and employment contract. The employment contract also, as a rule, fixes the number of hours that he must work per day and the number of days that he must work per week. That is, there is a certain amount of work (duties fixed in the employment contract) and time for its implementation (mode and schedule of work fixed in the employment contract).

As a rule, when developing programs for seminars and trainings on time management, attention is not paid to the physiological characteristics of a person and the conditions of severity and intensity of work.

As for the individual time management of leading specialists, in fact, it is an individual time management of a manager and a person. This direction is currently the most developed and effective in terms of practical use.

In general, corporate time management is a fairly promising direction in enterprise management, although at the moment there are many difficulties in its application in practice. Determining the need for the introduction of corporate time management and the scope of its application in a single enterprise, one should:

in which departments (or for which job units) the introduction of time management is appropriate;

what economic and organizational effect will be achieved by the introduction of corporate time management in the enterprise. That is, we are talking about the ratio of costs and results;

what is the probability that the effect of the introduction of a corporate time management system at the enterprise will be long enough to allow the economic and organizational effect to manifest itself.

Thus, the use of a corporate time management system in an enterprise will be effective only in the case of an integrated approach to the time management process in a single organization. The corporate time management system should be individually developed for each enterprise and should combine all three areas of corporate time management: enterprise time management, corporate time management of individual departments and individual time management of leading specialists. Moreover, the corporate time management of individual units in some cases should be based on the physiological characteristics of a person and the conditions of severity and intensity of work, rather than on the process of competent time allocation.

2.2 Time management in Russia

It is hardly possible today to find a Russian company whose management would not be preoccupied with the issue of increasing its competitiveness. To solve this problem, it is necessary to do an enormous amount of work to optimize all business processes: from R&D to logistics. However, this is a long and difficult task, which is why many firms in Russia prefer to increase work efficiency “with little bloodshed”. For example, through time management. However, the "classic" time management is already struggling to cope with the tasks that modern business sets before it. “He ceases to be a panacea for all managerial ills. Over the past five years, nothing fundamentally new has happened in this area, and interest in time management is noticeably declining, - notes Pavel Bezruchko, Executive Director of ECOPSY Consulting. - To increase their efficiency, modern companies are primarily engaged in the optimization of business processes. Against the backdrop of these measures, time management remains a useful, but rather an additional skill: the scale of gaining time is small.”

A common practice in Russian firms is the situation when the manager, in a “voluntary-compulsory” manner, distributes among his subordinates some book on time management that he likes or recommends one or another “advanced” organizer. The executive director of the Ekaterinburg company Bank24.ru Boris Dyakonov became interested in the idea of time management about three years ago, when he became a co-owner of a small bank. “I implemented a lot of what I read,” he says. - Organized lectures at the bank on time management, introduced standards for holding meetings, improved the culture of communication. At first, innovations were resisted, because lectures captured weekends. Bank employees considered the idea of teaching them how to save time another whim of management.” But later, thanks to the perseverance of the company's top officials, who made it clear that they value people who can save time, Bank24.ru became one of the first Russian credit institutions to implement ISO 9001:2000 quality management standards.

Rigidity and consistency in solving the assigned tasks is a necessary element in the implementation of any personnel motivation program. Usually, the initial revival after the distribution of "good books" comes to naught after about a month. “The introduction of any idea into the team requires mandatory control,” confirms Mikhail Molokanov, president of the Business Trainers Club. - And control by default involves additional costs. This is the main reason for the lack of a systematic approach to time management in domestic companies.”

Alexander Mondrus, General Director of the MC-Bauchemie-Russia group of companies, solved a specific problem with the help of time management - he removed a number of components from the workflow that were the main "eaters" of time. A simple example: all telephone conversations within his organization now begin with the question "Are you comfortable talking?" This allows both interlocutors to save precious minutes. “Several years have passed since then. Most of the employees who passed the training then remained in the company, - says Alexander Mondrus. “For beginners, we provide materials on the topic and instill fundamental skills in working with time.”

“For those who once adopted time management skills, it is enough just to refresh them in their memory sometimes,” says Gleb Arkhangelsky, General Director of the Organization of Time<#"561831.files/image001.jpg">

Figure 1 - Model of the task state change log

If necessary, the manager clearly sees both the progress of the project and the workload of a particular employee. As a result, the time of all parties, but especially the manager, is significantly saved, and the efficiency of work is increased.

In the case when the overall picture is clear and illustrative, the quality of prioritization and reprioritization increases, which means that less unnecessary work or work done at the wrong time is done. 3. The entire history of the work is saved automatically, which means that the analysis and analysis of the conflict situation requires a minimum of time and is objective for both parties.

Figure 2 - Model of the task change log

Once entered information can be used repeatedly. For example, in one form - to determine the progress of the project, in another - to analyze the workload of employees, in the third - to prepare reports on the project.

Figure 3 - Model of the task change log

As a result, time for unproductive work is reduced, and more resources are left for the project itself.

The introduction of the simplest regulations for entering and presenting information on the project, as well as the history automatically accumulated by the system in the course of work, make it easy to switch employees between tasks, reduce or increase the number of performers.

Using such a management system, MegaFon distributes the working time of the company's managers and employees in the most efficient way.

3.3 Improving the time management system of MegaFon OJSC

At Megafon, unexpected questions and problems arise that disrupt the schedule, disrupt the performance of important work, force you to lose concentration, being distracted by them. For each of them, the author offers several solutions. At the same time, not just an emergency response, but proactive procedures that need to be carried out in advance in order to successfully cope with surprises later.

Phone calls. It is required to develop a quick categorization of these calls. To immediately, from the first seconds, know which scenario to apply to the “incoming”. Next, we offer a number of categories of incoming calls and response scenarios.

Personal Calls

Ask to speak briefly

Ask to call back at another time

Allocate time for personal calls, and warn all close people to call at the provided windows.

Install an autoresponder

Professional Calls

a. Calls from Management

Phrase: "Sorry, I'm talking to a client right now"

Phrase: "I'm talking long distance"

Idea: the answering machine takes busy periods from the schedule and reports it by voice or text (SMS, e-mail, ICQ)! Technically feasible.

In response to the call, an SMS is sent when you can call back. To make this move economical, you should first configure SMS response templates. Calls from colleagues

Postpone call

Quickly understand the essence of the topic and move the conversation to another time

Allocate zones for communication (when is it better to call you)

Suggested options, two windows in the morning and in the evening

Require a structured presentation of the essence. Calls from Clients

Make a request to call back: "they are calling to the authorities on the carpet ..."

Listen structured, respond quickly

“I understand the task, I will call you back at such and such a time…”

Receive a call, fixing it on the incoming form and transfer it to an authorized person

Suddenly a man comes. This is the most common problem in open offices. When constantly everyone who is not busy and who is bored is distracted by their neighbors, or by people sitting next to them. Also reduce the efficiency of the visitors who came unexpectedly out of the blue. To these "time thieves", it is possible to apply the following decision branches.

Suddenly a person (visitor) comes

Occupancy indicators: flags, signs, caps, etc.

Make a red button, when you press it, the phone rings in a minute and you urgently need to get out!

Create a guest room where a mini library is located, a video library, so that the visitor waits with benefit

At the entrance, a list of questions is filled out. A certain questionnaire of the client, in which he marks what he came with. Formalization of questions speeds up communication

Reorientation of his activity in your direction, towards your goals

Redirect to another person: "manager on duty", "space attendant"

On the business card, indicate the office hours: from ... to ... Thus, limiting visitors at an inconvenient time for you

Reception schedule (multichannel phone to easily get through):

Combine meetings with lunch. Business lunches, "travel for lunch"

Organize a place for open meetings in the company (negotiation rooms)

Internal company problems. This section contains task breakers horizontally and vertically. That is, we will talk about bosses, subordinates, and colleagues. Traditionally, Megafon has developed unscheduled meetings and sessions of "strategic meetings" and questions for 15 minutes, which drag on for hours. With a regular, torn schedule, work productivity decreases and it is almost impossible to complete what was planned.

The head was assigned a "sudden meeting."

Participate in a meeting by phone

Conduct standing meetings. For example, Beeline has a meeting room where there are no chairs. With this organization, all issues are resolved promptly. There is no desire to drive a pitchfork on the water, because everyone wants to leave as soon as possible, in more comfortable conditions.

Develop a list of meetings that are not resolved by the flyers. As a result: a register of meetings, opposite each of which is a list of issues to be resolved.

Segment the time of the meeting. Set time markers, pacemakers, in the form of a timer for 10-15 minutes. Check each time interval with the agenda to accelerate progress towards the goal.

Agree on the format of the meetings to be held. For example, in the PPE Group, posters hang on the walls: “10 Rules for Meetings.” This helps the conferees to adhere to the established regulations, stimulating high-quality and quick resolution of issues.

Enter a meeting protection rule. Describe when you have the right to "reject a meeting invitation"

Take minutes and hold minutes of meetings. In this case, there should be a leader who monitors the rules of the issues raised.

Hold a meeting before lunch: in this case, each participant strives to speak in a constructive way, since the delay turns out to be late for him and shorten his lunch.

Unscheduled orders from superiors (interference from management)

Organize a referent who distributes instructions from the manager to subordinates at certain windows

Give the manager feedback in the form of training, which leads to unscheduled "twitching" of the staff

Obtain an "interval of responsibility" from the manager. The period of time during which the manager does not interfere with the work of the employee. For example, in the morning an employee was given a list of tasks - in the evening they checked the quality of the work. In this case, the interval of responsibility is equal to a working day, 8 hours. If tasks were set on Monday - and we check on Friday - then the interval of responsibility is a week.

Technique failure. Megafon has a complex system, so it is highly likely that it will fail. Due to the fact that the modern pace of life does not allow abandoning technology, you need to be prepared for failures. Solutions to these minor and major technical annoyances are described in this part.

Equipment failures

Draw up a schedule for the control of equipment (regular inspection).

Troubleshooting Instructions

There should always be a spare cartridge for the printer in the office

Think over duplicating functions (scanner, copier, digital camera).

Conduct drills, work out emergency situations

Create Cognitive Maps. Description of the infrastructure within the radius of the office. Where can I buy something to print, etc.

Establish positive communication with neighbors, whose help can be used in case of emergency

"Mail Not Receiving"

Have a reserve in the form of free servers. Recommended mail.ru, yandex.ru

Be able to quickly find and forward the required letter.

Set your email client to quickly access recently sent e-mails

Personal problems. This section contains personal reasons for "unexpected" disruptions to the work schedule. This includes both traffic jams and problems with the tone of the body, the invasion of relatives and natural disasters. Today it is the most poorly developed segment of time loss prevention. Therefore, we are ready to accept and consider each of your new decisions not described below. Finds can be sent to [email protected] with a note in the Subject of the letter: "Thieves of time"

Good solution - parallel activity

Make a series of short calls

Using freehands to make a series of long calls

Listen to audio courses: business, foreign languages, etc.

Listen to audiobooks

You need to know traffic. What time are traffic jams, detour options. Plan trips during "no-cork time"

Learn to use webcams. Conducting virtual meetings instead of trips is an order of magnitude cheaper

To avoid traffic jams in the morning (before work) - you can get up early before traffic jams

Use a "mixed" way of moving around the city

If you need to bring / take something and do not necessarily require personal presence, then you can use the courier service

Sudden personal problems with oneself (feeling sick, feeling unwell)

Keep one employee up to date on the project. Build work in pairs (cluster model)

Provide for the possibility of “virtual work, home office

Regularly take vitamins, get enough sleep, engage in physical activity.

Invasion of Relatives and / or friends

Discuss with loved ones situations when it is worth calling and when it is better to wait

Clearly indicate what is urgent and what is important

Have an agreement with the hotel: where to relocate them

Partial participation in communication with them, redirection to others to solve problems. Participation with resources other than time

So, in order to conduct a detailed analysis of the management system of Megafon OJSC, the author in the work identified the advantages and disadvantages of time management, analyzed the functions of the head of the company. An analysis of the management structure showed that it meets modern requirements, i.e. the duties and responsibilities of employees are clearly assigned, the scheme for grouping individual units and the principles of their management are outlined.

In addition, in order to analyze the environment, the Outbook method in time management was considered.

Conclusion

Modern time management techniques: goal setting, classical planning, "golden" proportions of time planning (Pareto principle), delegation of authority, control of results and adjustment of goals. By studying the causes of problems over time and using the basic techniques of time management, the manager will be able to achieve high-quality and fast results.

The latest trend has been the introduction of a time management system in enterprises (corporate time management). Time management is a new direction in enterprise management.

There are three areas in corporate time management:

corporate time management of the enterprise;

corporate time management of individual divisions;

individual time management of leading specialists.

Corporate time management of the enterprise, first of all, is focused on the formation of an effective system of interaction between departments and officials of the enterprise. It involves the widespread use of local networks and information technology in the process of communication.

Thus, the use of a corporate time management system in an enterprise will be effective only in the case of an integrated approach to the time management process in a single organization.

Time management Russian Federation is still far from the parameters set by globalization at all levels: from an individual firm to society as a whole. Now leading managers are actively discussing the possibility of developing time management in Russia on the basis of one of the Western "models". However, without taking into account our national mentality, historical differences in the theory and practice of management, no method of using time can be rationally applied to Russian conditions.

In order to conduct a detailed analysis of the management system of Megafon OJSC, the author in the work identified the advantages and disadvantages of time management, analyzed the functions of the head of the company. An analysis of the management structure showed that it meets modern requirements, i.e. the duties and responsibilities of employees are clearly assigned, the scheme for grouping individual units and the principles of their management are outlined.

The assessment of the organization of management at the enterprise under study was carried out on the basis of the company's use of time management methods.

In addition, in order to analyze the environment, the Outbook method in time management was considered.