TIME MANAGEMENT OF SUPERVISORS AS PERCEIVED BY THE SUBORDINATES

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TIME MANAGEMENT OF SUPERVISORS AS PERCEIVED

BY THE SUBORDINATES

LIST OF TABLES AND FIGURES

Page

Figure

1. Conceptual Framework 3

2. Flow of Research Process 3

Table

1. Distribution of Respondents by Age 11

2. Distribution of Respondents by Sex 11

3. Distribution of Respondents by Rank 12

4. Distribution of Respondents by Civil Status 12

5. Distribution of Respondents by Working Status 13

6. Distribution of Respondents by Religion 13

7. Distribution of Respondents by Salary 13

8. Respondents' Perceived Degree of Delegation 14

Towards Time Management by Supervisors

9. Respondents' Perceived Degree of Planning 14

Towards Time Management by Supervisors

10. Respondents' Perceived Degree of organizing 15

Towards Time Management by Supervisors

11. Respondents' Perceived Degree of Controlling 15

Towards Time Management by Supervisors

CHAPTER I

Introduction

Time is a paradox. The solution to the paradox of time, then, is to focus on the most important things. One of them is realizing that there is always enough time for the real essential matters. Time possesses another paradox - it disappears anyway. The attitude toward time is also affected by the fact that time is free and equitable. Everyone receives exactly the same amount each day. Since quantity of time is immutable, quality is the only changeable variable.

Managing time means adapting to its passage in some appropriate, satisfying manner. The only way to manage time better is to spend time in appropriate way and consummates an exact amount. In other word, increasing time commitment. Managing time to accomplish important objectives requires careful planning.

Overwork is often the result of failure to delegate and establish proper priorities -spending too much time on details, trivia, and sloppy work habits. Probably spending much time on relatively frivolous undertakings.

Delegation creates total responsibilities. It is finding people to assist in carrying the load and to accomplish a certain task. Since delegation is time-bound, it is important thereof to consider it subjectivity to time. There are three components of good delegation: responsibility (identification of the duties to be performed), authority (commensurate power to perform the duties) and accountability (requirement that the subordinate render a proper account and report on the status work delegated). A subordinate who fails to report properly, and provides unsatisfactory accounts, is unworthy of the trust delegated. In delegation, a leader should keep in mind two principles: First, to push responsibility as far "down" the management pyramid. Second, the leaders task to decide which decisions should be made by what members of the team, when to act and to verify if it were performed properly

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