Abstract:
This paper evaluates the behavior of a manager in a period of time as a sample and gives detailed results and analysis in relation with organizational goals. It uses computer software to record daily activities with some details. In order to improve a manager’s behavior in relation with organizational goals TMIM was designed. TMIM measures and evaluates the time spent by the managers to improve the way of allocating their time to the organizational expectations. This model considers the time spent by managers to organizational goals and in the meantime considers the attention they pay to continuous improvement as a strong tool of productivity as well. In this model "the main activities and key processes of the organization", "the way of communications" and, "departments and personnel" are determined first. Then, the time a manager spends to handle the organizational processes in relation with departments and personnel through a compatible communication is measured. Finally, spent times are analyzed and time management solutions are presented. The designed model was performed in an electric service providing company through figuring out the characteristics of the managerial behavior by recording and analyzing four years experiences. Before performing this model, time allocation by the managing director was not compatible with the organization's missions and goals. After performing TMIM; analyzing results; and giving feedback, new time allocation led to obvious improvements and managerial effectiveness as a result of the manager's performances.
Machine summary:
Master of Business Management, Science and Research, Branch Islamic Azad University, Iran (Received: 27 April 2013 - Revised: 7 January 2014 - Accepted: 7 January 2014) Abstract This paper evaluates the behavior of a manager in a period of time as a sample and gives detailed results and analysis in relation with organizational goals.
Many definitions have been given in the previous studies; for example, time management involved the process of determinacy of needs, setting goals to achieve the needs, prioritizing and planning the tasks required to achieve these goals (Lakein, 1973), planning and allocating time (Burt & Kemp, 1994; Francis-Smythe & Robertson, 1999), an application of self-regulation processes in the temporal domain (Griffiths, 2003), self-regulation strategies aimed at discussing plans, and their efficiency (Eilam & Aharon, 2003), behaviors that aim at achieving an effective use of time while performing certain goal-directed activities (Brigitte J.
Since being efficient and proactive using any tools of the first 3 generations of time management is the performance of the 4th generation, TMIM1 tries to introduce a model in which a manager’s behavior can be documented, evaluated, and analyzed to improve his performance in relation with organizational goals and it can be considered as a part of the 4th generation.
This model considers two different aspects of time: first, the relation of the time spent by a manager to organizational goals and second, with respect to continuous improvement as a strong tool of productivity that differentiates this study from the others.