The Time Trap |
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Page 85
... give him the benefit of the doubt . There is of course a place for common courtesy . But cour- tesy need not extend ... gives the manager's job its nightmarish quality are the interruptions — the constant and seemingly endless telephone ...
... give him the benefit of the doubt . There is of course a place for common courtesy . But cour- tesy need not extend ... gives the manager's job its nightmarish quality are the interruptions — the constant and seemingly endless telephone ...
Page 168
... give me any necessary information I may need for the call . This saves everyone's time , and in this way she can help both of us . " The subject of communication is a sensitive one for most secretaries simply because most bosses do not ...
... give me any necessary information I may need for the call . This saves everyone's time , and in this way she can help both of us . " The subject of communication is a sensitive one for most secretaries simply because most bosses do not ...
Page 175
... give subordinates their head . Look to results , not details or methods . Recognize that without delegation it is impossible to get anything done through others . Do it elsewhere . Meet visitors outside . Suggest lunch if necessary ...
... give subordinates their head . Look to results , not details or methods . Recognize that without delegation it is impossible to get anything done through others . Do it elsewhere . Meet visitors outside . Suggest lunch if necessary ...
Contents
TimeA Critical Resource | 1 |
Managing Yourself | 15 |
Planning Your Work | 38 |
Copyright | |
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Common terms and phrases
accomplished action activities agenda Alec Mackenzie allocation answer Antony Jay asked Auren Uris better boss caller Caroline Bird chief executive critical deadlines decide decision desk dictating discussion Economics Laboratory effective effort executive's feel followup function goals habits handle Hillsdale College important insuring interruptions inventory James McCay Karl Menninger keep Lack learned manager managerial MANAGING BY EXCEPTION matters meeting memo ment minutes mistakes Norman Vincent Peale objectives operating organization Pareto principle participants percent person Peter Drucker Peter Principle phone calls plan sheet priorities problem Procrastination projects purpose question reading responsibility routine saves says schedule screened secretary Shirley speed speed reading spend spent staff stand-up meeting subordinates tasks telephone Theodore Levitt things Time-compressed Speech tion tive urgent waiting waste wasters York