YEAR OF GOOD SERVICE TO THE CITIZEN

SOUTH SCIENTIFIC UNIVERSITY

RESEARCH TOPIC:

TIME MANAGEMENT

SUBJECT:

INTEGRAL MANAGEMENT

TEACHER:

MBA JULIO ESPINOZA

STUDENTS:

DE LA CRUZ CALIXTO, WILFREDO

CASTRO ORMEÑO, GABRIEL

HUERTAS AIQUIPA, ESTEFANI

NINAYA CONDORI, BRIGITH BRISA

PALACIOS QUISPE, ALVARO

LIMA-PERU

2017
 INDEX

1. Introduction.................................................................................................................5
2. Theoretical framework.........................................................................................6
[Link] management:.............................................................................................6
[Link] of time management ............................................................... 6
[Link] of time management................................................................7
[Link] management as a skill of the manager in the company.................10
2.3. Time management as a competence.............................................................11
2.4. Some tools for time management .................................................15
[Link] of time wasters ......................................................15
[Link] time management techniqueso .16
[Link].The Eisenhower matrixr .........................................................................18
[Link].The agenda..............................................................20
[Link] Case "Interview with CMP CEO"21
[Link]................................................................................................................32
5. Conclusions..............................................................................................................32
[Link] .......................................................................................................................35

Table 2.1 - Stages of time management ................................................................. 7

Table 2.2 - Implications of Poor Time Management..............................................11
Table 2.3 - Managerial Competencies
Table 2.4 - Rules for the Workday ....................................................................17
Table 2.5 - Daily productivity curve ....................................................................20
Table 2.6 - Eisenhower Matrix.................................................................................13
1.- INTRODUCTION

When we talk about productivity in a company, we refer to the degree

of efficiency and effectiveness that can be recorded in an organization through
the execution of certain management actions such as planning, the
organization, setting objectives, prioritizing tasks,
coordination and monitoring of it. To do so,
requires the use of a certain amount of time, a resource that apart from
being very valuable is also limited. Nowadays, time constitutes a
of the most relevant variables in the business context, as it influences the
productivity and in the planning of the collaborators of a company. This
this is especially true in these times of economic crisis, when the
organizations have been directly affected, being of great
the importance of proper time management that leads to better results
results, greater efficiency, and the achievement of all objectives
established.

Given that one of the purposes of Business Administration and Management

It is the pursuit of that efficiency, this work studies time management.
as a fundamental tool in the company to achieve greater
productivity. Therefore, knowing how to manage time properly is a
competence that a manager must acquire and/or improve in order to fulfill
meet all set objectives, delegate certain tasks correctly, guide and
organize the collaborators, among other things. Therefore, a manager has
que saber planificar, organizar y controlar tanto su propio tiempo como atender
to all the other members of the company.

Since work performance and time planning are combined in the

in the fifties, numerous studies have been collected in the literature on the
time management. Many authors emphasize that to achieve success in the
tasks time is an important element, but not only for that, but for
achieve a balance between professional and personal activities. In
this context the theoretical framework of the following work aims to present and
synthesize the state of the issue regarding time management.
Through the multiple studies and applications of time management, the
The main objectives of this work are to describe the value that management
of the time has for the executives of a company, to identify the main
causes of time loss for a manager and how this segment
organize your time for the development of tasks. Additionally, it is intended
find out if it is possible to develop two regression models that analyze the
percepciones a cerca de la gestión del tiempo para los directivos, con el fin de
use it as a guide for future research and in the practical field. To
Hello, an investigation has been carried out, the data of which has been obtained from
based on a questionnaire carried out with both executives and collaborators
company, with a quantitative and descriptive methodology.

Finally, the results of the research will be presented and the

corresponding conclusions, where the degree of achievement will be determined
of the objectives and the contrast of the hypotheses.
2.- THEORETICAL FRAMEWORK

2.1.- TIME MANAGEMENT: EVOLUTION AND DEFINITION

2.1.1.- Evolution of time management

For Claessens. (2007) the concern about time management is not

recent, as it was discussed during the 50s and 60s, where
various authors such as McCay (1959) or Drucker (1967) proposed methods
to improve the time management problems caused in the
job positions.

Precisely the McCay model (1959) of time management is one of the

most referenced in the literature. This author proposed the use of the records
as a timely way to ensure that a worker would perform
your task by using your time correctly. The concept used by McCay
(1959) on time management led him to the proposal and organization of
a training program, which is still being used today in many
organizations. This method is based on daily planning, as well as the
learning about task prioritization and how to manage them
unforeseen events. Therefore, these ideas posed by this author have
based on various books and articles that have been of great help to the
executives and managers of many organizations.

Later Drucker (1967) would also recognize the importance of a

adequate time management, especially in the field of management,
formalizing the concept and the approach in the workplace. It is then
When time management starts to be linked with efficiency. Drucker
(1967), in a chapter titled "Know Your Time", expressed all the
consequences caused by wasting time, both on a personal level
like for the organization. In addition to warning about the risks of wasting time,
it would also recognize that task planning would not always lead to
the completion of the planned work, especially under strong pressure from
time.
Therefore, these initial works included simpler solutions to the
lack of time in carrying out activities, such as establishing a
work plan, in order to increase professional performance. Others
recommended tools were daily planning, the granting of
priorities or the way to manage tasks and unexpected matters. All of these
remedies could easily be influenced by time pressure
realization or by the low control of the task by the subject (Claessens et al.
et al., 2007).

However, when discussing the evolution of time management, other authors such as
Cladellas (2008) and Cladellas and Badía (2010) argue that the concern for
time management emerged after the 1950s and 1960s, and that it
developed especially with authors like Katz (1978a, 1978b) and Katz and Van
Maanen (1977) starting from the 1970s. Some authors have
identified the phases or stages of the evolution of time management.

Table 2.1 - Stages of Time Management

STAGE ACTION OF THE SUBJECT

Notes and task list The subject was unable to manage time.
The subject can specify in greater detail
Agendas
the priorities and the objectives.
The subject prioritizes based on the objectives
Moderna and set goals, both short, medium or long term
deadline. The development search begins
the people
and the satisfaction of their needs.
The subject manages their own time.
On time management they take care of relationships and results in
based on the assessment of time in relation to
the important
and the effective, existing a balance of roles.
2.1.2.- Definition of time management

Regarding the definition of time management, now then, having in

tell what was explained earlier about the evolution of management
time, definition by some authors

According to Claessens et al. (2007) and Hellsten (2012), time management has been
described by relating it to many disciplines and many different terms,
including spontaneity, balance, flexibility, and control over the
time.

According to Crutsinger (1994), time management consists of determining what

One must do to set objectives, decide which activities are the most
important and realize that other activities will have to be
scheduled based on prioritization.

Aponte and Pujol (2012) establish that time management or administration is

a process in which clear goals or objectives are established, the determined
tools that favor time management, the time is taken into account
available and the use of time is verified, that is, the perception of
control over the use of personal time.

In interpretation, the authors believe that it is difficult to define management or

time management. Time management has been defined as the
process by which an individual achieves to perform tasks more efficiently and
goals, a process by which a person gains control of the moment and of
content of your activity. Whether related to the planning of behaviors
such as setting goals and activities, prioritizing by making to-do lists,
group the tasks that aim for an effective use of time, carry a
monitoring of behaviors aimed at observing the use of
time in the execution of activities, etc.
 2.2.- TIME MANAGEMENT AS A MANAGERIAL COMPETENCE
IN THE COMPANY

Regarding the company, there is great importance in time management that

In the organization, there is a recognized phrase about management
time in the company: 'whoever cannot manage their time cannot
administer anything else in the organization1(Peter Drucker) here is the
the importance of managing time properly to be more
effective and efficient in the workplace, and to be able to delegate, coordinate and
organize the collaborators. Companies increasingly value this
management, as it improves the productivity and competitiveness of the organization.
Well, it is profitable for a professional to execute many tasks in a short time and
best rated.

In relation to leadership, many managers and professionals complain about the

long list of tasks that must be completed, or the impossibility of meeting their
agenda for various reasons: interruptions, reliance on other people or
units, the inadequate organization of oneself, among others. However,
all members of the organization, including the executives, have the
same time regarding the hours that the day has to develop the
activities. In this context, as can be seen in the following table
Mengual, Juárez, Sempere, and Rodríguez (2012) determine the activities that
they imply poor time management, the most common responses to this and
the main consequences of such a lack of time.
 Table 2.2.- Implications of poor time management (Mengual,
Juárez, Sempere and Rodríguez, 2012

The most answers And the

Poor management
usual in the absence consequences of
of time
it is time this lack of time
implies that
they take to

- Being caught in - Work more hours. - Perform

the day to day. - Work faster. too many days
- They lose sight of each other - Thinking about it longs.
the objectives. make another person. - Being stressed.
- Things are rarely done - Postpone the tasks - Suffer problems
important. to be carried out. of health.
- Precipitation. - Having feelings
- Tension. of frustration.
- Make mistakes.

In companies, managers and employees must take into account that

to properly manage time in an organization, one must:

Firstly, to raise awareness that time is a scarce resource,

limited, non-storable, non-accumulable, nor transferable.
Secondly, it is one of the most important resources of which
Along with human talent, there is capital or knowledge.
Thirdly, that inadequate time management will hinder the use of
efficiently the other resources.
Fourthly, this implies adopting the necessary attitudes to develop
the appropriate behaviors regarding time management.
Therefore, managing time in the organization means mastering one's own.
time of work, instead of being dominated by it (Drucker, 1967).

For Drucker (1967), time management is a management tool.

that allows full control and management of the working time of
collaborator, whether managerial or not. Proper use of working time allows
to be efficient for managers, for collaborators, and for the entire organization, well
Whether individually or forming teams. On the contrary, a
inadequate time management in the company has consequences, as it does not
they would achieve the expected results within the set deadline.
 2.3 Time Management as a competency

We can say that time management is a skill that allows

set and respect priorities, to be more efficient in carrying out tasks and
reaching the objectives.

Figure 2.3 - Managerial Competencies

First of all, personal effectiveness skills that facilitate a relationship

effective interaction of the person with their environment, referring to both balance and development

personal as well as maintaining an active, realistic, and stimulating relationship

with the environment. They are competencies that influence the development of the rest of

competencies, thus highlighting:

Proactivity, which includes initiative, creativity, and personal autonomy.

Self-governance, in which discipline, concentration, and self-control are embedded.

Problem solving, which includes intuition, analytical ability, and decision making
of decisions.

Personal management, which involves time management, stress management, and

risk management.

Integrity: credibility, honesty, fairness.

Personal development, which includes self-criticism, self-awareness,

relationship of the person with themselves and with the environment and learning and
 personal change.

Secondly, intrategic competencies are given, which refer to the

executive and leadership capacity in relation to the internal environment of the
company, and they focus on developing employees and increasing their
commitment and trust with the organization. It includes the following
basic competencies:
Organization and Commitment and empathy.
communication. Leadership.
Delegation. Human Resources.
Coaching. Economic results.
Teamwork.

Thirdly, and as a complement to the two competences

previous ones, there are the strategic competencies. These refer to the
strategic capacity of a manager and its relationship with the environment of
company, being necessary for achieving economic results. It
include the following:

Business vision. Network of effective relationships.

Resolution of Negotiation.
problems. Inter-functional orientation
Resource management.

Customer orientation.
Therefore, it can be appreciated that time management is a skill.
directive, a competence directly related to personnel management,
What is another ability of the manager, their personal effectiveness.

There are different competencies related according to various authors:

For Macan (1994) about time management competencies:

a) Set goals and priorities, so the individual selects the tasks that
What needs to be done to achieve these goals.

b) Tools for time management, that is, all those techniques

that help to plan time such as schedules, task lists, or use
from the agenda.

c) The organization consists of the way in which the subject performs their tasks and
the order of your workplace.

d)The perception of control over time, which directly affects the

use of time by the subject.

For Laboris (2008) about time management competencies:

a) Reflect on the employee's mission in the company and what objectives

must comply with it.

b) Analyze the specific tasks that must be done to achieve those objectives and
decide which ones to execute directly and which ones can be delegated
or transfer to other departments.

c)Reflect on the time required for each of the tasks that have been
to execute, and if the sum exceeds the total hours of the workday, it
will study the possibility of reducing the time assigned to each task by
a new work system.

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2.4.- SOME TOOLS FOR TIME MANAGEMENT

In numerous face-to-face, distance, and online training programs, there is

include recommendations for managers and collaborators of the
companies manage time better. Classic works are also highlighted.
emerged from the 1990s, such as those by Garratt (1985), Seiwert
(1992), Gaedmann (1993), McCay (1959)
by Davidson (1996).

2.4.1.- Management of time wasters

An important aspect of time management tools is that

refers to the management of distractions and interruptions, which is
Consider time thieves (Kelly, 2003). These thieves of
they waste time moving from the productive to the unproductive, they are wasters and

time fragmenters, disrupting the allocation of priorities. The

planificación parece ser la estrategia más adecuada para ellos. Sin embargo,
there are some jobs that involve necessary interruptions, so there will be
to manage them instead of eliminating them.

Two classes of embezzlers or time thieves can be differentiated. By

On one side, major thieves have to do with the incorrect assignment of
time to tasks. They are caused by a mistaken conception of one's own
work and due to the excessive rigidity in the distribution of time by blocks of
activities. This causes a lack of flexibility.

On the other hand, the lesser thieves are found in the environment (email, phone,
meetings, travel, noise...); in people (unexpected visits,
interruptions, tardiness…); in oneself (disorientation, disorder,
indiscipline, lack of consistency and will...). To avoid them, it is necessary to require
recognition and surveillance, as well as the application of work standards
appropriate: knowing how to listen, knowing how to delegate, maintaining an order in the

information, knowing how to conduct interviews, being good negotiators, knowing how to say

No, set limits to our time, know how to synthesize.

0
The following are the main time wasters for
managers and collaborators of the companies:

a)Lack of information or the information is incorrect

b) Errors by the collaborators.

c) Insufficient or inadequate delegation to collaborators.

d)Incoming or outgoing phone calls.

e)Interruptions of all kinds (visits, for example).

f) They do not set goals or priorities.

g)Scarce or inadequate communication.

h) Trying to do too many things at once.

i)Making erroneous or unrealistic weather forecasts.

j) Wanting to do everything by oneself.

k)Inability to say no.

l)Inadequate organization of the company or department.

m)Inadequate personal organization.

n)Address urgent and unimportant matters.

o)Leave and postpone things for later.

p)Too many meetings, or meetings that last too long.

q) Do not use a planner.

r)Lack of motivation.

s) Too much paperwork.

t) Distractions.

u)The deadlines and activities are imposed.

v)Absence of a culture that values time management.

1
2.4.2.- Other time management techniques

The ideas addressed in Seiwert's (1992) work, titled 'Your Time is

"money", are of great importance to many executives and have a content
more educational than scientific. Some of these ideas have been developed in
many training programs on time management. These ideas are
based on the creation of worksheets in which the points are established
strengths and weaknesses of the activities carried out by the executives, providing
special attention to the time lost in setting goals, in the decision-making process
of decisions, when work is organized, when work begins and
in the process of information and communication.

According to Seiwert (1992), to achieve proper time management, the

managers must establish certain percentages in their planning. Specifically,
only 60 percent of the workday should be planned, reserving 20
percent for possible unforeseen events and the remaining 20 percent unplanned.
That 60 percent of the work planning should be dedicated to all the
short, medium, and long-term themes, but always setting priorities and
taking into account all those tasks that can be delegated and even
delete.

Therefore, the author emphasizes the importance of analyzing and managing all the
possible interruptions and time losses; the need to carry out a
written planning, realistic, flexible, constant and coherent; analyze the
activities and incomplete tasks; learning to manage the important from the
urgent; establish deadlines and manage time more in terms of
results from activities; analyze unproductive and routine tasks;
use creativity and include variety in time management; evaluate the
duration of the tasks and carry out a review of techniques and principles of
time management.

In addition, Seiwert (1992) proposes a series of additional tools.

related to time management. Although they are issues

2
 relatively old, some of them are quite regarded
currently in the study of time management. These are the following:

Time
)a management throughout the day: those must be developed
competencies that must address habits, emotions, cognitions
thoughts and relationships, both in the professional realm and in the
personal.

Table 2.4 - Rules for the workday (Source: Seiwert, 2012)

Rules for Rules for the Rules for the end

start the course of the of the day
journey journey
- Start the day of - Manage meetings, - Finish the
positive way. interviews, phone jobs that have
- Breakfast email. stayed without
adequately - Try to adapt the finish.
you. deadlines. - Control
- Going to work without - Delegate the matters the results and to
hurries. urgent y no oneself.
- Start the day important. - Plan the time
labor issues on time. - Avoid the activities for the day
- Check unplanned next.
daily planning. and unexpected. - Going back home with
- Use the filters: - Finish the work positive attitude.
secretary. started. - Setting a goal
- Address the matters- Fix a hora for each day.
complicated calm and flexible.
and important for the - Manage
tomorrow. interruptions.

3
ABC
b) analysis: based on Pareto's law, also known as the rule
from 80/20, it is established that approximately 80 percent of
Consequences come from 20 percent of the causes. It is a foundation.
empirical figures that are not exact and may vary. Based on this, the
The author suggests that about 15 percent of the tasks classified as A tasks.
(the most important) contributes on average to
65 percent of the objectives, 20 percent of the tasks B (the least
important factors) influence approximately 20 percent of the objectives,
and 65 percent of the C tasks only influences 15 percent of the
objectives, then these are the least important. Consequently, a 65
percent of the time should be allocated, approximately, to the tasks
classified as the most important tasks, that is, the A tasks.

Study
)c of the productivity curve: it proposes the challenge of respecting the
daily productivity curve, similar to the one recorded in the following
figure. This means that the executive must find out at which hours of the day
feel more active, with a lot of energy and creative. And on the contrary, it must
establish in which periods they are more exhausted. It also proposes
attend to one's own physical, emotional, and mental biorhythms2.

Figure 2.5.- Daily productivity curve

0
[Link].- The Eisenhower Matrix

Among all the competencies proposed by Seiwert (1992, 2012), the one that stands out the most

what stands out is the one that is done through the Eisenhower matrix. The
The main way to improve productivity is carried out through the
organization and prioritization. To do this, it is necessary to learn to distinguish what
important and the urgent from everything that is not, that is to say, to prioritize based on

to these two ideas.

Urgent activities are those in which temporality predominates.

the task and the consequences of not completing it, that is, they have an effect on
short term, performing these tasks compulsively and immediately,
subtracting time from tasks, it is advisable to evaluate urgency, is it?
Is it really necessary to do this task now? What happens if I don't do it?
task?

On the other hand, important activities do have long-term effects.

they are essential, but they are not always addressed immediately, it is
to say, they are not urgent even though they require special attention. It is
recommended to properly manage our time to know if
Is this task important to achieve the goals I have set?

The priority assigned to each task is based on time.

what each one requires and the deadline to execute it, giving greater preference
to this last one, despite the fact that priority should be given to those
activities that have a direct relationship with the objectives being pursued
reach.

Based on these concepts, we will develop the Eisenhower matrix, which

it consists of four quadrants divided into two main axes, which are by a
on one hand, the urgency of the task, and on the other hand, the importance of the task.

Depending on the task, it will be placed in one quadrant or another.

Quadrant A (Urgent–Important): in this quadrant we will find ourselves

with all the activities or tasks that are fundamental for the
achievement of your objectives, assuming a risk if they are not carried out in a
1
 fixed time. It is a quadrant that must not be saturated, as
they demand immediate action, often arising from a bad
planning.

Quadrant B (Not Urgent - Important): here we find ourselves with all

those tasks that we know are important to achieve our
objectives, but as they are not urgent tasks that can be completed in days
successive periods with a lower workload produce effects on
medium and long term. In relation to the previous quadrant, it should not be
filling with tasks because it can carry a risk of not being able to complete them
correctly all, leading to a false achievement of objectives,
becoming urgent tasks. Let's remember that an effective
time management significantly increases the productivity of a
person.

Quadrant C (Urgent–Not important): in this quadrant the key word

is to delegate, since they are matters of high priority but their level of
importance is not high enough, that is, they are not fundamental
for the achievement of the established objectives. The act of delegating is very
relevant, as it is essential to know when to delegate, what needs to be
about delegating and to whom it should be delegated. The trust placed in another
a person increases productivity, both of that person and of
the same.

Quadrant D (Not urgent - Not important): the main thing to keep in mind
in mind in this quadrant is that all those should be placed
tasks that can be discarded, that is, they are tasks that you know are
they must do but are neither important nor urgent, and perhaps with the
The passing of time may turn into tasks belonging to another quadrant.

2
 Table 2.6 - Eisenhower Matrix

Typically, the aim is to solve those problems or tasks that are perceived.
as urgent, reducing attention to all those tasks that are
really important. Over time, all those important matters that
Those who have not been attended to will become urgent, thus triggering a crisis.
debido a la atención de asuntos de urgencias. Por ello, esta herramienta obliga a
evaluate the tasks that need to be done, plan, delegate, or discard actions
depending on the objectives that have been set, bringing efficiency to the
time management.

3
[Link].- The agenda

As noted by Seiwert (1992), a well-known tool to help

executives and collaborators of companies to adequately organize their
time is the agenda. The agenda is a small book (or online file) in which
se realizan anotaciones con las tareas que una persona debe realizar en un
deadline or within a certain period of time. The ideal format of this
tool to help increase the efficiency of the manager, through the
organization and time management, should include as sections in the daily sheet,
among other things, all those tasks that are urgent and important, just as
as explained in the previous section (Eisenhower matrix). In addition, it will be necessary to

include sections where the subject can set their short-term goals or
medium term and a possible organization of priorities in the tasks that need to
to carry out. Another tool that facilitates the agenda is to determine a section
concrete for a contact list.

The emergence of electronic agendas or adaptations for the latest mobile devices
generation to be able to carry out a daily planning has been very helpful
to promote to some extent time management, both professional and
personally.

4
3.- PRACTICAL CASE - INTERVIEW CEO CMP

Below is the interview conducted related to the framework

theoretical developed previously. This interview is investigative in nature,
exploratory or preceding, since based on the results generated in it
It will determine the advisability of further investigating through subsequent research.

The interview was conducted in the following parts.

First of all, the questions of interest have been designed according to the
investigation.

Finally, the results will be presented and conclusions will be drawn that
may derive from the present work.

5
4.- CONCLUSIONS ABOUT TIME MANAGEMENT

Regarding the theoretical conclusions addressed in the theoretical framework, it

It manifests the importance of time management as a competency each
most significant for the organization, planning, and for setting
goals, both personally and professionally. In times of crisis the
the importance of time management increases, as it becomes crucial in difficult situations.
appropriate time management generates in companies, in the
managers and collaborators new perspectives and changes in attitude, it
which entails new behaviors, greater efficiency, and better results.

The use of certain time management tools, such as the

planning through agenda, the analysis of embezzlers or the matrix of
Eisenhower allows for increased efficiency and the acquisition of related skills.
with the management of one's own time and that of collaborators.

6
5.- BIBLIOGRAPHY

Laboris (2008).Gestión del tiempo: claves para optimizar el tiempo de trabajo.

[Link]

Martínez, J. A. (2011a). Leadership and managerial competencies in times of crisis.

Contributions to the Economy, 3, 1-18.

Martinez, J.A. (2011b). The learning of management competencies within the framework
of the European Higher Education Area, the case of the Degree in Tourism.
Education and Development Notebooks, 3(25), 1-17.

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6.- ANNEX