Summary of Theory and

TIME MANAGEMENT
Practical Work Guide

SUMMARY

Page
Module presentation 6

Summary of theory
I. Ranking of activities and planning their execution 11
I.1. Classification of activities 11
I.2. Planning the execution of activities 13
II. The approach to time management 16
III. The approach to time management in the professional environment 18
IV. The tools of time management 19
V. The agenda 20
VI. The electronic agenda 22
VII. Time planning tools 23
VIII. The advantages of poor time management 24
IIX. The obstacles of time management 26
IX. The Time-Munchers 27
X. The twelve symptoms of poor time management 28
Practical Work Guide 29
I. TP1 30
II. TP2 32
III. TP3 34
End of module evaluation

Bibliographic list

Annexes

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MODULE : TIME MANAGEMENT

Duration: 30 H
60% : theoretical
40%: practice
FIRST LEVEL OPERATIONAL OBJECTIVE
OF BEHAVIOR
EXPECTED BEHAVIOR
To demonstrate his competence, the intern must apply a method of
time management according to the conditions, criteria, and specifics that follow:

EVALUATION CONDITIONS

• Consistent work in planning the execution of activities.

• Based on representative situations from the business environment and concerning
on planning and time management.
• Using the inventory management tools employed in the company.

GENERAL PERFORMANCE CRITERIA

• Respect for time management methods.

• Optimal use of time.

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FIRST LEVEL OPERATIONAL OBJECTIVE

BEHAVIOR

DETAILS ON THE PARTICULAR CRITERIA OF

EXPECTED BEHAVIOR PERFORMANCE

A. Classify the activities Classification of activities based on:

• their level of performance;
• their deadline;
• their complexity.

B. Plan the execution of activities • Realistic evaluation of execution time.

• Exact determination of priorities.
• Booking of appropriate periods for
the unforeseen events.

• Determination of the execution moment in

function of classification and priorities.
• Wise use of management tools
of time.

C. Determine the activities that can • Exact reconnaissance of activities at

to be carried out by others delegate.
people. • Determination of the appropriate persons.
• Correct data transmission
related to delegated activities.

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SECOND LEVEL OPERATIONAL OBJECTIVES

THE INTERN MUST MASTER KNOWLEDGE, SKILLS, AND ABILITY TO PERCEIVE OR

KNOWLEDGE-BASED JUDGMENTS PRELIMINARY TO DIRECTLY REQUIRED LEARNINGS FOR
REACHING THE FIRST LEVEL GOAL, SUCH AS:

Before learning to classify activities (A), the trainee must:

Evaluate your schedule.

2. Distinguish the different inventory management laws.

Before learning to plan the execution of activities (B), the intern must:

3. Recognize the importance of good activity planning.

4. Describe the personal qualities necessary for good management.
weather
5. Distinguish between types of agenda (tax, electronic, etc.)
6. Describe the elements of a work plan.
7. Recognize tools used to create work plans.
8. Explain the ways to use management computer tools.
weather (Outlook,………).

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MODULE PRESENTATION
For reference:
This presentation must:
Place the module in relation to the training program;
Provide a brief description of the major steps of
conduct of learning activities concerning the
skills aimed at by the module;
Specify the duration of the module and the allocated hours.
theoretical and practical parties.

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Module: TIME MANAGEMENT

THEORETICAL SUMMARY

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The content of the theoretical summary must cover all the objectives aimed at by the
competence related to the module in question by developing:

-Basic theoretical concepts (Definition, illustrative diagrams,

demonstrations.....) ;
-Application exercises;
- Continuous assessments.

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INTRODUCTION
Time is a resource that everyone has to accomplish
tasks within deadlines; but time is not elastic, we
cannot store it, unfortunately, we cannot put any
off-peak hours to be able to use them for a few weeks
later when there is a workload overload. Also, does it belong
It is up to everyone to know how to make the best use of this resource. Manage your time.
means not wasting it, being better organized, working faster
and more effectively. It belongs, therefore, to the manager, and to him alone,
to effectively manage one's work time for efficiency
maximum. For example, for a work week, we only have 40
hours, which represents 8 hours a day, the manager must be
perfectly organized to distribute his work within this schedule
if he doesn't want to be overwhelmed, which often has a negative effect and
it suggests a lack of personal organization. With a
a little self-discipline, a little organization, a little logic and
With determination, it is possible to achieve it and save valuable time.

So, what is time? And how to manage it?

Philosophers define time as one of the two
dimensions where the phenomena of human actions take place,
the other being space. They raise a fundamental problem:
Man is caught by time, while striving to escape it.
Each individual who is born has a 'time capital', the duration of
his life that he inexorably consumes over the years and that he
wants to make it grow as much as possible. Time therefore dictates
our life, every morning wakes up with a certain number of hours
in front of us. How are we going to distribute them? Work, Sports,
Meals, Leisure, Reflection... Do we always have the time to do
what we want to do or are we chasing time?
Do we always finish what we start? What
we feel frustration when we do not have the opportunity to
carry out certain activities successfully?

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It seems that time is a precious commodity that

conditions the organization of our activities.
The problem is, then, to know what we do with our time,
to analyze it, to study our own behavior towards time
in order to manage it better.
Managing your time means being effective in accomplishing these
activities, to program them rationally and to control their
achievement. By managing one's time, one can ultimately say to give oneself the
time to do things.

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Ranking of activities and planning of their

execution
In what order should the activities be conducted? Are there any actions?
["urgent?","important?","difficult?","exhausting?"]
In general, activities are classified according to different criteria.

Section I: Classification of activities:

I/ Ranking of activities according to their deadlines:

In life, within a company, one often hears about
the term "due date" which represents the date of execution of
obligations and various transactions, for example, payment of a
this.
So, when we want to talk about a past activity, we want to designate
which is urgent. But the term "urgency", in the technique of
time management is related to the term 'importance'.
However, we measure the urgency by asking whether the fact of not
completing such a task immediately jeopardizes the achievement of
company objectives. Activities can easily be
classified according to their degree of urgency. And we measure the importance by
demanding whether failing to carry out such or such activity puts
the company in danger.
By assessing the urgency and importance of each activity, we can them
characterize as follows:

TIME MANAGEMENT MATRIX

Urgent Not urgent
Important 1- Crises 2- Prevention
Problems Analyze of
pressants news
occasions
Planning
Interview you
network
Recreation

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TIME MANAGEMENT MATRIX

Urgent Pas urgent
Pass 3- Interruptions 4- Waste of time
important telephonic Activities
Correspondence joking and
Meetings useless who do not
allow the
realization
of no objective

We must get into the habit, when planning activities for the
the next day, to place them in one or the other of the four cases of
table. We will then be able to proceed with better planning.

1- Urgent and important:

Urgent and important tasks should be undertaken as soon as possible.
possible and it is ideally you who will have to take care of them.
Since they can have a vital importance for the future of
your company and that you are, probably, the only one to have a
a clear idea of long-term goals, it is up to you to pursue them
to accomplish; unless, of course, you give a clear mandate
to a collaborator.
By managing your time better, you will notice that the number of
urgent and important activities will gradually decrease.

2- Not urgent but important:

These are important activities for the future of the company but that
can wait. These are the activities.

3- Urgent but not very important:

These are the activities to delegate to colleagues.

4-Little important and little urgent:

These are activities that can be temporarily ignored or
quickly classified if we have time. The number of these activities

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will decrease, gradually, as the time management technique

is improved.

II/ Ranking of activities according to their level of performance:

Activities must be classified according to their level of performance.
The latter can be measured by asking whether the fact of not
completing such or such a task puts the company in danger, that is to say
that will impose on him more or less significant costs, or by
asking the following question: After performing such an activity, what will
win the company? So, the activity that is more profitable at
The company must be led first and foremost.

III/ Ranking of activities according to their complexity:

It is possible to postpone the work to be done during the day.
according to the complexity of the work.
The most complex activities will be reserved for the periods
the calmest times of the day and according to their urgency. A
Conversely, the simplest tasks will be carried out during the
the noisiest or most disturbed periods when it is more
difficult to think and to provide more complex work and always
depending on the urgency.

Section II: Planning of Activity Execution:

Good time management requires planning: How
can we organize, intertwine the activities to fit them into the
how much time do we have?

I/ Realistic assessment of the duration of activity execution:

It is essential to assess the expected duration of the actions to
to undertake to allocate them a 'time budget'. This allows
to have a clearer vision to plan them. But, it is necessary
stay realistic regarding the schedule: it's better to
stick to a few tasks rather than having an impressive list of
tasks to do and only complete part of them.
It is better to overestimate the time you think you need to
to perform a task. This way of functioning allows to respect the
schedules. It is even advisable to plan one's day in such a way that
save free time. This way, we are less likely to

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stuck between a job to submit immediately and a

last minute urgency.

II/ Accurate determination of priorities:

"How to set priorities?

Make a list of tasks to be done every day;
Define urgency and importance: these are the two criteria of
basis for defining priorities: urgent tasks and
important tasks need to be completed first;
Break down complex tasks into a series of
small achievable tasks that are incorporated into the job of
weather
Evaluate the expected duration;
Order the list: assign an order number to each activity
based on the defined priorities. This will allow to know in
what order should we plan them in

The law of LABORIT

It is advisable to do:
what is easy before what is difficult;
what pleases us before what displeases us;
what is quick before what takes time;
what we know before what is new;
what others impose on us before what we choose.

III/ Booking appropriate periods for unforeseen events:

In time management technique, one must allocate a span of
time for certain tasks that will unexpectedly come up.
Moreover, the scientist NERAC shows us the importance of the
reservation of a time slot for unforeseen events.

NERAC Method:
- Noter les activités et les échéances ;
Evaluate the necessary duration;
Reserve a safety margin;
Arbitrate the priorities;
Control and rectify.

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IV/ Determining the execution time based on the

classification and priorities:
After ranking the activities and establishing priorities, it
It will be necessary to determine the timing of these activities.
c’est-à-dire établir un emploi du temps. Pour cela, on peut utiliser la
next activity grid:

ACTIVITY SCHEDULE OF..................

Number Duration
Order Activity Time Planned Effective
1
2
3
4
5

V/Determination of activities to be carried out by other people (the

delegation)
Delegation is an organizational method that involves for a
responsible for assigning a subordinate to achieve objectives
developed together while giving him real autonomy regarding the
means and methods within a defined framework, by assisting
in the difficulties encountered and taking stock of the results
as part of the control procedure whose methods and the
frequencies are defined in advance.
Delegation is a state of mind and is part of an approach to
decentralization and trust in labor relations.

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THE TIME MANAGEMENT APPROACH

1/ I analyze:
What do I have to do?
List everything I have to do;
What is my available time?
Assess the time I have.

I make choices:
In what order should I carry out my activities?
Are there any urgent, important, long actions?
difficult, tiring, unpleasant,…….
It's about setting priorities in what needs to be done,
respect the authority constraints in the execution of
tasks.
How to set priorities?
From the list of activities to be carried out:
Define urgency and importance: these are the two
basic criteria for defining priorities. The tasks
urgent and important tasks should be done first.
Evaluate the expected duration: it is essential to assess the
expected duration of actions to be taken, for their
create a time budget. This allows for a
clearer vision to plan them.
Sort the list and assign an order number to
each activity according to the defined priorities. This
will allow us to know in what order we will plan them.
3/ I plan:
How to organize, intertwine my activities to fit them in
in the time I have?
Choose tools that allow me to plan
effectively
Choose the right moment;
Choose the most appropriate moments to carry out
these activities.

4/ I control:

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Any planning is a forecast of the organization of one's time. Do I have

Did I accomplish everything I had planned? Is my forecast realistic?
Therefore, it is necessary to monitor the execution of tasks.

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The approach to time management

in the professional environment

It aims to manage the resource 'time', or rather, with

to achieve the tasks within the given deadlines and to
organize among themselves when they depend on each other.

An analysis phase:

This phase allows for the repair of constraints.

Identify organizational problems.
Evaluate the timeframes for task completion.

A phase of reflection:

Based on the facts gathered, what can we conclude? Is there a ...

organization problem? is it simply about planning? or about
reorganize? can we criticize the existing system?

It is necessary to carry out a diagnosis and ask questions.

Identify the causes and the dysfunction
Repair the importance of these different causes

A planning phase:

Depending on the issues repaired or the assessments in the phase

previously, it is about:

Define the periods;

Respecting the constraints of authority, cost, quality,
of organization;
Eliminate the causes of dysfunction;
Choose the right tools.

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The tools of management

temps
Here are some tools commonly used in the field
professional to manage time.

Calendars: we frequently use calendars in the workplace.

professionals, they allow noting various information and
indicate the operations to be performed at a specific date/time (R.D,
deadlines of ...).

The schedules: they allow for the filing of documents by date when
they must be processed (letters, drafts to be cashed...).

The schedules: they visualize the organization of tasks in the

time, or their distribution across different jobs. They are the tool
the most commonly used in the professional environment. (see appendices)

The electronic agenda: modern tools using technology

computer science. Recently developed in terms of management
temps :
Professional applications: there are those with simple applications
used by individuals, their prices are relatively low. For the
professional applications, there are more models
refined, are intended for a single user.

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THE AGENDA

Very often, managers prefer to hold their agenda and take

their appointment themselves. If this is the case, the secretary must know
demand that your superior keep you informed of their movements, because
nothing has a worse effect than a secretary who never knows where
est son patron, et ne peut indiquer ses heures approximatives de
return.
The ideal is of course that the secretary is responsible for taking
appointment itself, which allows her to know exactly
the schedule of his superior. But that is not always
possible et dans ce cas, elle doit tenir un agenda en double qu’il soit
electronic if you are networked or traditional.

The paper or traditional agenda

What is it for?
It is used to record all actions that take place at the time or date.
fix: appointment, meeting, travel, event,.... These actions
must be noted in pencil and you must have an eraser at all times
under the hand.

How to be precise?
When you make an appointment for your boss, take note very
precisely the exact address and the phone number if it must be
move and agree with him on a distinctive sign if the meeting at
location in his office: this will avoid inevitable back-and-forths due to
imprecise agendas.

How do you get your boss to be on time?

Know how to cheat, if your boss tends to always be late,
cheat a little on the exact time of the appointment to force him to be there
the hour (15 min difference)
watch out for travel time: do not make two appointments
regardless of distances or simply of your desire
to take a breather or update his notes first
to start a new appointment.

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4/ Be mindful of your boss:

Make sure to preserve time slots in agreement with him so that he
may dedicate themselves to study or reflection. Avoid overloading
the schedule of a day before or after a trip
(be careful of fatigue due to the time difference).

5/ Anticipate
Always keep an eye on the upcoming weeks for
anticipate, foresee or organize a longer-term action: remind
your boss the priorities of the agenda to avoid putting everything on
work at the last minute.

6/ Check in very regularly

If possible every day with your boss; when he is at
outside, he makes commitments himself: take note of them
systematically on your agenda upon his return.

7/Make an appointment with your boss

The way to meet your boss regularly is to
block a time slot on the agenda, so he will dedicate time to you
time differently than between two appointments!
Let's not give the agenda a role that is not its own: in
in no case is it useful to note all the things you have to do not
a reminder; it is not designed for that, unless it is a
"organizer" with additional sections as they are blooming
at the stationers' shop window but whose effectiveness for a secretary
remains approved (unless she undergoes specific training for it
learning to work differently with this type of tool.

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THE ELECTRONIC AGENDA

Linked to business messaging. The electronic calendar is essential.

gradually but timidly in France.

What is the electronic agenda about?

It is a tool designed to better manage group work.

If your boss works alone, If his contacts are

mainly external to the company; The electronic agenda does not
Don't impose yourself on managers accustomed to working in teams.
The electronic agenda allows to organize their schedule.
distance.
Book a room
Set a meeting date
Find a common time slot
Avoid double bookings
Ensure much better coherence between the framework and its
secretary
It is also a tool that allows for better organization.
The reminder for scheduled tasks is done through a visual alarm.
. my mention of work not performed on the said day may be
automatically rescheduled from day to day.
Some agendas also offer a database function.
with configurable forms for contract management.
The management of the electronic agenda by the secretary requires the
same constraints as with the paper agenda.
You need direct access to your boss's agenda for the
consult it or put it up to date. It needs to be done the very point
regularly to notify of changes.

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TIME PLANNING TOOLS

Watch
Schedule

Mini-cassette
Answering machine
Mobile phone
Email
Wrinkle-free pocket-emptying clothes
2-in-1 products
Internet
Chronograph
Calendar
Timetable
Agendas
Memory aid
Planning
Directory
Action plan

Dashboard

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THE ADVANTAGES OF POOR MANAGEMENT

OF TIME

a) Social Benefits:

Feeling important, harassed,

Situations of 'stardom'; example: jokes,
Comment,
Compliments, reproaches…

b) Biological advantages:

The noise, the pressure, the stress stimulates; for example: makes the heart beat
Heart,
Overwork allows one to stay thin; example: loss of appetite,
Stir-fried dishes,
Taste for thrills; example: running after
Appointment.

c) Psychological advantages:

Escape from unpleasant situations,

Avoid having to say "no".
Avoid having to choose,
Avoid solving a 'thorny' problem.

AT THE OFFICE
How to deal with the pile of papers that is accumulating? One solution:
read, sort, throw away several times a day.

ON THE AGENDA
Use only one calendar, don't fill it up too much to cope.
unexpectedly and set goals for yourself.

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WITH THE COMPUTER

Clever: use shortcuts for applications and files
the most common and create document templates.

ON THE PHONE
Group your calls to reduce harmful interruptions to your
focus and use your messaging.

WHILE READING
Before enrolling in a speed reading course, learn to probe
a text or to do targeted research on the internet.

WHILE WAITING
In the taxi or on the train, don't tense up, enjoy the moments.
dead to relax or to update yourself.

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THE OBSTACLES OF TIME MANAGEMENT

Personal attitude (I do not have a methodical mind)

Disruptions (boss, collaborators, employees)
The phone
The unforeseen
Emergencies
Courier and paperwork
Meetings
Déplacements
The organization's mentality (laissez-faire)
Unclear goals and priorities
The lack of planning
The lack of human resources (becoming a new victim)
but the master of your time
Disturbances of all kinds: (colleagues at work,
phone….)
Representing one of the main obstacles.

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The crunch-
weather

Unexpected or too long phone calls.

Interruptions ou dérangements (collègues ou visiteurs entrant à
the unforeseen).
Open doors "duty of availability".
Insufficiently trained or competent personnel.
Meetings that are too frequent, too long, or unnecessary.
Vague objectives, changing priorities.
Lack of daily work plan.
Ongoing unfinished work.
Perfectionism.
Lack of order, messy office.
Insufficient delegation.
Scattered and too many interests.
Lack of information - poor communications.
Inability to say 'no'.
Trend of postponing conflict resolution.
Delays in decision making.
Fatigue, overwork, stress.

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THE TWELVE CLASSIC SYMPTOMS OF A BAD

TIME MANAGEMENT

1. Continuously overloaded schedules; frequent obligation to

to work in the evening and on weekends.
2. Deadlines not met; need to do 'catch-up'.
3. Lack of depth in the handling of issues.
4. Rushed decisions, despite the risks they carry.
Fear of delegating.
6. Constantly putting out fires: prioritizing the short term over
medium and long term.
7. Inability to refuse any new task that arises.
No availability for an appointment for two months.
Feeling of not being in control of the situation, of losing sight of one's
objectives and priorities.
10. Perfectionist.
11. Stress and burnout.
12. Little or no time for family life, social life, or for
leisure

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Module: TIME MANAGEMENT

GUIDE TO PRACTICAL WORK

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I. Practical Work 1: title of the Practical Work

The activities organized by companies are often

repetitive, which allows the establishment of standard task lists that it
just need to adapt to the situation. We can distinguish the activities
regulations that govern the proper functioning of the business and the
activities that occur occasionally.

ORGANIZATION OF A MEETING:

Write and distribute the report

Set the agenda of the meeting
Establish the list of participants
Set the date
Set the place
Book the meeting room
Call the participants
Plan for note-taking
Prepare the meeting room (furniture and equipment, decoration,
supplies, drinks...
Prepare the documents and files to be distributed

T.A.F :
In the task list for organizing a meeting:
Establish a priority order for the different tasks
Create a table where you list the tasks to be done.
before, during and after the meeting

I.1. Objective(s) targeted:

Task ranking
-

I.2. Duration of the lab: 1 hour

………………………………………………………………………………………

I.3. Equipment (Equipment and materials) by team:

a) Equipment :
-

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-
-
-
b) Material of work:
-
-
-
-

I.4. Description of the lab work:

………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
I.5. Course of the practical work

………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………

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II. Lab 2: title of the lab

ORGANIZATION OF MAIL DISTRIBUTION

Go to the mailbox to pick up the mail,

Distribute to the relevant services,
Draw according to the object: order, complaint,
quotes, factor statements
Drop off the mail at the secretary's office.
Perform the first sort,
Open the envelopes,
Put the mail in the folder for the visa.

T.A.F :
Establish the order of priority for the tasks related to the treatment of
mail.
II.1. Objective(s) aimed at:
-
-

II.2. Duration of the practical work:

………………………………………………………………………………………

II.3. Material (Equipment and work materials) by team:

a) Equipment:
-
-
-
-
b) Material of work:
-
-
-
-

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II.4. Description of the practical work:

………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
II.5. Course of the practical work

………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………

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III. Lab 3: title of the lab

In order to manage his time, Mr. ALAMI has completed the
following forecasts of tasks, which will be spread over three
weeks starting from 1heon June 20th:
Writing 3 letters and 4 reports requested by the CEO.
for 02/06/2003; the drafting of each document is 30 minutes;
Every day, he answers phone calls from third parties.
(about 5 people) and the duration of each communication is 10
minutes;
He reads the newspapers and magazines every day; the time must not exceed 30.
minutes
Prepare the list of participants for the meeting that will have an agenda
today the expansion of products in the 'south' region which
will be organized on June 12, 2003, thus the preparation of the list will last 1
time, 8 days before the scheduled date of the meeting;
Calculate the salaries of employees, taking into account the
justified authorizations, medical certificates…..This work will begin
on June 15, 2003 for 4 hours;
Prepare the appropriate room for the meeting: chairs,
tables.....Don’t forget the contacts and the reservations made with the
caterers; do all this work 4 days before the scheduled date of the meeting;
Send the invitations for the meeting participants, this
work will be done in the afternoon to prepare the list of
participants : 2 heures à partir de 14 heures ;
Prepare the list of administrative staff needs for the year
2003 - 2004
Book a plane ticket for a trip to France at the end of the month.
in order to attend a training seminar: this work will begin on
June 19, 2003, and will conclude on the 20th of the same month (4 hours of
preparation) ;
Prepare the travel itinerary on the same day of the
reservation: 2 hours;
Distribution of the meeting minutes, a day after the
meeting
Ask the staff to prepare the list of requirements.
office supplies for April 14, 2003;
Visiting the departments is a daily job.

OFPPT/DRIF 35
Summary of Theory and
TIME MANAGEMENT
Practical work guide

T.A.F.: Classify, according to the order of priorities, the tasks above,

relatives in June 2003.

III.1. Objective(s) targeted:

-
-

III.2. Duration of the practical work:

………………………………………………………………………………………

III.3. Equipment (Tools and materials) by team:

a) Equipment :
-
-
-
-
b) Material of work:
-
-
-
-

III.4. Description of the practical work:

………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
III.5. Course Progression
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………
………………………………………………………………………………….………

OFPPT/DRIF 36
Summary of Theory and
TIME MANAGEMENT
Practical work guide

Module end evaluation

OFPPT/DRIF 37
Summary of Theory and
TIME MANAGEMENT
Practical Work Guide

List of bibliographic references.

Work Author Edition

Note: In addition to the works, the list may include any other resources deemed appropriate.
useful (Websites, manufacturer catalogs, cassettes, CDs, …)

OFPPT/DRIF 38