资源描述：
《亨利-明茨伯管理格高管对什么情有独钟（henry ming executive management by lattice has a special liking for what.）》由会员上传分享，免费在线阅读，更多相关内容在教育资源-天天文库。
亨利-明茨伯管理格高管对什么情有独钟（HenryMingexecutivemanagementbylatticehasaspeciallikingforwhat.）Itisgenerallybelievedthatseniormanagersneedcomprehensiveinformation,andaformalmanagementinformationsystemprovidesthemostcomprehensiveinformation.Notlongago,theterm"totalinformationsystem"wasfoundeverywhereinthemanagementliterature.Theconventionalwisdomisthatmanagersareattheapexofaformalhierarchy(hierarchical,system).Inkeepingwiththisview,managershaveaccesstoalltheimportantinformationfromahugeintegratedmanagementinformationsystem.Butrecently,thesehugemanagementinformationsystemshavebeenweak,andtheirenthusiasmhasfadedasmanagershavenouseofthesesystemsatall.Ifwelookathowmanagersactuallydealwithinformation,wecanseewhy.Infact,comparedwithdocuments,managerspreferoralmedia,telephoneandconference.Pleaseseethedatabelow:InthetwostudiesinBritain,managersandotherpopulationheadsaccountedfor66%oftheirtimeand80%.,comparedwith78%.,thefiveCEOoftheUnitedStatesFivechiefexecutivestreatmailasanunnecessaryload.AchiefexecutivecameonSaturdaymorninganddealtwith142e-mailsinjust3hours."Everythingwasdisposedof,"hesaid".Themanagerlookedatthefirstpostletterhehadreceivedthewholeweek--astandardcostreport,soheputitasideandsaid,"Ineverlookatit."." Inmy5weekstudy,thefiveCEOsrespondedimmediatelyto2ofthe40routinereportstheyreceivedand4ofthe104journals.Mostjournalsreadinjustafewseconds,almostroutinely.Duringmy25daysofobservation,theCEOs,whowereonalargescale,wroteontheirowninitiative-notansweringlettersfromothers-25lettersinall.TheanalysisoftheemailsreceivedbytheCEOsrevealsaninterestingfact:only13%ofthemessagescanworkimmediately.Sonowwehaveanothermystery:notmuchmailcanprovideusefulinformationaboutthecurrent,suchascompetitors'actions,thetendencyofgovernmentlegislators,ortheratingsoflastnight'sTVprograms.However,itisthisinformationthatdrivesmanagers,interruptstheirmeetings,andallowsthemtorescheduletheirworkschedules.Seeanotherinterestingdiscovery:managersseemtobeinterestedin"soft"information,especiallygrapevinenews,allkindsofrumoursandspeculations.Whyisthat?Thereasonisthattheinformationisingoodtime,andtoday'sgrapevinemaybetomorrow'struth.Forexample,someonecallthemanager,totellhimwhosawthebiggestcustomersofthecompanyandthecompany'smaincompetitorsareplayinggolf,butthemanagerhasmissedthecall,hemaybeinthenextquarterreportsawasignificantdeclineinsales.Butbythattime,itwastoolate.???providetoassessthemanagementinformationsystemofthetraditionalcomprehensive"hard"thevalueofinformation,pleaseconsidertwomainusesofinformationtomanagement: identifyproblemsandopportunities,aswellastheformationofmentalmodels(forexample,thebudgetsystemorganizationishowtooperate,howcustomersbuytheproduct,changesintheeconomicsituationwhatistheeffectoftheorganization).Theevidenceshowsthatmanagersdonotusetheintegratedinformationprovidedbythemanagementinformationsystembutratherasmallportionofspecificdatawhendeterminingthedecisioncontextandformingthementalmodel.???ofRoosevelt(Roosevelt),Truman(Truman)andEisenhower(Eisenhower)threepresidentstocollectinformationonthehabitsofRichardNeustadt(RichardNeustadt)said:"helpapresidenttoseethepersonalriskisnotthatgeneralinformation,notmaterialsummary,It'snotaninvestigationreport,norisitapileofmixedboringmaterial.Thewayhesawthetruthoftheproblemwasfragmentarydetailinhismind.Tohelphimself,hemusttrytogetasmanyfactsandideasandgossipaspossibleaboutthepresident'sinterestsandconnections.Hemustbethemasterofhisowninformation."Management,theimportanceoftheoralmedia,producedtwomainpoints.First,verbalinformationisstoredinpeople'sminds.Onlywhenpeoplewritedownthisinformationcanbestoredintheorganizationaldocument--whetherit'sinthecabinetorontape,butmanagersapparentlywon'twritedownmostofwhatheheard.Therefore,theorganization'sstrategicdatabaseisnotinthecomputer'smemory,butinthemanager'smind.Second.Managers'extensiveuseoforalmediahelpsexplainwhy theyarereluctanttodelegatetaskstoothers.Theydonotseemtobeabletohandovera"file"totheirsubordinatesbecausetheyhavetotakethetimeto"dumpinformation",thatis,toinformsubordinatesaboutallrelevantcircumstances.Butitmaytakealotoftimetodoso,andmanagersmayfinditeasiertodoitthantodoitbythemselves.Asaresult,theirowninformationsystemshavegotthemintoa"licensingdilemma":notdoingtoomuchworkthemselves,ordelegatingtheworktothefull.Timemanagement(Time,Management)Catalog1whatistimemanagement?2timemanagementmethod3thelatestconceptoftimemanagement--GTD4,theelevengoldenruleoftimemanagement,[1]5timemanagementcasestudy5.1case1:talkingaboutthetimemanagementofuniversityadministrators[2]5.2casetwo:alittlestoryabouttimemanagement[3]5.3casethree:timemanagement-HUAWEI'streasureofsuccess[4] 6severalonlinetimemanagementtools7referencesWhatistimemanagement?Timemanagementistheeffectiveuseoftimetoreducevariability.Thepurposeoftimemanagement:decidewhattodo;decidewhatshouldnotbedone.Themostimportantfunctionoftimemanagementistoactasareminderandguidelinethroughpriorplanning.First,cannotmanageexternalrequirements?ToobusytoattendtoallThebiggestproblemwiththesupervisoristhattoomuchinterferencefromtheoutsideworldhastoputasidetheworkathandtodosomethingelse.Oneoftheresponsibilitiesofbeingasupervisoristoassembletheeffortsofmanypeopleandcompleteajobtogether.Inotherwords,alargepartofasupervisor'sjobinvolvesinteractingwithothers,andoutsideinterferenceispartofthejob.Youcandosomeworkforthescheduledtimeoffyou,whensomeonefindtemporaryyouneedtodiscusssomething,tellhimyoubusyatthemoment,don'tworryyou,inyourtimewillgointospace. Timemanagementdevelopsveryquickly.Thefirstgenerationistheestablishmentofmemos;thesecondgenerationrequirespriorplanningandpreparation;thethirdgenerationwillprioritizeinaccordancewithyourunderstandingofthetask.Bythefourthgeneration,itistheauthorizedmanagementofdivisionoflaborandcooperation.Two,thereisnowaytodothings?experienceWeoftendothingsthewayweknoworthinkintuitively,butinfact,thisisnotthemostefficientway.Therearemanywaystoaccomplishatask.Thekeyiswhetheryoucanfindthefastestway.Don'tdoitwithoutthinkingaboutit.Takeafewminutestomeasure.Whatisthebestwaytogetthingsdonemoreefficiently?Three,thesurroundinginterferencefactors?automaticcontrolAroundmanyinterferencefactors,isthetimekiller,noise,snacks,magazines,newspapers,cosmetics,temperature,security,asenseofdirection,pressure,atmosphere,sex,smoking,Lenovo,healthstatus,aremanyfactors.Edittimemanagementmethod(1)planmanagement;Asfortheplan,therearedailyplan,weeklyplan,monthlyplan,quarterlyplanandannualplan. Timemanagementfocusesonto-dolists,dayplan,weekplan,monthplan.To-dolist:makealistofyourdailytasks,prioritize,confirmcompletiontimes,andhighlightthepriorities.Ifyouwanttoavoidforgetting,youshouldavoidgivinguphalfway.Tryyourbesttodoeverythingtoday.Whattheto-dolistincludes:nonroutinework,specialmatters,workinactionplans,yesterday'sunfinishedbusiness,etc..Usethesingleto-donote:everydayatafixedtimetodevelopsingle(aworkdone),justmakeato-dolist,tocompleteaworkcrossedone,onlytodoforanemergencytime,themostimportantone,everyday.Attheendofeachyear,thenextyear'sworkplanwillbemade;theworkplanfortheendofnextseasonwillbemadeattheendofeachquarter;theworkplanfornextmonthwillbemadeattheendofeachmonth;andtheworkplanfornextweekwillbemadeontheweekend(two)the"fourquadrant"methodoftimeFamousmanagementscholarCoveyproposedatheoryoftimemanagement,theworkcarriedoutinaccordancewiththedivisionofimportantandurgenttwodifferentlevels,basicallycanbedividedintofourquadrants:bothurgentandimportant(suchaspersonnelcrisis,customercomplaints,expiringtask,financialcrisis),butimportantnoemergency(suchastheestablishmentofinterpersonalrelationship,new opportunities,stafftraining,formulatepreventionmeasuresandsoon),urgentbutnotimportant(suchastelephone,administrativeinspection,administrativedepartment,casualvisitormeeting),arenotimportantandnoturgent(suchaspolitegossip,boringletters,personalhobbiesetc.).Animportantconceptoftimemanagementtheoryisthatweshouldconcentrateontheimportantandnonurgentwork,sothatwecanmakeaplanforthefuture.Inpeople'sdailywork,manytimestheyoftenhavetheopportunitytoplanandaccomplishonethingwell.Butoften,butnotintimetodo,andwiththepassageoftime,resultinginadeclineinqualityofwork.Therefore,itisnecessarytofocusontheimportant,butnoturgent,quadrantbusiness.Ittakesgoodtimetofocusonimportant,butnoturgent,transactions.Agoodwayistosetupanappointment.Setupanappointment,theirowntimewillnotbeoccupiedbyothers,soastoeffectivelycarryoutwork.TheimportantthingabouttimemanagementHowdoyoudistinguishbetweenimportantandunimportantthings?1,thethingsthataffecttheinterestsofthecommunityareimportantthings;2,thehigherauthoritiesconcernedabouttheimportantthings;3,thingsthataffectperformanceappraisalareimportantthings.4.Importantthingsareimportanttoorganizationsand individuals.(important,includingtheamountandnatureofthetwoaspects)Thetimemanagementmethodisoftenexpressedinthefollowingdiagram:1,ofcourse,importantandurgentthingsaredoneimmediately2anddonothingunimportantorurgent3,usuallydomoreimportantbutnoturgentthings(becausethisisthesecondquadrant,oftenreferredtoasthesecondquadrantworkmethod)4.Choosewhatisurgentbutnotimportant.(three)effectivetimemanagement;TheAmericanmanagementscholarPeterDrucker(PFDrucker)thateffectivetimemanagementismainlytorecordtheirtimetorecognizethetimespentinwhatplace;tomanagetheirowntime,toreducenonproductiveworktime;ontheirowntime,fromsporadicandconcentrated,hasbecomeacontinuousperiodoftime.(four)timeABCclassificationTheirworkaccordingtotheorderofpriorityisdividedinto:a(urgentandimportant),B(secondary),C(general)three;arrangementsfortheworkpriorities,aroughestimateofeachworktimeandpercentage;intheworkrecordofactualtime; dailyscheduletimearrangementandconsumptiontimecomparison,Analyzetimeuseefficiency;readjustyourtimescheduleandworkmoreeffectively.(five)consideruncertaintyIntheprocessoftimemanagement,youalsoneedtodealwithunexpecteduncertaintyevents,becausetheplandoesnotchangequickly,youneedtoleavetimeforaccidents.Therearethreewaystopreventsuchanevent:thefirstistoleaveextrasparetimeforeachplan.Thesecondistomakeitinthetroubledandleavenoroom,thecaseisexpectedtocompletethework.It'snotimpossible.Infact,peoplewhoworkfastusuallydothingsmoreaccuratelythanslowpeople.Thethirdistoprepareacontingencyplan.Forceyourselftofinishtheworkwithinthestipulatedtime,haveconfidenceinyourownability,youhavecarefullyanalyzedwillbedone,andthenputthemintoseveralartisticunits,thisistherightquicklythroughthestepsnecessarytothem.Takingintoaccountuncertainty,whennotbusy,thegeneralnecessaryworktobedoneassoonaspossible.Inordertodoagoodjobinajob,onemustbegoodatusinghisorhertime.Workisinfinite,timeislimited.Timeisthemostpreciouswealth.Notime,noplan,noaim,nopower,nostrength.Timeissoprecious,butitisthemostflexible,itcanbefleeting,butalsocanplaythemosteffective,timeispotentialcapital.Makefulluseofeveryavailabletimeand compresstheflowoftimetomaximizethevalueoftime.[Edit]thelatestconceptoftimemanagement,--GTDGTDistheabbreviationofGettingThingsDone(completeeverything).Abest-sellingbook"GettingThingsDone"fromDavidAllen,thedomesticChinesetranslation,"doit:theartofworkingwithoutpressure.".ThebasicmethodofGTD:GTDspecificpracticescanbedividedintocollection,collation,organization,reviewandactionfivesteps:Collection:youcanthinkofisallthematters(GTDcalledstuff)werelistedintheinbox,theinboxcanbeusedtoplacealltheactualfolderorbasket,alsoneedtorecordvariousitemsofpaperorPDA.Thekeytocollectingistothroweverythingoutofyourbrainandrecordallthework.Collation:afterputtingstuffintoinbox,youneedtosortitregularlyorirregularlyandemptyinbox.Thesestuffaccordingtowhetheritcanbeputintoactiontodistinguishforfinishing,cannotbeputintoactionthecontentcanbefurtherdividedintoreference,mayberequiredaftertreatmentandwastecategories,whilethecontentsoftheactionandthenconsiderwhethercanbecompletedwithintwominutes,ifyoucanimmediatelyacttocompleteit,ifnotfortheorganizationonthenextstep.Organization:personalsensoryorganizationisthecorestepinGTD.Theorganizationisdividedintotheorganizationof referencematerialsandtheorganizationforthenextstep.Theorganizationofreferencematerialsisprimarilyadocumentmanagementsystem,andtheorganizationofthenextactioncanbegenerallydividedinto:thenextactionlist,waitinglistandfuture/daylist.Thewaitinglistmainlyrecordsthetasksthatdelegateotherstodo.Thefuture/daylistisafutureplanthatrecordsdelaysandhasnospecificdateofcompletion,electronic,andsoon.Thenextlististhenextstepindetail,andifaprojectinvolvesmulti-stepwork,itneedstoberefinedintospecificwork.DifferentGTDonthenextlistofthemaximumandthegeneralto-dolististhatitmakesafurtherrefinement,suchasinaccordancewiththelocation(computer,telephone,office,homeandsupermarket)wererecordedbeforeitcanbeexecutedonlyintheselocalactions,andwhenyougototheseplacesalsocandotheworkshouldknowataglance.Review:reviewisalsoanimportantstepintheGTDandisgenerallyreviewedandreviewedweekly,Byreviewingandcheckingallyourlistsandupdating,youcanensuretheoperationoftheGTDsystem,andyoumayneedtoplanforthenextweekatthesametimeasyoureview.Execution:nowyoucanstarttoactinaccordancewitheachlist,inspecificactionmayaccordingtotheneedsoftheenvironment,howmuchtime,energyandtheimportancetochoosethelistandlisttoaction. [Edit]theelevengoldenruleoftimemanagement[1]Rule1:beconsistentwithyourvaluesYouhavetoestablishpersonalvalues.Ifvaluesarenotclear,it'shardtoknowwhat'simportanttoyou.Whenyou'renotclearaboutyourvalues,thetimingisnotgood.Thefocusoftimemanagementisnotonmanagingtime,butonhowtoallocatetime.Youneverhavetimetodoeverything,butyoualwayshavetimetodowhatismostimportanttoyou.Goldenruletwo:setcleargoalsSuccessisgoals,timemanagementisdesignedtogiveyouthemoreyouwanttoachievethegoalintheshortesttime;youmustwritethisyear4to10goals,findacoregoal,andprioritizeyourgoals,theninaccordancewiththedetailedplan,thekeyistoyouplan.Rulethree:changeyourmindStudyonthefatherofAmericanpsychologyWilliamJamesontimebehaviorfoundthattwokindsofattitudetowardtime:"thisworkmustfinishitreallyhate,soIcandragandtrytodrag"and"thisisnotapleasantjob,butitmustbedone,soI'llbegin,letoneselfearlycangetridofit".Whenyouhaveamotive,itisimportanttotakethefirststepquickly.Don'ttrytoreverseyourentirehabitimmediately,butjustforceyourselftodosomethingyouareprocrastinatingonnow.Then,startingtomorrowmorning,pickthelastthingyouwantfrom yourlistanddoitfirst.Goldenrulefour:followthe20to80lawThereareboundtobesuddenandunexpectedproblemsinyourlife,andifyoufindyourselfdealingwiththesethingseveryday,itmeansyourtimemanagementisnotideal.Successfulpeoplespendmostoftheirtimedoingthemostimportantthings,notthemosturgentones.However,mostpeopledowhatisurgentbutunimportant.Goldenrulefive:arrange"notdisturbed"timeEverydayhasatleasthalfanhourtoanhourof"nointerference"time.Ifyoucanhaveanhourwithoutanyinterference,lockedhimselfinhisroomorthinkingaboutwork,thisonehourisworthyourday'sworkefficiency,efficiencyandevensometimesthisonehourthanyou3daysofworkbetter.Goldenrulesix:thedeadlineisstrictlystipulatedParkinson(c-NoarthcoteParkinson)wroteinhisParkinsonsParkinsonLaw:"howmuchtimedoyouhavetocompleteyourwork,andyourworkautomaticallybecomesthatmuchtime?"."Ifyouhaveafulldaytodoajob,youwillspendadaydoingit.Andifyouhaveonlyonehourtodothework,youwilldoitmorequicklyandefficientlywithinanhour.Goldenruleseven:doagoodtimelogHowmuchtimedoyouspendindoingthings,itrecordedthe details,gooutinthemorning(includingwashing,dressing,breakfast,etc.)howmuchtimearide,howmuchtime,howmuchtimetogoouttovisitcustomers......Keeptrackofthetimeyouspendeachday,andyouwillclearlyseewhattimeyouhavewasted.Thisisthesameasaccounting.Whenyoufindthesourceofyourwastedtime,youcanchangeit.Goldenruleeight:understandingtimeisgreaterthanmoneyUseyourmoneyinexchangeforotherpeople'ssuccessfulexperiences,andyoumustseizeeveryopportunitytolearnfromthetoppeople.Choosethepersonyouareincontactwith,becauseitwillsaveyoualotoftime.Supposeyouarewithasuccessfulperson,Ittookhim40yearstosucceed.You'retalkingto10people.Aren'tyouconcentratingon400yearsofexperience?Kimnine:learntomakelistsWritedowneverythingyouwanttodo.Firstofall,youcanalwaysmakesurethatyouhavethetaskathand.Don'ttrustyourself.Youcanremembereverythingwithyourhead,andwhenyouseeyourlonglist,youalsohaveasenseofurgency.Goldenruleten:it'sbettertofinishthesamekindofthingatonceIfyou'redoingyourhomeworkonpaper,youdoyourhomeworkonthattime;ifyou'rethinkingandthinkingforawhile,callthephone,andyou'dbetterputitupatacertaintimeand finishitatonce.Whenyoudoonethingrepeatedly,youwillmakeperfectpractice,andtheefficiencywillbeimproved.GoldenruleEleven:dothemostefficientworkevery1minutespersecondYouhavetothinkaboutwhatyouneedtodobesttodoagoodjob.Makealistofthethingsthataremostefficientforyou,andsharethetimetodoitwell.(alwaysdirectfireperformancetarget(SiJinsheng)
