POWER MOTIVETYPICALTHOUGHTSGiving help, advice, support(especially unsolicited)Developing strategies abouthow to control people andshape situationsThinking about the impactof actions and how otherswill feel or be influencedThinking about status, re-putation, or positionTIME MANAGEMENTAn effective leader makes the best use of time.Watch standing,competing demands, andpaperwork duties are just a few examples of thetime robbers that tend to take time away fromyour job.Use your time efficiently. Use time manage-ment practices for day-to-day work schedules andlong-term goals. Here are some time managementpractices that will get you off to a good start:1. Set goals and arrange them in their orderof importance.2. Make a daily “to do” list.3. Start with the most important goals.4. Handle each piece of paper only once.5. Decide which task to perform; then do it.Set goals; then arrange them into long-termgoals, lifetime goals, 2- or 3-year goals, or6-month goals. Short-term goals are those wedevelop for a week at a time. Rank your goalsin their order of importance; for example, A, B,C, or 1, 2, 3; today; this week; or this month.Make a to do list at the beginning of each day.Sit down and list all the tasks you plan to do thatday starting with the most important and goingTYPICALBEHAVIORSCollecting and displaying objectsof prestigeInfluencing people through con-trol or persuasion, or offeringhelp or aidSeeking positions of leadershipDeveloping subordinates towardtask performanceSeeking, withholding, and usinginformation to control othersto the least important. Make this list regularly andat the same time each day. Rank each item onthe list based on its importance; for exampleA = high value, B = medium value, C = lowvalue, and CZ = no value at all. Avoid listing toomuch; your to do list should be challenging butrealistic.Make a decision about a piece of paper thefirst time you read it. Each additional time youhandle the same piece of paper is a time waster.Ask yourself, What is the smallest step or taskI can or am willing to do right now? Then do it.Delegate as many of your tasks as possible, resolveissues quickly, and face people and problemsimmediately. Goal setting and action planning areimportant activities for effective leaders andsupervisors.Goal SettingGoal setting in a work situation often beginswith a recognition of critical equipment andsystems problems or lack of resources in a workcenter. That can give you an idea of the actual(or real) operating condition of the work center.Next you should identify the ideal conditionsand needs of the work center. The ideal meansthe work center has high productivity with fullyworking systems and equipment. Looking at theideal helps you see the operating condition of thework center as it should be.2-5
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