Report: Principles of Self-Management. Moscow State University of Press Self-management methods

Self-management is a prerequisite for personal and professional success

“Time is the most limited capital, and if you cannot

to dispose of it, you cannot dispose of anything else ”.

P. Drucker

Time is the same resource as people, raw materials, financial resources. Its most important feature is irrevocability - it cannot be accumulated, transferred, borrowed, therefore it is important to learn how to use it with maximum benefit. It's not for nothing that they say: time is money. These are not just words.

Indeed, if, for example, an employee mismanaged his time, the terms of the contract were not fulfilled on time, the company will have to pay a fine to compensate for losses associated with downtime. The success of each leader depends not only on the material and economic value, but also on how he manages the most valuable asset - time. The leader must consciously and systematically use his time to achieve the goal.

Self-management (or time management) is a technique for using time correctly. Self-management helps you get the job done with less cost, better work organization (hence better results), reduce workload and, as a result, reduce rush and stress. Renowned management specialist Alain McKenzie argued: “There is nothing easier than being busy. And there is nothing more difficult than being effective. "

Self-management is the consistent and purposeful use of effective methods of work in everyday practice, with the optimal use of your resources to achieve your goals. Self-management allows you to effectively go through all the stages of a successful path to the goal, namely:

Decide what you want to achieve;

Create your own vision of success;

Use the “big leaps” method;

Believe that success will come;

Focus on goals that lead to success;

Do not lose heart when you fail.

Self-management has a set of rules and functions. Let's note the main ones.

1... Goal setting... This is a temporary process, since during the activity of the enterprise it may become clear that certain parameters have changed, and this leads to the need to revise the goal. For self-management, it is fundamental to be aware of where the employee wants to go and where he does not want to go (but where others want to bring him). One of the rules of effective management says: “Accidental successes are beautiful, but not guaranteed. Planned successes are better because they are managed and happen more often. "

It is worth setting a short-term goal consistent with achieving a long-term global goal.

2. Planning. It is intended to ensure the rational use of the most valuable resource - time. The better the time is planned, the better it can be used in the personal and professional interests of the leader. Planning as an integral part of tasks and self-management rules means preparing for the implementation of the goal. Planning daily work, medium and long-term tasks also means saving time, achieving success and greater self-confidence.

The main advantage that comes from scheduling work is that scheduling time gains time gain. General practical experience in manufacturing shows that increased planning time will ultimately lead to overall time savings.

3... Basic rules of time planning:

3.1. Ratio (60:40). Experience shows that it is best to draw up a plan only for a certain part of the working time (na 60%). The manager spends about half of his working day outside the workplace, because work requires interaction with people, exchange of information. You should always set aside a certain percentage of your time as a reserve for unexpected visitors, phone calls, emergencies, or as a result of underestimating the duration of something.

3.2. Regularity - consistency - consistency. You need to work on time plans regularly and systematically, consistently bringing the work started to the end.

3.3. Realistic planning. You need to plan only such a volume of tasks that the employee can actually cope with.

3.4. Filling wasted time. It is better to fill the lost time, but the opportunity immediately, for example, it is better to work once longer in the evening than to make up for the lost the day before during the next whole day.

3.5. Fixing results instead of actions. It is necessary to fix the results or the goal in the plans, and not just any actions, so that the efforts are initially directed directly towards achieving the goal. This will help avoid unplanned activities.

3.6. Period of execution. In order to avoid procrastination and postponement of cases, it is necessary to establish precise deadlines for all types of activities.

3.7. Coordination of different plans in time. In order to more successfully implement his plans in life, the employee needs to coordinate them with the plans of other people (boss, subordinates, colleagues).

4. Making decisions. Decision-making allows for the choice of priorities and tasks. Making a decision means prioritizing. The main problem of leaders is that they try to do too much work at once and dissipate their efforts on separate, often insignificant, but seemingly necessary tasks.

The sequence of tasks can be determined using the following criteria and methods:

Pareto principle (80:20 ratio). Based on this pattern, we can conclude about the manager's working situation: in the process of work, 20% of the time is spent to achieve 80% of the results. This means that they should not immediately tackle the easiest, most interesting, or requiring the least amount of time. Questions should be approached according to their significance and importance;

Prioritization with ABC Analysis. The technique of this analysis is based on the fact that the percentages of more important and less important things in the total remain unchanged. With the help of the letters "A", "B" and "C" all works are divided into three groups in accordance with their significance (most important, important and insignificant (less important)). ABC analysis is based on three patterns:

Critical tasks account for approximately 15% of the total number of cases that a manager deals with. The contribution of this task to the achievement of the final goal is about 65%;

Important tasks account for about 20% of the total number of cases, the significance of which is also about 20%;

Less important and non-essential tasks account for about 65% of all cases, and their importance is only about 15%.

To apply ABC analysis, you must follow these rules: Make a list of all future assignments;

Organize and prioritize them by importance;

The tasks that remain are subject to mandatory reassignment:

Dwight D. Eisenhower Accelerated Analysis (US President 1953-1961). This principle is a simple aid when you need to quickly decide which task to give priority to. Priorities are set according to criteria such as urgency and importance of the case. All cases are divided into 4 groups:

1) urgent (important matters) - they must be performed by the leader himself;

2) urgent (less important matters) - they need to be delegated;

3) less urgent (important tasks) - they do not have to be completed immediately, but they must be completed by yourself;

4) less urgent (less important tasks) - you can refrain from performing them.

Delegation is a key managerial activity... Delegation in a general sense means the transfer of tasks to his subordinate from the sphere of activity of the manager himself, but the boss retains responsibility for leadership, which cannot be delegated. The transfer of a task or activity can be carried out for a long time or limited to one-time assignments. Refusal to delegate leads to an overload of the manager, reduces the time required to carry out his immediate duties. Delegation helps the manager free up time for a more important task and reduce workload, as well as promotes the use of professional knowledge and skills of employees, has a positive effect on the motivation of employees. In order to successfully carry out delegation, it is necessary to select the right employees, clearly distribute the area of \u200b\u200bresponsibility, coordinate the execution of the assigned task and monitor the work process and results, and prevent attempts to reverse or the next delegation. It is equally important to stimulate and advise subordinates, to assess them. Routine work, specialized activities, private issues and preparatory work should be delegated. In no case should you delegate such work as setting goals, managing employees, and a high-risk task.

5. Implementation and organization. Allows drawing up a daily routine and organizing the work process in order to achieve the set goal. The organization of your working day should meet the basic principle: "Work should obey me, and not vice versa." There are 23 rules that can be divided into 3 groups: rules for the beginning of the day, the main part of the day, and the end of the day.

Start of the day rules:

1) start the day with a positive mood;

2) start work, if possible, at the same time;

3) re-review of the day plan drawn up the day before;

4) first - key tasks;

5) proceed without swaying;

6) agree on the plan of the day with the secretary (he will work more efficiently and will be able to protect the manager from unnecessary obstacles);

7) in the morning to deal with complex and important matters, because later the manager is usually busy with current affairs.

Main part of the day rules:

1) logical preparation of work;

2) influence the fixing of terms in their own interests;

3) recheck the entire range of works in terms of the need for separate works;

4) reject an additional urgent problem arising;

5) avoid unplanned impulsive actions;

6) pause on time and maintain a measured pace;

7) perform small homogeneous tasks in a series (while preparation is carried out only once and for a certain time the manager is engaged in homogeneous activities; thanks to continuity and concentration on the process, time is saved;

8) rationally complete what was started (distraction and the next return to work require some time, therefore, the work started must either be completed to the end, or interrupted at the right time);

9) use unplanned time intervals for preparatory or routine activities;

10) work counter-cyclically (that is, at the beginning of the day it is more expedient to do the most important tasks, and in a more hectic period - less important things);

11) carve out a quiet time to recuperate;

12) control time and plans.

Closing day rules:

1) complete the started small business;

2) control over results and self-control;

3) make a plan for the next day;

4) every day should have its climax.

6. Control... Control over results serves to improve, and ideally optimize the work process. All of the above self-management functions will not be so effective if there is no appropriate control. Control covers three tasks:

Understanding of physical condition;

Comparison of the planned with the achieved;

Correction for established deviations.

You need to regularly, at regular intervals, check your plans and work organization, analyze your activities and your time and draw up a list of daily obstacles. Control over the results of labor should in any case be carried out after the completion of the task. Anyone who wants to truly unload himself cannot give up self-control.

7. Information and communication... This is the most important phase, because all other phases need it. On a daily basis, the manager is bombarded with information that he has to deal with. In real life, a manager processes much more information than is necessary for effective work. In order to save his time, the manager needs to develop a rational approach to receiving, processing and using information.

Business people often complain that there are only 24 hours in a day. It is simply impossible to have time for everything planned, even if you negotiate via conference calls and do makeup while in traffic. In addition, negotiations and makeup are not always successful. Anyone can be blamed for failure. And you can learn self-management, that is, the art of managing your time and resources with maximum efficiency. Then it turns out that in the day there is time not only for sleep, but even for sports and recreation.

Today many people know or at least have heard about what self-management is. Many agree that managing yourself, your time and resources is useful and correct. But for some reason, those people who are always late, do not know which of their twenty cases to grab hold of, are still more than punctual and confident. These unfortunate people always find a lot of reasons why they do not succeed in anything, and, most importantly, they do not want to learn how to succeed. But, as it turns out, these are just myths that are dispelled by specialists as easily as they are invented by those who do not want to control themselves.

Myth number 1. “Self-management is necessary only for managers. When I become a boss, I will learn. "

You won't if you don't change that belief. After all, the main goal of self-management is to make the most of your own capabilities, consciously manage the course of your life and overcome external circumstances, that is, to achieve results and improve the quality of your life.

Therefore, self-management is important not only for an ordinary employee of the company, but also for any person in principle. Self-management allows you to achieve your goals in life and feel that life is not passing by. Self-management as a toolkit is important for everyone who wants to achieve success in life, regardless of their status. However, for top managers, self-management is even more important, since the achievement of its goals by the company depends on their work.

Self-management is often perceived as strict adherence to a schedule that still needs to be thought out and drawn up. Therefore, the lack of clarity in their actions is explained by many as unwillingness to submit to the schedule, especially when it comes to work outside the office, freelancing. But self-management involves more than planning your time. Self-management is the ability to manage oneself, direct the management process in the broadest sense of the word - in time, in space, in communication, in the business world. Being organized, whether it is in your surroundings or your time, is to be prepared. This allows you to feel collected, to be in control of the situation, to be ready to use all available opportunities and to cope with any surprises and surprises.

Myth number 2. “Self-management should be used only when it is necessary - when conducting a complex project or working in an emergency mode. I don't need him at any other time "

This statement is not entirely true, if only because the acquisition of any skill at first causes a decline in productivity. Thus, the period of a complex project is not the best time to experiment. Ideally, self-management is a habit and a lifestyle. But not everyone is ready for this. Self-management can really be used as a toolkit during some complex project or emergency situation. But if it helps you achieve results in the most difficult situations, why not always use it?

In addition, it is worth considering that self-management is a skill that cannot be instantly acquired at the right moment. It’s like knowing a foreign language: you either speak Chinese or you don’t, and you don’t have to think that when you meet with a Chinese, competent speech will flow. And just as language is forgotten without practice, self-control is lost if it is not used.

Myth number 3. "Self-management is impossible to learn"

As the heroine of Leah Akhedzhakova said in the film "Office Romance": "Even a hare can be taught to smoke, and even more so for a reasonable person," nothing is impossible. " Experts assure that you can learn self-management with the help of special courses or on your own. The courses are more suitable for training company employees, which are best conducted in a corporate format so as not to create an artificial division of employees. And you can definitely learn self-management on your own by reading the relevant books, both theoretical, which describe standards and techniques, as well as biographies and autobiographies of great people, which describe the stories of people who have achieved outstanding results.

It should be remembered that self-management is a very personal thing. Of the dozens of suggested tips, a person should pick up only those that are right for him and make them work for him. Learning to manage time is not a task for a weak person.

Myth number 4. "I just can't bring myself to be more organized."

In this case, "I can't" is equal to "I don't want to." While the jeans are hard to fit, the diet will be postponed "until Monday." When jeans come apart at the seams at a responsible event, the diet will start right there and will not seem so painful. Also, dismissal due to another failure of all deadlines can be an excellent motivation to engage in self-management. But, of course, it is not worth leading to this. Better to find motivation earlier.

Where to find her? To begin with, answer the question: "Do I love what I do?" If the answer is no, you will not find motivation. But the "fulcrum" can be found, for example, remembering what you always liked or worked best. Building oneself is possible just through the development of “favorite” competencies. It can also happen: what you really would like to do, you do not know how to do. In this case, you will most likely have to start from the starting positions. But sometimes it’s more efficient to find the resources for reorientation while staying where you are. In this case, plan your work week so that it has at least 10 hours that you can devote exclusively to yourself.

Self-management helps you not only achieve your business goals, but also just find time for yourself. Isn't the desire to go in for sports, drawing, to go to Madagascar, to see friends more often, that is, to find time for your favorite activities and rest, is not enough motivation for this? As well as the desire, for example, to give mom an expensive present from the first high salary, which will certainly become such when you learn how to effectively manage yourself.

Self-management knowledge and skills are essential for job seekers in the process of employment and at other stages of career development. Human resource services in government and commercial organizations should pay more attention to the development of employee self-management skills in the process of career management. Trainings and business games, during which students acquire and improve practical skills of self-management, are recognized as the optimal form of education. In addition, it is necessary to look for new information-intensive technologies for the implementation of the educational process.

It is safe to say that self-management skills will help people not to make mistakes in their professional choice and to achieve certain career heights.

Self-management is one of the most important conditions for achieving success. By learning how to properly manage your time, you will be able to work more efficiently towards achieving your goals.

Defining self-management

To the question of which resource in human life is the most limited, many answer incorrectly. This is not money or other goods, but time. Only by learning how to properly distribute it to perform certain actions, you can get as close as possible to achieving your goals.

Self-management is a technique that involves rational use (also called time management). This technique allows you to achieve better results with less stress. We are also talking about the application in the work of effective methods that save resources.

If we take into account the goal of self-management, then it is to make the most of all available resources and reduce the time spent on performing certain operations.

The essence of self-management can be expressed in the following provisions:

definition of goals (they must certainly be realistic and, preferably, specific);
creating a picture of success in your mind (include your environment and other points here);
the use of the "big leaps" technique, which implies a quick transition to specific actions;
unconditional self-confidence and achievement of success;
focusing on the main goals and filtering out secondary ones;
the ability to control oneself and start actions again in case of a bad experience.

We can say that at the moment self-management is an objective necessity not only for business leaders, but also for any other person who wants to use their time efficiently and manage to do as much work as possible. It should become a kind of habit, which is achieved through long-term work on oneself, development of perseverance, as well as the ability to think rationally.

Self-management functions

Solving certain tasks on a daily basis, we sometimes do not think about the fact that we are doing self-management. Nevertheless, in order to achieve truly significant results, it is important to approach this process consciously and consistently. The following self-management functions can be distinguished:

goal setting (you must clearly imagine the final result in real terms, which you would like to achieve as a result of your activities);
drawing up a plan (development of a detailed "road map" that will determine your steps towards the set goals);
decision making (each step is accompanied by the presence of several alternatives, from which you must make a choice);
organization of your working time and space (you must develop a convenient work schedule for yourself and adhere to it strictly, without being distracted by extraneous activities);
constant self-control (it is important to analyze the compliance of the achieved results with the planned ones, not only at the final, but also at the intermediate stages of work);
establishing communications and information channels (this is perhaps one of the most important functions, which is closely interconnected with all the others).

The above functions in the specified sequence can also be perceived as stages of self-management. It is worth noting the exceptional importance of each of them, and therefore it is unacceptable to step over this or that item. It is important to understand that, despite the fact that at first glance it looks difficult and also takes a lot of time, over time these actions will become automatic. Keep in mind that self-management is not just a responsibility, but a habit of being an effective and successful leader.

What is the reason for the need for self-management of the head

The concept of self-management has been developed due to the fact that not every person knows how to properly organize their work time and space. As a result, some goals remain unattainable. So, the following factors can be identified that hinder success, necessitating the need for such a phenomenon as the manager's self-management:

inability to rationally spend their time and physical resources;
lack of clear priorities both in life and in business matters;
inability to define their own goals;
freezing work on self-development (having reached a certain level, a person considers it inexpedient to further self-education, and therefore begins to lag behind trends in business);
lack of skills in making management decisions;
using a pragmatic approach to problem solving and an inability to apply creative methods;
inability to communicate with people, as well as to exert proper influence and pressure on them;
lack of knowledge in the field of management;
inability to manage subordinates and effectively organize their work;
devotion of insufficient time and attention to both their own training and the training of employees;
lack of skills in the field of forming an efficiently working team (this is not only about the selection of personnel, but also about their placement in jobs).

It should be noted that the manager's self-management is important not only in the context of his personal career achievements, but also to ensure the successful operation of the enterprise as a whole. Only an effective manager can lead an organization and its employees to success. Only the person who has learned how to effectively manage himself and his time will be able to cope with a large organization.

The essence of self-motivation

Self-management and self-motivation are some of the most important moments not only in the work of a leader, but also in the daily life of a person who strives to achieve success. It is important not only to learn how to manage your time, but also to develop an inner desire to work, conditioned by certain incentives. The self-motivation function should not be underestimated. Sometimes a person can be unsettled when others do not believe in his success or deliberately underestimate his dignity. This mechanism encourages you to take further action, regardless of external circumstances.

Real success can only be achieved if your activities are accompanied by mechanisms such as self-management and self-motivation. The quickest way to spur yourself up is to listen to your inner stimuli. So, pay attention to your physiological needs. To satisfy most of them, you will certainly need certain funds that simply cannot be obtained if you sit idle, sitting on social networks or watching television programs.

Higher-level needs are security and confidence in the future. So, a person constantly needs housing, clothing, entertainment, as well as a certain supply of funds to meet other needs. The strength of motivation depends only on how high your bar is. Living in a rented apartment or in your own house, dressing in the market or in a branded store, relaxing in a dacha or prestigious resorts, setting aside a small amount or impressive capital for the future - the strength of internal incentives will depend on your aspirations.

Despite the fact that many deny the influence of public opinion, it is sometimes the main factor of self-motivation. So, for example, a person can go to work so as not to be branded as a bum and at the same time be content with a low position and average wages. For some people, self-motivation prompts them to actively move up the career ladder, to obtain a high social status, as well as significant monetary income.

Thus, self-motivation is based on the needs of a person, which are described by Maslow's pyramid. Physiological needs are at the bottom, basic level. After they are completely satisfied, there is a desire to feel confidence in the future, strength of position and security. Also, each person seeks to occupy a certain social position and create an appropriate opinion about himself.

Self-management technique

Self-management methods can be divided into several categories:

The organizational management method implies planning further activities based on an objective analysis of the current situation. We are talking about both internal and external factors.
The method of self-regulation of stress is to learn how to resist external negative influences, while maintaining psychological balance and performance.
Autogenic training is one of the main procedures on which self-management is based. It can be briefly described as self-hypnosis and self-belief in one's own strengths and abilities.
Meditation is often used to quickly restore strength and emotional balance between strenuous work.

We can say that self-management is continuous work on oneself. This is not only about the formation of certain professional skills and the ability to effectively spend their working time. It also means working on your own psyche. As a result, a person must become confident in their own abilities, as well as learn to maintain composure in stressful situations.

Self-management

Self-management technology is a certain sequence of stages that is consonant with its main goals. First you need to decide on the goal, as well as the criteria that will indicate its achievement. This requires a clear analysis of the current state of affairs, after which realistically achievable future indicators will become apparent. It is important that the end result has some kind of clear expression (for example, quantitative).

At the next stage, it is necessary to pay attention to the factor of information that is necessary in order to realize the goal of self-management. Data can come from both internal and external sources. At the same time, they must be relevant (that is, correspond to the real picture of what is happening).

Planning is to develop a clear algorithm of actions to achieve the set goals. At the same time, it is important to foresee possible fluctuations in the internal or external environment in order to determine alternative algorithms that will avoid negative consequences and crisis conditions.

Making decisions is one of the most important stages that self-management consists of. The organization of this process should be given special attention. Comfortable working conditions must be created, as well as full provision of information so that actions are meaningful and consistent with the current state of affairs.

To effectively implement the decisions made, it is important to provide a comfortable working environment. In this case, both physiological and psychological characteristics must be observed. Key tasks must be implemented independently, while minor tasks can be delegated to subordinates.

At all stages of work, continuous monitoring of the results obtained should be carried out for compliance with their planned. This will allow you to identify deviations in time and respond accordingly.

working time

Self-management principles can be described as follows:

Only 60% of working time should be subject to clear planning and distribution of operations. At the same time, the remaining 40% should remain unoccupied in case of unforeseen circumstances, urgent negotiations, as well as contacts both within the organization and outside it. In addition, the physical activities you have planned can take more time.
Working time planning should not be one-step. This work should be carried out regularly and systematically. In addition, you can constantly make adjustments to the developed action plan.
Targets should be realistic and developed based on the real capabilities of each individual person. As a basis, you can take the reporting indicators of previous periods or special calculations.
For effective self-management, such a concept as time loss compensation plays an important role. It means that if you have a "window" today, then it is better to spend it on part of the tasks scheduled for tomorrow.
When compiling a report on the work done, record not the number of actions performed, but the results achieved in real terms. This will help create an objective picture of the implementation of the plan.
In order to complete the work on time, it is important that the plans are clearly coordinated in time. It is advisable to complete the work a little earlier than the deadline in order to be able to make the necessary adjustments.
If plans are drawn up at different levels (director, line managers, subordinates), then they must be coordinated in time.

Self-management benefits

Effective self-management provides many benefits to both the leaders of the organization and the people involved in any other area of \u200b\u200bactivity. We are talking about the following positive aspects:

significant reduction in time costs, as well as other resources for the performance of certain works;
organization of an effective mechanism of labor activity, which ensures higher economic and other results than under normal conditions;
absence of stressful situations, which are associated with haste due to fear of not being able to finish work on time;
if the work is performed efficiently, as well as within the set deadlines, then it brings moral satisfaction to both the managers and their subordinates;
if labor has a visible result, then this is a kind of motivation for further active actions;
with each clearly planned step, the level of professionalism and qualifications grows;
in the process of self-management, you are looking for shortcuts to achieve goals that previously took a significant amount of time to achieve.

It is worth noting that the time spent on planning and organizing work is fully paid off not only by the end results of the activity, but also by the skills gained in managing one's own resources.

Components of self-management

Self-management system implies a combination of a number of interrelated elements that provide an effective organization of the workflow. The following main components can be distinguished:

time management implies the correct determination of the proportions of work and rest, as well as the distribution of the duration of each of the operations;
financial management consists in determining free resources, as well as those that need to be used to achieve the goal;
communication management means looking for connections and sources of information both in the internal and external environment;
workspace management implies the correct organization of the workplace in accordance with ergonomic and other requirements.

It should be noted that self-management is a complex process, and therefore it must be approached in a comprehensive manner. If one or more components are missed, so-called bottlenecks appear in the plan, which can negatively affect the quality of the work, as well as the timing of its completion. Preparing for a particular workflow requires some effort and can take some time, which will pay off with results later.

findings

Self-management is one of the prerequisites for successful and efficient work. It consists in the ability to properly allocate available resources, including temporary ones. It should be noted that quite often this concept is equated with time management. And this is not surprising, because it is the ability to properly organize your working day that determines the speed and quality of achieving goals. At the moment, given the modern pace of life, as well as the level of competition, self-management is becoming an objective necessity for those people who are focused on results.

It should be noted that the functions of self-government largely correspond to the functions of management. First you need to develop a goal that will determine the direction in which you need to move. Further, it is detailed by drawing up a plan. Implementing it represents the consistent adoption of the chain as well as the organization of the workflow. If we are talking about an enterprise, then communication links should be established between all its divisions. And do not forget about such a function as control, which can be not only final, but also intermediate.

It is important to pay attention not only to management, but also to self-motivation. In order to understand, when achieving certain goals, it is worthwhile to study. Its base is physiological needs. These are food, clothing, and so on. Having provided the necessary minimum, a person thinks about how to feel safe. The point here is to have confidence in the future (most often it means financial well-being). The highest category of needs that motivate a person to work is social status.

In his daily work, a manager spends a lot of time and energy on performing routine duties: attending meetings, instructing subordinates, preparing and reading reports, answering phone calls, viewing e-mail and current correspondence, monitoring and evaluating the performance of subordinates, etc. These cases, many of which were not planned in advance, fill the working day, and the manager only has to react to them, not get ahead of the events. In such conditions, the likelihood of errors is high: the priorities are incorrectly selected, secondary matters are not delegated, there is an orientation towards the process of activity, not the result.

All of the current, routine responsibilities of a leader can be applied with rational procedures, tried and tested methods to eliminate the causes of wasted time, and help the leader achieve company goals faster and more cost-effectively.

Self-management is the use of rational procedures, effective methods of work in daily, current activities in order to make the best use of your time. The main goal of self-management is to maximize your potential both at work and in your personal life, overcoming adverse circumstances and consciously managing your life.

Self-management allows you to achieve the following benefits:

1) doing work with less time and effort;

2) better organization of work and better results;

3) less rush and stress;

4) greater satisfaction from the work performed;

5) greater motivation for the work of the manager and employees;

6) less workload;

7) growth of qualifications of the manager and staff;

8) achieving professional and personal goals in the shortest possible way.

It is necessary to start self-management with an analysis of the practiced style of work, with an inventory of your time. It is carried out over several working days (usually a week) in order to determine the reasons for the emerging time deficits.

At the first stage, an inventory list of all activities in which the manager is involved is drawn up:

1) analysis of activities and time consumption;

2) a sheet of "daytime disturbances", breaks in work.

The second stage is the analysis of the inventory of the time from the standpoint of the strengths and weaknesses of the leader. To do this, it is necessary to analyze the work performed during the week according to the following criteria:

Was the work necessary? (yes; no. The answer "no" should also be entered in columns "B" and "C").

B - was the investment of time justified? (well no). Q - has the time frame been deliberately determined to do the work? (well no).

1) the total duration of work of the corresponding day (OTP);

2) the duration of the work for which the manager gave the answer "no" (PA, PB, PV);

3) ratios:

a) PA / OPD x 100%;

b) PB / OPD x 100%;

c) PV / OPD x 100%.

If it turns out that more than 10% of the activity of the leader was optional, then this means that the leader has problems with delegating matters and with setting priorities.

If in more than 10% of cases the time wasted was too high, then the manager should analyze the reasons for this overspending (maybe weak self-discipline, irrational techniques, etc.)

If in more than 10% of cases the moment of execution of the work was determined spontaneously, then the manager has problems with planning working hours (drawing up plans for the day, preparing for work, etc.).

The third stage is the processing of the data of the table "Daytime interference sheet" in order to identify their causes.

2. Symptoms and causes of the irrational organization of the work of managers

Identify the top five causes of recurring temporary losses. Let's note the most significant time sinks:

1) fuzzy goal setting;

2) lack of priorities in business;

3) trying to do too much at one time;

4) poor planning of the working day;

5) personal disorganization, "littered" desk;

6) lack of motivation (indifferent attitude to work);

7) disruptive phone calls;

8) unplanned visitors;

9) incomplete, late information;

10) inability to say "no";

11) lack of self-discipline;

12) protracted meetings;

13) haste, impatience;

14) lack of communication (communication) or poor feedback;

15) chatter on private topics;

16) inability to delegate affairs, etc.

3. Self-management tools: "life curve", time series for ranking life goals, analysis of their strengths and weaknesses, prioritization using ABC analysis and Eisenhower's principle

The functions of self-management, like any management process, are planning (setting personal and professional goals, developing plans for their activities), organization (drawing up a daily routine and organizing a personal work process in order to achieve the goals set), motivation (encouraging oneself to take action aimed at achievement of the set goals), control (self-control and control of the results, if necessary - adjusting the goals).

Goal setting means looking into the future, focusing and focusing on what needs to be achieved, what results. Goals should have a hierarchy, a higher goal and subgoals, intermediate goals on the way to the main one. The goals must be accurately described.

To do this, it is helpful to draw a "life curve" where successes and failures in the past and desired successes in the future are marked. The “curve” of life should reflect:

1. How has your life been going so far?

2. What have been your biggest successes? Where were the defeats in the professional field? Personal?

3. How do you envision your future?

4. What age would you like to live up to?

5. What else do you want to achieve?

6. What blows of fate and defeat are possible?

The point where the person is is marked on the curve, and keywords describing the corresponding successes or failures are written next to the extreme points of the "life curve". Next, five most important goals are formulated that a person wants to achieve until the end of his life, and these goals are differentiated by time criteria. In this case, it is necessary to take into account the persons of the closest environment (partners, children, parents, friends, boss), since the events in their lives must be reckoned with. You can make a time series to find personal goals.

Then write down on a separate sheet of paper all the desired goals for the near and distant future:

1) long-term goals - guidelines for what a person wants to achieve in life;

2) medium-term goals - specific results that a person wants to achieve in the next 5 years;

3) short-term goals - specific results that a person wants to achieve in the next 12 months. Divide the formulated goals into personal and professional. Setting goals involves fixing deadlines and results.

After asking yourself questions about personal and professional goals, you need to determine the means to achieve them. To do this, you need to determine your strengths and weaknesses. To this end, you can again turn to the "life curve" and analyze the reasons for success and failure. At the same time, it is important to establish those abilities, knowledge, experience that led to the corresponding result. It can be special knowledge (knowledge of production, management, general erudition), personal qualities (purposefulness, sociability, poise, initiative, persistence, tact), intellectual abilities (creativity, intuition, logical thinking, prudence), etc. Analysis abilities will allow you to determine the potential that a person has and which needs to be developed to achieve his goals.

At the same time, you should know your weaknesses in order to avoid actions that can contribute to the manifestation of such qualities, or to take measures to get rid of these shortcomings. Knowing your weaknesses means strengthening your strengths.

Knowing the strengths and weaknesses (what can I?) Will determine the means of achieving goals (personal, financial, time resources). At this stage, an answer should be found to the question: "What is a person specifically starting?" For this, plans are drawn up to achieve the goals. From life plans, long-term plans follow annual, quarterly, monthly, decade, which are specified in the business plans of the day. Time scheduling brings time savings.

A day plan is the most important step in planning your time and achieving your goals. When making plans, it is necessary to prioritize goals and objectives. To illustrate this simple principle, a famous story called "The $ 25,000 Council" is often quoted.

Charles M. Schwab, as president of Bethlem Steel, challenged Yves Lee, an entrepreneurial advisor, with an extraordinary challenge: “Show me how I can better use my time. If you succeed, I will pay you any reasonable fee. ” Lee offered Schwab a piece of paper and said, “Make a list of the most important things you have to do tomorrow, and number them according to importance. Start with problem # 1 tomorrow morning and work on it until you solve it. Then double-check the priorities you set one more time and go to # 2, but don't go any further until you finish that job too. Then go to # 3, and so on. Even if you can't complete your entire plan for the day, it's not a tragedy. By the end of the day, at least the most important tasks will be completed before you spend time on tasks of lesser importance. The key to success is to do the following every day: double-check the relative importance of the tasks ahead, make decisions about priorities, make a list of them, reflect it in the plan of the day, and stick to it. Let it be a regular part of every working day. If you are convinced of the value of this system, "pass" it on to your employees. Try it for as long as you see fit, and then send me a check for the amount you think the system is worth. "

A few weeks later, Schwab sent Lee a check for $ 25,000. He later said that this lecture he heard was the most rewarding thing he had learned during his management.

The benefits of prioritizing.

1. Work on really important and difficult cases.

2. Resolution of issues in accordance with their urgency.

3. Concentration on completing only one task.

4. Eliminate things that can be done by others. Positive implications of prioritizing work.

1. The deadlines are met.

2. There is more satisfaction from the working day and the results of the work.

3. Subordinates and colleagues are more satisfied.

4. Manages to avoid conflicts and stressful overloads.

Methods such as Pareto's principle, ABC analysis, and Eisenhower's principle are used to prioritize important cases.

The Pareto principle (80: 20 ratio) generally states that within a given group or set, individual small parts are much more significant than this corresponds to their relative share in this group. In relation to the rational use of time, this means that if all work functions are considered from the point of view of their efficiency criterion, it turns out that 80% of the final results are achieved in only 20% of the time spent, while the remaining 20% \u200b\u200bof the final results "absorb" 80% of the work time. These are just numerous secondary problems.

Therefore, you should not tackle the easiest, most interesting or time-consuming business first. Issues should be addressed in accordance with their importance and significance.

The application of the Pareto principle is concretized in the ABC analysis (Fig. 5). Here, all tasks are divided into ABC categories in accordance with their share in the final result.

Figure: 58. ABC Analysis

ABC analysis is based on the following patterns:

3. Less important and insignificant tasks (category B), on the contrary, make up 65% of the total number of tasks, but have an insignificant intrinsic significance in the affairs of a manager - only 15%.

According to the conclusions of the ABC analysis, it is recommended that for the most important, that is, those that bring the greatest result, cases A should be taken first of all in order to provide most of the overall effect with the help of a few actions. These cases are not subject to assignment. The next most important task B also accounts for a significant part of the total result. They may be partly entrusted to others. Tasks B less important, give a generally small result. They must be delegated and reduced.

The American General Dwight D. Eisenhower offered a simple tool for prioritizing tasks. According to his rule, priorities are established according to criteria such as urgency and importance of the case.

Depending on the degree of urgency and importance of tasks, there are four possibilities for their assessment and implementation:

1. Urgent / important matters. They should be done immediately and by yourself.

2. Urgent / less important matters. Here there is a danger of falling under the "tyranny" of haste and, as a result, completely surrender to this task, because it is urgent. But it is not so important, it does not require any special qualities to perform it, so it must be delegated.

3. Less urgent / important tasks. They do not need to be done urgently, they can wait. Difficulty can arise when these tasks turn into urgent ones and must be solved by the manager as soon as possible. Therefore, it is necessary to set a deadline for completing the task or double-check the degree of its importance and entrust it in whole or in part to employees.

4. Less urgent / less important matters. It is these cases that often settle on the desk, and so heaped with papers. Such tasks often require a wastepaper basket.

4. Delegation: meaning, rules, reasons for the resistance of subordinates and leaders

Delegation is a good tool for managing manager's time. Delegation refers to the transfer of tasks to a subordinate from the area of \u200b\u200bthe manager. Along with the work task, for its implementation, authority and responsibility for the task must be delegated.

Authority - the limited right to use the resources of an organization and direct the efforts of some of its employees to accomplish a task. This right is associated with making decisions to complete a task. Authority is delegated to the position, not to the individual who holds it. They are always limited. The limits of authority are determined by procedures, rules, job descriptions or transferred to a subordinate orally.

Responsibility - the obligation to complete tasks and be held accountable for satisfactory solutions. The employee is responsible for the results of the task to the person who delegates authority to him. It should be emphasized that only functional responsibility for solving a specific task is delegated, and managerial responsibility for leadership cannot be delegated, it remains with the head.

Delegation always means self-unloading and gaining time to perform really important tasks of category A. Basic rules for delegation:

1) selection of suitable employees;

2) distribution of areas of responsibility;

3) delegation of the work task in full.

This increases the responsibility for its implementation, creates additional incentives to take initiative and facilitates the control of results; ensuring a balance of power and responsibility; coordinating the execution of assigned tasks.

Stimulating, instructing and advising subordinates. They must have the necessary information to understand their task and expected results to receive timely answers to emerging questions. Needed: control of the work process and its results; suppression of attempts to reverse or sequential delegation; evaluation and remuneration.

For subordinates, delegation also implies specific responsibilities: independently carry out the delegated activities and make decisions under their own responsibility; inform the manager in a timely manner and in detail, inform him about all unusual cases; coordinate their activities with colleagues and take care of the exchange of information; improve qualifications in order to meet the requirements.

First of all, they are subject to delegation: routine work, specialized activities, private issues and preparatory work.

Such functions of a manager as setting goals, formulating a strategy, monitoring the performance of subordinates, managing employees and their motivation, tasks of particular importance, tasks of a high degree of risk, unusual, exceptional matters, urgent matters that do not leave time for explanation and rechecking are not subject to delegation.

There are reasons why managers may be reluctant to delegate authority and subordinates may be reluctant to take on additional responsibility. The first are:

1) the manager's confidence that he will do the job better and faster than his employees, and thereby save time;

2) lack of leadership ability, lack of awareness of problems, lack of knowledge of what can and should be delegated to employees and how to do it;

3) Lack of trust in subordinates and unwillingness to take risks;

4) Fear that subordinates will do the job better than the leader (competition from subordinates);

5) Excessive workload (visitors, telephones, meetings, etc.), which does not leave time for explaining the delegated tasks and monitoring their execution. Subordinates avoid delegation for the following reasons:

1) lack of knowledge and skills, lack of confidence in their abilities, which are expressed in the fear of responsibility;

2) fear of criticism for mistakes;

3) Lack of the necessary powers to solve the problem (lack of information, resources, power);

4) The subordinate is not offered any incentives to assume additional responsibility;

5) A large workload or a subordinate thinks so.

Delegation is the main method of decentralizing management in an organization. Decentralization offers a number of benefits.

1. Decisions are made at the proper level, that is, where problems arise.

2. Increasing flexibility, adaptability of the organization.

3. Additional motivation is created for employees at lower levels of the hierarchy.

4. Promotes disclosure of initiative, independence, abilities of subordinates.

5. Professional knowledge and experience of employees are better used, their competence is growing.

6. Self-unloading of the leader takes place to perform important tasks of group A.

Self-management - is an organization by the head of its own activities; consistent and purposeful use of effective methods of work in everyday practice with the optimal use of their resources to achieve their own goals.

Self-management, or self-management, is personal management of oneself. Effective self-government is associated with both human nature and organization, social management. The goal of self-management can be considered self-improvement, in particular the development of the ability to self-control for managing life situations.

Effective self-control is a key moment in the self-management process, providing an opportunity for self-realization.

If a manager constantly has problems (the concept of E. Bern and T . Harris), this is a sure sign of lack of self-management. The main problems of self-management are expressed in the following:

- excessive responsibility due to a large number of obligations, arising from the inability to say "no" and leading to the loss of control over the situation;

lack of full self-realization due to daily routine work, performing work that is not part of the manager's responsibilities (someone else's work), unwillingness to change the situation;

- disorganization (inability to manage oneself, control time);
- stress (violation of deadlines for completing tasks, non-fulfillment of additional tasks, constant irritability and irascibility, lack of enthusiasm at work);

wrong decisions (shifting the blame to circumstances and others as unwillingness to admit one's own guilt); non-solution of problems; alcohol abuse as a way to escape from boring reality, etc .;

- disorientation about the goal (lack of purpose in life and striving for success), doing work that does not bring pleasure, and other types of self-deception.

Key managerial skills based on self-management are presented in table. 18.1.

At the level of daily practice, self-management ability is the manager's ability to ensure and maintain:

physical health, which depends on the absence of bad habits;

- energy and vitality;
- calm and balanced approach to work, personal life, etc .;
- ability to cope with stress; efficient use of time.

The main principles of self-management include spontaneity, "immersion" of the system, direction of self-organization, resource support, concept intensity, virtuality, complementarity of self-management.

Spontaneity. The principle is fundamental and provides the appearance of the effect in the conditions of controlled systems; requires certainty in the behavior of managers and provides favorable opportunities for the implementation of the functions of self-government in practice.

The "immersion" of the system. The effect of self-organization, self-development occurs only in the so-called immersed systems in their external environment and depends on the state of the necessary resources and the characteristics of the corresponding relations and in terms of access to them. In addition, the number of states for the formation of any systems can be limited by the following end results: for

Table 18.1. Key skills and potential limitations of affective self-management by M. Woodcock and D. Francis

Key self-management skills	Potential Limitations of Effective Self-Management
1. Ability to manage oneself (manage time, skills, energy, cope with stress)	1. Inability to manage yourself
2. Reasonable personal values, clear or adequate to modern realities	2. Blurred personal values \u200b\u200b(lack of solid grounds for judgments and the following actions, unwillingness to innovate)
3. Clear personal goals (clarity about personal and business life, realistic life goals)	3. Vague personal goals leading to underestimation of real alternatives when making choices
4. Continuous personal growth (receptiveness to innovation and opportunity)	4. Stopped self-development, lack of "growth over oneself", which leads to the transformation of ice life into a routine
5. Skills to solve problems (the presence of competencies in the development of strategies for solving modern problems)	5. Lack of creativity, lack of creative thinking
6. High ability to influence others to ensure their support, participation and influence in making creative, creative decisions	6. Inability to influence people (interaction requires persistence, flexibility, the ability to express oneself and listen to others; if this is not the case, then the manager begins to blame others, to conflict and success leaves him)
7. Modern knowledge about management approaches

completion of work, for "home"; for personal life. Immersion also provides the opportunity for self-organizing effects.

Self-organization orientation. The principle does not guarantee the stability of self-forming processes, since it develops parallelism: to work; on yourself (scrap, family, personal life).

Resource support. When implementing this principle, several points should be taken into account: firstly, self-management, creating a specific horizontal system, should give it self-determination, i.e. the manager is obliged to become an observer for a while; secondly, a specific system solves the problem of providing itself with resources and services; thirdly, the practical system, having realized its internal tasks, is able to complete a specific work without worrying about the final results.

Concept capacity. This principle represents a set of the following provisions: the obligatory presence of flexibility, associativity of compositional construction, preservation of hierarchical intervention, self-control of systems.

Virtuality. Creation on the basis of self-organization of new self-management objects.

Complementarity of self-management manifests itself in the development of democratic governance and in the implementation of the principle of self-organization.

Thus, the system-wide aspects of self-management consist in substantiating the phenomenon of self-organization as a new quality in decentralized management, and especially in self-government.

Self-management is the organization by the leader of his own activities; consistent and purposeful use of effective methods of work in everyday practice, with the optimal use of their resources to achieve their own goals.

Self-management or self-management is personal management of oneself. Effective self-government is associated with both human nature and organization, social management. The goal of self-management can be considered self-improvement, in particular the development of the ability to self-control for managing life situations.

Effective self-control is a key moment in the self-management process, providing an opportunity for self-realization.

If a manager constantly has problems (the concept of E. Bern and T. Haris), then this is a sure sign of lack of self-management. The main problems of self-management are expressed in the following:

1. excessive responsibility due to the large number of obligations arising from the inability to say "no" and leading to the loss of control over the situation;
2. lack of full self-realization due to daily routine work, work that is not part of the manager's responsibilities (someone else's work), unwillingness to change the situation;
3. disorganization (inability to manage oneself, control time);
4. stress (violation of deadlines for completing tasks, non-fulfillment of additional tasks, constant irritability and irascibility, lack of enthusiasm at work);
5. wrong decisions (shifting the blame onto circumstances and others, as unwillingness to admit one's own guilt); not solving problems; alcohol abuse, as a way to escape from boring reality, etc .;
6. disorientation about purpose (lack of purpose in life and striving for success), doing work that does not bring pleasure and other types of self-deception.

The following key managerial skills based on self-management are distinguished (Table 18.1-1).

Table 18.1-1

Key skills and potential limitations of effective self-management by M. Woodcock and D. Francis

Key self-management skills	Potential Limitations of Effective Self-Management
1. Ability to manage oneself (manage time, skills, energy, cope with stress)	1. Inability to manage oneself
2. Reasonable personal values, clear or adequate to modern realities	2. Blurred personal values \u200b\u200b(lack of solid grounds for judgments and the following actions, unwillingness to innovate)
3. Clear personal goals (clarity about personal and business life, realistic life goals)	3. Vague personal goals leading to underestimation of real alternatives when making choices
4. Continuous personal growth (receptiveness to innovation and opportunity)	4. Stopped self-development, lack of "growth over oneself", which leads to the transformation of business life into a routine
5. Skills to solve problems (the presence of competencies in the development of strategies for solving modern problems)	5. Lack of creativity, lack of creative thinking
6. High ability to influence others to ensure their support, participation and influence in making creative, creative decisions	6. Inability to influence people (interaction requires persistence, flexibility, the ability to express oneself and listen to others, if this is not the case, then the manager begins to blame others, to conflict and success leaves him)
7. Modern knowledge about approaches to management.	See paragraph 4 above.

At the level of daily practice, self-management ability is the manager's ability to ensure and maintain:

1. physical health, which depends on the absence of bad habits;
2. energy and vitality;
3. calm and balanced approach to work, personal life, etc .;
4. the ability to cope with stress;
5. efficient use of time.

The basic principles of self-management include: spontaneity; "Immersion" of the system; orientation of self-organization; resource support; concept capacity; virtuality; complementarity of self-management.

Spontaneity... The principle is fundamental and provides the appearance of the effect in the conditions of controlled systems. Taking this principle into account requires certainty in the behavior of managers and provides favorable opportunities for the implementation of the functions of self-government in practice.

"Immersion" of the system... The effect of self-organization, self-development occurs only in the so-called "immersed" systems in their external environment and depends on the state of the necessary resources and the characteristics of the corresponding relations and in terms of access to them. In addition, the number of states for the formation of any systems can be limited by the following end results: to complete the work; for home"; for personal life. Immersion also provides the opportunity for the effect of self-organization.

Self-organization orientation... The principle does not guarantee the stability of self-forming processes, since develops parallelism: to work; on yourself (home, family, personal life).

Resource support... When implementing this principle, several points should be taken into account: firstly, self-management creating a specific horizontal system should give it self-determination, i.e. the manager is obliged to become an observer for a while; secondly, a specific system solves the problem of providing itself with resources and services; thirdly, the practical system, having realized its internal tasks, is able to complete a specific work without worrying about the final results.

Concept capacity... This principle is a set of the following provisions: mandatory flexibility; associativity of compositional construction; maintaining hierarchical intervention; self-control of systems.

Virtuality... Creation on the basis of self-organization of new self-management objects.

Complementarity of self-management manifests itself in the development of democratic governance and in the implementation of the principle of self-organization.

Thus, the system-wide aspects of self-management consist in substantiating the phenomenon of self-organization as a new quality in decentralized management, and especially in self-government.

It might be helpful to read: