| Self management is an underlying discipline that | | | | as facilities and equipment, to promote balance, |
| applies the techniques of the managerial role | | | | happiness, harmony, health, and prosperity. |
| (planning, organizing, executing, measuring, | | | | Resource management: |
| evaluating, and adjusting) to personal activities. | | | | Resource management is about consuming |
| Hence, the personal competencies of anticipation, | | | | materials, supplies, and services effectively and |
| deliberation, and stress tolerance improve. As a | | | | efficiently. It begins with how an individual |
| consequence, an individual's ability to perform | | | | consumes resources, and how they influence |
| personal, professional and enterpriship | | | | others to do so. |
| (entrepreneurship, leadership, and management) | | | | Resource management is about setting budgets |
| activities strengthens. Thus, an individual becomes | | | | for resource consumption, and then monitoring |
| a role model for an effective and efficient work | | | | the earned value - the budgeted cost of the |
| style to others. | | | | resource consumed to date. Negative variances |
| The scope of the self management discipline | | | | result from an insufficient budget or waste; |
| includes prioritization, time management, space | | | | positive variances result from an overly generous |
| management, resource management, | | | | budget or conservation. |
| follow-through, and stress management. It also | | | | If time is the resource, then waste results from |
| means living by a set of personal values and | | | | inefficiency, and conservation results from |
| guiding principles. | | | | efficiency. Both productivity and efficiency |
| Prioritization: | | | | determine if results are delivered ahead or behind |
| Prioritization is about managing activities based | | | | schedule. Productivity is the rate at which units |
| upon value. The simplest method is to apply the | | | | are produced within a time period; efficiency is the |
| Pareto principle (eighty percent of benefit comes | | | | ratio of the work performed to the effort applied, |
| from twenty percent of the effort). However, | | | | and is the difference between the budgeted cost |
| the principle should be applied twice so as to | | | | of work performed and the actual cost. |
| address the top four percent of the activities first | | | | Parkinson's law states that work expands to |
| that account for approximately 64 percent of the | | | | absorb the available time. |
| benefit. | | | | Follow-through: |
| The method is applied by creating a list of | | | | Follow-through is about carrying an activity |
| activities and then assigning priorities as A, B, and | | | | through to its natural completion. It is easier to |
| C items - A having the highest priority, B having | | | | start an activity than it is to complete it |
| medium priority, and C having the lowest priority | | | | successfully. Natural completion includes |
| based upon contribution to value. The A items | | | | determining the consequence of an event or |
| should account for no more than twenty percent | | | | activity once it has occurred by getting feedback |
| of the entire list, and the C items should account | | | | on results. It includes both quantitative and |
| for no less than ten. The principle should then be | | | | qualitative information. |
| applied again to the A items as AA, AB, and AC. | | | | How an individual asks for feedback on their own |
| The AA items account for about four percent of | | | | performance determines what they expect from |
| the entire list. | | | | others. Follow-through starts with an individual |
| The list should be visible, reviewed, and updated | | | | assessing their own performance, and then asking |
| on a regular basis. Attention must be given to | | | | for feedback from others. Perceptions regarding |
| resolving AA items, and the eliminating of as | | | | an individual's own performance will differ from |
| many C items as possible. | | | | that of others. Ultimately, it's the feedback from |
| New items will be added to the list from time to | | | | others that matters. |
| time, and the list should be recreated from | | | | Follow-through is achieved by asking questions of |
| scratch as necessary. Old C items usually drop off | | | | constituencies, either directly or indirectly through |
| in this process. | | | | surveys, in addition to whatever quantitative data |
| Time management: | | | | is available about actual behavior. |
| Time management is an extension of the | | | | Follow-through is also essential to prospecting |
| prioritization technique, but relates to the | | | | activities. If effort is expended to identifying those |
| scheduling of activities. Time frames can differ | | | | people with whom to build relationships, then it is |
| depending upon the types of activities and value, | | | | essential to follow-through to find what mutual |
| and can range from minutes to years. Time | | | | opportunities and benefits actually exist. |
| management begins with how an individual lays | | | | Follow-through is extremely important when |
| out their own schedule, and how they interact | | | | proposals are issued. If a salesperson doesn't |
| with others. | | | | follow-through on a proposal, can a prospective |
| The key is to determine the time frame for each | | | | client or customer expect them to follow-through |
| activity, and layout schedules in blocks of time | | | | on the account itself? Prospective clients and |
| with slots. The activities should be listed and | | | | customers are notorious for not following-through |
| prioritized, and then assigned to the slots. Schedule | | | | to deliver results to unsuccessful bidders. |
| contingency should be allowed for by assigning up | | | | Therefore, bidders should always follow-through |
| to 85 percent of the available slots. That way, if | | | | to find out status, criteria, and reasons for both |
| there are overruns, or if unanticipated events | | | | acceptance and rejection, so that they can |
| occur, there is some room within the schedule to | | | | improve in the future. |
| accommodate extra activities. Priorities should be | | | | Stress management: |
| reviewed regularly. | | | | Stress is human body's response to demands |
| An individual should be careful about | | | | made on it. It is the response to pressures from |
| communicating with others with a different time | | | | responsibility, to both real and imaginary threats |
| perception. For example, strategic planners think | | | | from people, and to fear of potential negative |
| long-term, but production staff tend to think | | | | events and activities. Stress arises when an |
| short-term. An information technology strategy | | | | individual moves beyond their comfort zone - their |
| may take five years to implement, but the | | | | boundary for risk tolerance, especially when |
| response times of resulting systems may be | | | | situations appear out of control. |
| have to occur within seconds, or fractions of | | | | Positive stress has a facilitating effect on activity; |
| seconds for process control systems. | | | | negative stress has a debilitating effect. Negative |
| Space management: | | | | stress must be overcome otherwise illnesses can |
| Space management is about arranging physical | | | | develop. Individuals who are self-motivated |
| layouts ranging from desktops to entire | | | | challenge the debilitating effects of stress by |
| communities. It begins with how an individual lays | | | | moving to action. |
| out their own workspace, and how they interact | | | | Stress reduction techniques include: |
| with others. Space management is based upon | | | | - Exercising and relaxing |
| communications needs and workflows between | | | | - Eating a balanced diet |
| related parties. | | | | - Getting a good night's sleep |
| The further parties are located from each other, | | | | - Avoiding alcohol and drugs |
| the less they are motivated to communicate, | | | | - Involving a support system, such as family or |
| especially if they are on different time zones. | | | | teammates |
| Crises are the exception, and actually force | | | | By applying the techniques of planning, organizing, |
| parties to communicate. Effective globalization | | | | executing, measuring, evaluating, and adjusting, an |
| requires establishing strong communications | | | | individual translates mindset into action and |
| capabilities between the various parties around the | | | | becomes self-motivated. |
| world. | | | | Personal values and guiding principles: |
| In urban areas, it is usually necessary to densely | | | | Personal values and guiding principles form a |
| pack people, equipment, and inventory into small | | | | system of beliefs that set expectations for |
| facilities. Some individuals are bothered by the | | | | individual behavior and decision making that can be |
| close proximity of people and objects around | | | | applied to personal, professional, and enterpriship |
| them, and the potential for background noise, | | | | activities. |
| whereas others are not. Music can be used to | | | | An individual's attention self management is a |
| reduce distractions from background noise, and | | | | determinant of their suitability for advancement. If |
| create ambiance. | | | | an individual can't manage their own affairs well, |
| An individual should be careful about | | | | then how can they be expected to manage |
| communicating with others with a different space | | | | someone else's? |
| perception. For example, strategic planners think | | | | Entrepreneurs, lifestyle enterprise owners, |
| globally, but others may think locally. An electronic | | | | executives, and managers must balance both |
| product design may require large drawings that | | | | long-term and short-term mindset with action to |
| represent components that are fractions of | | | | ensure that important items get done on a timely |
| millimeters apart. | | | | basis, without losing focus on the future. |
| The Chinese practice of feng shui is becoming | | | | Self management is an enterpriship |
| more popular in the West. Definitions vary, but in | | | | (entrepreneurship, leadership, and management) |
| general the practice relates to organizing | | | | competency. |
| environments and the objects within them, such | | | | |