GUIDELINES TO NRDC feb 24 2014
GUIDELINES TO NRDC feb 24 2014 GUIDELINES TO NRDC feb 24 2014
Step 2: Analyze ResultsIntroduction Second step is analyzing log entries and identify time wasters. If youdidn't accomplish much, was it due to work habits, interactions withpeople, or priorities?Work habitsPoor work habits cause time wasting:ActivityTime-wasting behaviorManagingx Didn't gather enough--couldn't start the task.information x Gathered too much--became overwhelmed.Meetingx Accepted an unrealistic deadline--doomed from the start.deadlinesx Had none. Jobs don't get done (or take longer) withoutdeadlines.Estimatingtime requiredx Underestimated time needed. Remember Murphy's Law--everything takes longer than expected.Maintaining x Worked on low payoff jobs.focusx Kept busy by tidying up files, making long phone calls, orsearching for misplaced items.x Didn't tackle a tough job--couldn't get started.x Jumped from job to job and didn't finish any.Meetingx Failed to meet standards, so you had to do it over.standardsx Exceeded standards, but squandered time turningsomething good into something perfect.Interactionswith peoplePoor interactions with people waste time:PeopleTime-wasting behaviorBossVisited your boss several times--x To get instructions.x Have work checked.x Ask for permission to act.Other people x Repeatedly talked to the same people to get informationyou should have gotten the first time.x Spent time with people who couldn't help you.x Wasted people's time by being unprepared or allowinginterruptions—wasted their time and wasted yours.x Made too many commitments.x Took on other people's work.NRDC GRC – Staff Handbook 3-8
Step 2: Analyze Results, ContinuedPrioritiesPerhaps you wasted time doing things right but doing the wrong things:T hat time man ag emen tc ourse was great - - I’mreally gaining time. Butthe w ork load w on’t quit!Foc us on prioritie s!D on’t u se newly g ainedtime on work you shouldn’t be doingin the fir s t place.I. B e n H a d d , A OB o s s H o g gFigure 3-4. Use time to do the right thingsImmediatecausesPoor work habits, the wrong people, and misplaced priorities contribute to poortime management as do these other conditions:x Overloaded with work.x Clogged communications lines.x Not enough resources.x Lack of perspective.x Inexperience.x No guidance.x Poor working conditions.x Exhaustion.Resources, training, and experience can eliminate these time robbers. Alsorealize these conditions may not be the real causes of chronic time wasting.They may merely be symptoms of something more serious.UnderlyingcausesChronic time wasting stems from underlying causes--psychological barriers thattrigger negative behavior. People may waste time to satisfy certain needs oravoid anxiety stemming from inhibitions. We'll discuss this in more detail inStep 4: Overcome Barriers.NRDC GRC – Staff Handbook 3-9
- Page 22 and 23: Systems Approach to Management, Con
- Page 25 and 26: SubsystemsIntroduction This section
- Page 27 and 28: The Five Functions of ManagementInt
- Page 29 and 30: Types of ManagersIntroductionThis s
- Page 31 and 32: Staff Officer RolesIntroduction Peo
- Page 33 and 34: Managing and LeadingIntroduction St
- Page 36 and 37: Managing Things and Leading PeopleI
- Page 38 and 39: Delegation of Authority, ContinuedI
- Page 40 and 41: Managing Your BossIntroduction Do y
- Page 42 and 43: Chapter Summary, ContinuedKey point
- Page 44 and 45: The Staff Officer’s WorldIntroduc
- Page 46 and 47: AnticipationIntroduction Ability to
- Page 48 and 49: InitiativeIntroduction A sharp staf
- Page 50 and 51: Initiative, ContinuedKeepingactions
- Page 52 and 53: Guidance, ContinuedWhen to seekguid
- Page 54 and 55: Perspective, ContinuedPride,passion
- Page 56 and 57: Written Sources of InformationIntro
- Page 58 and 59: Providing Information and Building
- Page 60 and 61: Completed Staff Work, ContinuedPrep
- Page 62 and 63: Staff Doctrine, ContinuedBackground
- Page 64 and 65: Chapter Summary, ContinuedKey Point
- Page 66 and 67: Efficiency and EffectivenessIntrodu
- Page 68 and 69: Efficiency and Effectiveness, Conti
- Page 70 and 71: Step 1: Record Use of TimeIntroduct
- Page 74: Step 3: Eliminate Time WastersIntro
- Page 77 and 78: Step 4: Overcome Barriers, Continue
- Page 79 and 80: Priorities, ContinuedVisionVision i
- Page 81 and 82: Doing Things One at a TimeIntroduct
- Page 83 and 84: Chapter SummaryKey points This tabl
- Page 85 and 86: Chapter 4Meetings and InterviewsOve
- Page 87 and 88: Preparing an AgendaIntroductionGuid
- Page 89 and 90: Opening a MeetingIntroductionOpenin
- Page 91 and 92: Guiding DiscussionIntroductionHow t
- Page 93 and 94: Concluding a MeetingIntroductionEnd
- Page 95 and 96: Interactive MeetingsIntroduction Ru
- Page 97 and 98: Interactive Roles, ContinuedRecorde
- Page 99 and 100: Conducting an InterviewIntroduction
- Page 101 and 102: Controlling an InterviewIntroductio
- Page 103: Chapter Summary, ContinuedKey point
- Page 106 and 107: Problem-Solving StepsIntroductionTh
- Page 108 and 109: Step 2: Gather InformationIntroduct
- Page 110 and 111: Step 3: Develop AlternativesIntrodu
- Page 112 and 113: Step 4: Weigh AlternativesArriving
- Page 114 and 115: Adaptive Decision MakingIntroductio
- Page 116 and 117: Gaining Power to Make DecisionsIntr
- Page 118 and 119: Problems, Decisions, and ManagersIn
- Page 120 and 121: Chapter Summary, ContinuedKey point
Step 2: Analyze ResultsIntroduction Second step is analyzing log entries and identify time wasters. If youdidn't accomplish much, was it due to work habits, interactions withpeople, or priorities?Work habitsPoor work habits cause time wasting:ActivityTime-wasting behaviorManagingx Didn't gather enough--couldn't start the task.information x Gathered too much--became overwhelmed.Meetingx Accepted an unrealistic deadline--doomed from the start.deadlinesx Had none. Jobs don't get done (or take longer) withoutdeadlines.Estimatingtime requiredx Underestimated time needed. Remember Murphy's Law--everything takes longer than expected.Maintaining x Worked on low payoff jobs.focusx Kept busy by tidying up files, making long phone calls, orsearching for misplaced items.x Didn't tackle a tough job--couldn't get started.x Jumped from job to job and didn't finish any.Meetingx Failed to meet standards, so you had to do it over.standardsx Exceeded standards, but squandered time turningsomething good into something perfect.Interactionswith peoplePoor interactions with people waste time:PeopleTime-wasting behaviorBossVisited your boss several times--x To get instructions.x Have work checked.x Ask for permission to act.Other people x Repeatedly talked to the same people to get informationyou should have gotten the first time.x Spent time with people who couldn't help you.x Wasted people's time by being unprepared or allowinginterruptions—wasted their time and wasted yours.x Made too many commitments.x Took on other people's work.<strong>NRDC</strong> GRC – Staff Handbook 3-8
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