商超零售賣場(chǎng)百貨門店運(yùn)營(yíng)管理 沃爾瑪 基礎(chǔ)領(lǐng)導(dǎo)藝術(shù)培訓(xùn)課 Leadership Lesson07-Time Management

1、Store of Learning第七課培訓(xùn)店領(lǐng)導(dǎo)藝術(shù)閱讀練習(xí)Store of Learning- Confidential - TIME MMMM, yy January, 09 Training, HRPage PAGE 8 of NUMPAGES 8“High expectations are the key to everything.”高期望是每件事情的關(guān)鍵。 Sam Walton-山姆.沃爾頓LEADERSHIP LESSON領(lǐng)導(dǎo)藝術(shù)課程Time Management 時(shí)間管理In order to improve usage of time, it is critical tha

2、t we understand time is a resource to be managed. As a competent Manager, you must be able to accomplish all daily tasks related to running your area within a given time period. This requires being able to:為了提高時(shí)間的利用率，我們認(rèn)識(shí)到時(shí)間是一種可管理的資源是非常關(guān)鍵的。作為一個(gè)有能力的管理者，你必須能夠在給定的時(shí)間段內(nèi)完成與你所控制的領(lǐng)域有關(guān)的一切日常任務(wù)。這需要做到以下幾點(diǎn)：Effec

3、tively use a time management tool (planner, daily workload, etc.)有效地使用時(shí)間管理工具(計(jì)劃者、工作量等)become “fluent” in managerial administrative1 tasks, such as evaluations, manpower planning, attending meetings, and following up with Associates“流利地”管理行政任務(wù)，例如評(píng)估、人力計(jì)劃、參加會(huì)議，以及跟進(jìn)員工工作delegate effectively有效地授權(quán)prioritiz

4、e daily tasks according to the needs of your Center根據(jù)你的分銷中心的需要排列日常工作的優(yōu)先順序Grocery is a fast-paced industry and in Wal-Mart, a sense of urgency is required in order to complete all tasks within your day. This means that you must work smarter, not harder. Think about how you can become more efficient.

5、Eliminating unnecessary tasks, delegating whenever possible, and never having to do a task over. Keep in mind that at Wal-Mart, we are constantly trying to exceed the expectations of our customers, both internally and externally. Always do the best job you can possibly do, the first time. 食品雜貨是一個(gè)行進(jìn)步

6、代很快的行業(yè)，在沃爾瑪，為了完成你一天所有的工作，緊迫感是非常需要的。這意味著你必須更聰明的工作，而不是更努力。想想你如何才能變得更有效率。削減不必須的任務(wù)，盡可能地授權(quán)，從不重新做一項(xiàng)任務(wù)。請(qǐng)記住在沃爾瑪，我們不斷地嘗試超越顧客的期望，無(wú)論是本質(zhì)還是外在?？偸潜M最大可能做得最出色，在第一時(shí)間。Within this section, we will list and detail nine steps to effective time management. Study each step carefully and see if there are some that will help

7、 you better manage your time now and in the future as your responsibilities grow.在這一部分，我們將列出并詳述有效的時(shí)間管理的9個(gè)步驟，用心學(xué)習(xí)每一步，看看是否有一些能幫助你在現(xiàn)在以及在你將來(lái)負(fù)責(zé)范圍擴(kuò)大后更好地管理時(shí)間。First Step List all the different things you do. Perhaps the easiest way to do this accurately is to keep a daily record for a week, listing all your

8、 primary job functions. Add to this list the tasks you do only occasionally. These chores, more than likely, could be done at different times or by someone else. Once you start this habit of keeping a daily record of work, make it part of your routine. Before beginning the day, spend time planning y

9、our work for the day.第一步：列出所有你要做的各種事情，可能正確做這件事的最簡(jiǎn)單方法是保存一周的日常記錄，列出你最初的工作職能。將你只是偶爾要完成的任務(wù)加在這個(gè)列表中。這些零星鎖事，非常可能可以在其它時(shí)間做或找別人來(lái)完成。一但你開(kāi)始了保持做日常工作記錄的習(xí)慣，使它成為你慣例的一部分。在你開(kāi)始一天工作前，花時(shí)間為你今天的工作做一個(gè)計(jì)劃。Second Step Figure the time you spend on each job. This is the average time under normal circumstances. Knowing the time e

10、ach job requires will help you plan for time spent on that job in the future. Make a record of these allotments for each job.第二步，計(jì)劃出你在每件工作上所花費(fèi)的時(shí)間，這是在通常情況下的平均時(shí)間。知道每件工作所埯時(shí)間將幫助你在將來(lái)計(jì)劃這項(xiàng)工作所需的時(shí)間，為每一項(xiàng)工作做一個(gè)這些分配的記錄。Third Step Classify all things you do according to their importance. Examples would be:第三步：根據(jù)事

11、情的重要性將他們分類。例如：Those jobs that are essential for you to do every day.那些工作對(duì)你而言每天者是必要的Those jobs that are essential at definite, stated intervals.那些工作只在一定的，特定的時(shí)間是必要的Those job that are essential but develop at unpredictable times and take an unpredictable amount of time to handle.那些工作是必要的，但其發(fā)生次數(shù)和所需的解決時(shí)間

12、是不可預(yù)測(cè)的Those jobs that are advisable and important if you can find the time to do them.那些工作是可取和重要的，如果你能的找到時(shí)間來(lái)處理他們Those jobs that may come up as emergencies.那些工作可能以緊急事件的形式出現(xiàn)Those jobs that require time in planning and analyzing.那些工作需要時(shí)間來(lái)計(jì)劃和分析Fourth Step Look for duplications of effort and eliminate th

13、em. You may be surprised how many jobs you redo everyday. A special problem in this step is making unnecessary and multiple trips. Example: If you work on the floor, try to combine as many office trips into one as possible; take care of more than one task per trip.第四步：尋找或倍的努力并削減他們，你會(huì)驚訝地發(fā)現(xiàn)你每天重做了許多工作。

14、在這一步一個(gè)特別的問(wèn)題是作不必要的和復(fù)合的行程，例如：如果你在地面工作，盡量努力將盡可能多的辦公行程聯(lián)合起來(lái)：每次行程顧及多于一項(xiàng)的任務(wù)。Fifth Step Study your tasks to determine which of them can wholly or partly be delegated to others. You may have many qualified Associates who can do some of the detailed, repetitive jobs that are taking much of your time. Some Man

15、agers have a difficult time delegating. This is due, for the most part, to the strong work ethic most of us have been taught. In other words, good things come to the individual who plans their work the best. Dont be afraid to ask your Associates for help. Not only will it free you from time-consumin

16、g jobs; it will also help them to develop their skills.第五步：研究你的任務(wù)，決定他們當(dāng)中哪些可以全部或部分地委托給他人。你會(huì)有許多有能力的員工幫助你去做一些細(xì)節(jié)，重復(fù)性的工作只會(huì)花費(fèi)你許多的時(shí)間。一些管理者卻很難有時(shí)間去派工作。大部而言，就是由我們?cè)S多人所被教導(dǎo)的強(qiáng)烈的職業(yè)道德所引起的。換句話說(shuō)，好事總是降臨于那些很好地計(jì)劃他們工作的人。不要害怕向你的員工求助，這不僅將使你從繁鎖的工作中解脫出來(lái)；也將會(huì)幫助員工發(fā)展他們技能。Avoid being the Manager who is afraid to delegate because

17、you are afraid your Associates will take your job away. Delegating and asking for help is a sign of strength.避免成為一個(gè)因害怕員工奪走自己工作而不愿下放權(quán)力的管理者。權(quán)力下放和尋求幫助是凝聚力的標(biāo)志。Sixth Step Adjust the estimated time it takes to do the various tasks according to your streamlined methods, and when you find more time, use it

18、wisely. There are undoubtedly many tasks we all have put off because of a lack of time. Once you have found ways to delegate or plan better, then you can do the tasks you have been putting off. By all means, find time for self-development. Like anything else, you are going to have to set time aside

19、and do it on a regular basis.第六步：調(diào)整因你一塵不變的做事方法而為做各項(xiàng)工作所定的預(yù)測(cè)時(shí)間。當(dāng)你發(fā)現(xiàn)有更多的時(shí)間時(shí)，聰明地利用它。毫無(wú)疑問(wèn)許多的任務(wù)我們都得延遲就是因?yàn)槿鄙贂r(shí)間。如果你找到了委托的方式或者計(jì)劃得更周詳，那你就可以完成這些延遲的任務(wù)了?？偠灾?，找時(shí)間去自我發(fā)展，就像其它任何事一樣，你必須把時(shí)間擱置起來(lái)。接正常的步調(diào)去做。Seventh Step Make a realistic timetable for yourself. Provide time for the essentials first, then for the emergencie

20、s. Try to leave some unscheduled time which you can utilize for important work that formerly was rushed or neglected, or required after-hours work. Also, leave time for a long-range timetable, as well as goals. Keep them in an area where you can chart them. Maintain a chart as to where you are and t

21、he time needed to complete your tasks and goals.第七步：為自己制定一個(gè)實(shí)際的時(shí)間表。首先，為最基本的留出時(shí)間，然后就是為緊急的事情。嘗試留出一些非計(jì)劃內(nèi)的時(shí)間，你能夠利用它去做重要的以前是忽略了的工作，或者是要求事后再做的工作。同樣，為長(zhǎng)遠(yuǎn)的時(shí)間表和目標(biāo)留出時(shí)間。讓它們保留在你能掌握的范圍。保留一個(gè)團(tuán)表來(lái)展示你現(xiàn)所處位置和你要完成這些任務(wù)，目標(biāo)所需的時(shí)間。Eighth Step Make alternative plans for any disturbance to your schedule that may result from emer

22、gency situations. Take a hard look at those “emergencies.” You may find that you can eliminate them with better planning and forecasting.第八步：制定一個(gè)可供選擇的計(jì)劃，以防任何因?yàn)橥话l(fā)情況而引志你計(jì)劃被打亂。小心那些“緊急”的情況。你會(huì)發(fā)現(xiàn)你可以用更好的計(jì)劃和預(yù)測(cè)來(lái)滔除它。Ninth Step Set your timetables and plans in motion. Review them from time to time to make corr

23、ections and revisions. Every Coach works with the same three elements: people, equipment, and materials. How much they get from these elements depends on how well they manage a fourth element, time.第九步：制定時(shí)間表，在運(yùn)行中計(jì)劃。經(jīng)?；仡櫵鼈儊?lái)改正和糾正錯(cuò)誤。每一位教練者會(huì)涉及這相同的三個(gè)因素：人、設(shè)備和材料。他們從這些因素獲得多少，依賴于從前如何很好地把握每四個(gè)因素：時(shí)間。TIME MANAGE

24、MENT 時(shí)間管理List some of the tasks a manager completes during a typical day.列舉一名管理人員在一個(gè)具代表性的日子里完成的一些任務(wù)Place a 1 next to the items that are typically performed at the beginning of the shift.在流程的開(kāi)始，在下一個(gè)已完成的項(xiàng)目注上1。Place a 2 next to the items that are typically performed at the end of the shift. Some items

25、will not have a number.在結(jié)尾下一個(gè)已完成的項(xiàng)上注2。一些項(xiàng)將不會(huì)有數(shù)字。List several items that can be delegated to an Associate.列舉幾個(gè)能授權(quán)與員工的項(xiàng)目。During your weekly meeting with your Mentor discuss how they manage their time to complete the following tasks. Identify the amount of time they spend each day or week for each. Dev

26、elop a plan that meets your expectations and review it with your Mentor.在周末例會(huì)上和你的教練討論他們?nèi)绾伟盐兆约旱臅r(shí)間來(lái)完成以下的工作，確定他們每天或每星期在每一項(xiàng)所花時(shí)間多少。完善一項(xiàng)計(jì)劃能符合你的期望并和你的教練回顧它。TASK任務(wù)MENTORS TIMEPLAN教練的時(shí)間計(jì)劃LCO COACH PLAN現(xiàn)場(chǎng)指導(dǎo)計(jì)劃TPRMANPOWERPLANNING人力計(jì)劃EVALUATIONS評(píng)估TRAINING ANDDEVELOPMENT培訓(xùn)與發(fā)展ASSOCIATECONCERNS員工所關(guān)注的MANAGEMENTMEETINGS管理會(huì)議Store of Learning第七課培訓(xùn)店領(lǐng)導(dǎo)藝術(shù)議題LESSON 7 QUESTIONS第7課問(wèn)題Ideal responses to these question